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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Liz Wiseman suggests putting them in surprising situations where their deeply rooted expectations will be challenged.

Productivity and morale are the main casualties when organizations retain people who clearly aren’t doing their jobs. The Harvard Business Review suggests managers follow these three C’s to deal with an underperformer.

In theory, strategic planning sounds great: You gather top thinkers in a room and brainstorm. But for Jim Estill, former CEO of Synnex Canada and now a partner in a venture capital firm, strategic thinking requires inspiration. He finds that it doesn’t happen on demand, so he lays the groundwork and stays attuned to insights that can arise at any time.

You can use positivity to rid yourself of petty complaints and drive both your own productivity and your colleagues’, says author Caroline L. Arnold. Here’s how.
The most motivated employees will respond by describing their overriding goal to make a life-changing impact on others.
"Self-awareness," is what entrepreneur Joel Trammell says is the most important skill a CEO needs. "It’s hard to get authentic information from your employees. CEOs are constantly worried that they’re not hearing the full story."
Curiosity is free, it’s a mindset you can de­­velop, and it’s the perfect antidote to uncertainty, says executive coach Sue Bethanis.

Prioritizing your workday is easy when your job consists of a small handful of tasks. But for most of us, dozens of pressing issues jockey for our attention. Step back and assess what matters most. Treat your time as a finite resource and allocate every hour wisely.

In July 1945, 25-year-old Don Hornig babysat the atomic bomb. It was a nerve-wracking task, but he kept his cool. On the day before its first full-scale test, he and Robert Oppenheimer worried that lightning over the New Mexico desert might accidentally trigger the bomb prototype...
Employees whose supervisor is a woman are more engaged in their work than those who work for a man, 33% to 27% respectively.
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