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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.

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Before making a big, complex decision based on reams of analysis, it’s vital to ask: What are the key assumptions that must prove correct for this analysis to prove accurate? Skip this question and you court disaster.
Innovation isn’t about randomly tossing new products into the marketplace and seeing what sticks. The key is to first understand market needs and then develop solutions to meet them.

In everyday conversation, we may chafe at those who make assertions without proof. Too many dogmatic declarations can prove a turnoff. Yet top leaders thrive on dogmatism.

Few in the top 10 will ever buy commercial time during the Super Bowl, but Chief Executive magazine has named the top companies for leaders in 2014.
If any good can come from foreclosures, Phil Cooley, dubbed the “Prince of Detroit,” will find a way.
Starting his career as a junior naval officer, Adm. Elmo Zumwalt Jr. earned a series of promotions to become the youngest vice admiral in Navy history. He commanded U.S. naval forces in Vietnam and, at age 49, became chief of naval operations—the youngest man to serve as the Navy’s highest-ranking ­officer.

Vince Molinaro, a leadership consultant, finds that disengaged employees often don’t trust their leaders. To raise the trust level within an organization, follow these steps.

Become a Beta leader and build a Beta workplace ... Deliver consistently with “deliberate practice” ... Don't shy away from one very informal word.
Think of a take-charge CEO and you may envision a loudmouth barking orders. But that’s not necessarily the right way to lead. Quieter, more measured leaders often succeed as well.
The world's most famous physicist, Stephen Hawking, tried to convince people for almost 40 years that neither light nor information could escape a black hole. In an interview with New Scientist, he now describes this theory as his biggest blunder.
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