Leaders & Managers
From the nitty gritty of daily management to addressing your aspirations of leadership, this section for leaders & managers tells you how to make strong leadership decisions, build effective teams, delegate and stay above the everyday management muddle.
Get tips, strategies, tool and advice on: performance reviews, preventing workplace violence, best-practices leadership, team building, leadership skills, people management and management training.
On June 2, 1944, all the pieces were in place for the largest amphibious assault in world history. Planning for D-Day fell to Supreme Commander Dwight D. Eisenhower. The only unknown? The weather. How did he make one of the most consequential decisions in history?
After graduating college, Mark Cuban got a job at Mellon Bank. His youthful energy led him to think like an entrepreneur—and that landed him in trouble with higher-ups ...
Here’s one of the most important questions a leader must ask: How do we do business? It’s critical to establish the values and ethics that undergird any organization.
In November 1942, Col. Curtis LeMay delivered a briefing to his World War II bomber pilots. He told them they would fly directly toward the target, maximizing the risk of German anti-aircraft fire. LeMay revealed that he would fly the lead bomber, and his willingness to make himself a focal point for enemy fire inspired the squadron.
An employee’s evaluation meeting is approaching and you’re all set. But here's a list of common traps that can trip up even the most-prepared manager.
Peter Aceto, CEO of ING Direct Canada, has plunged into the world of social media. He uses Twitter to forge relationships with consumers and build the ING brand. Follow his lead in doing social media with three simple guidelines.
Terry Jones, founder of Travelocity, once squandered $1 million of the company’s money on a dud project. He assumed his boss would scold him—or worse—for wasting precious funds. Instead, his boss asked, “Well, Terry, what did you learn?”
Frank Lloyd Wright, the famous architect, did not endear himself to his team. In the half-century since his death in 1959, many experts have reflected on his inability to lead others.
Sometimes, being a leader means being the only doctor in a town of 3,400 in rural Georgia. That’s how it is for Howard McMahan, M.D., who’s been seeing the same patients for more than 20 years, but for whom life would be easier if he closed his practice and took a job at a regional medical center 30 miles away. Still, he stays.
The statistics most often used to evaluate performance, such as sales, may have only a flimsy connection to true success. More useful statistics persist over time and show cause and effect. Choosing the right metrics is a four-step process.