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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Professional development inspires employees and often renews their excitement about their job. Follow these tips to encourage ongoing learning:
Receiving an annual review is a big deal to employees. Though you may dread it, respect your employees and put some effort into it. Give your best evaluations by avoiding these mistakes:
Many employees, especially ones who do their job well, don’t see minor tardiness as a problem. Here’s how to tactfully show them that they are wrong.
You can count on loyal employees even during difficult times. To build employees’ commitment to you and the team, follow this advice.
Benefits that greatly reduce employee stress don’t require huge efforts or high price tags. Implementing any one of these items can ease workplace anxiety:

In 2007, Bob Essner felt justifiably triumphant. He had engineered a successful turnaround of Wyeth, the pharmaceutical giant, after six years of reinventing the company. But even after in­­creas­­ing revenue by 30%—to $20.4 billion—Essner suddenly lost his job. What went wrong?

Employees need to trust you as their leader if they’re going to outperform as a team. They must believe you’ll put their interests ahead of your own. But how do you communicate you'll do just that? The director of the National Institutes of Health, Francis Collins, provides an example.
Seize the moment that the economy is giving you ... Avoid the one word that will kill your credibility ... Learn about discipline from Bobby Knight.
When Sam Palmisano became IBM’s chief executive in 2002, he succeeded a superstar CEO, Lou Gerstner. In 1993, Gerstner turned around the sinking company, declaring, “The last thing IBM needs is a vision.” By 2002, however, Palmisano felt IBM needed one.
David Pensak faced a challenge during the early days of the Internet. He wanted people to understand the purpose of a firewall. But they were still grappling with the newness of the Web itself, so he had to figure out a simple way to explain a complex concept.
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