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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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Dan Ariely, a psychology professor at Duke University, remembers the first time he was hired by attorneys to serve as an expert witness in a court case. A big law firm sought his help to explain its client’s behavior ...
Making a bad decision is bad enough. Just don’t dig yourself into a deeper hole. You’ll save time and headaches by avoiding what experts call “the escalation trap”—escalating your level of commitment to a lost cause.
After decades at the top, some executives lose their bearings and come across as imperious. When you’re compensated well to run a large organization, as Gordon Gee was, it’s even more important to watch what you say.
In the midst of the federal government shutdown, the law dictates that the President and members of Congress will continue to receive their pay, even as other federal workers must go without and merely hope for retroactive compensation.
Amar Bose, a pioneer in acoustics and founder of a company noted for its portable speakers and headphones, died in July at age 83. Bose’s legacy at both his company and at MIT, where he worked on the faculty for 40 years, was that of a teacher.
In 1991, Jerry Sternin headed to Vietnam. His goal: to fight child malnutrition in poor villages and produce results within six months. Sternin isolated the few people who were modeling problem-solving behavior when most of their peers were following negative patterns. He thus dis­­covered what the “positive deviants” (PD) did to produce such superior results.
Aaron Jagdfeld runs a fast-growing company with $1 billion in annual ­revenue. He’s president and CEO of ­Generac Holdings, a maker of automatic standby generators based in Waukesha, Wis. Jagdfeld joined Generac in 1994 and became its chief executive in 2008, starting with a blank slate to shape the company's culture.
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.
There’s no shortage of negative employee behaviors that can have an ill effect on the entire workplace. Use these tricks of the managerial trade to deal with some of the most irritating employee types.

The first step to becoming a great manager is to acknowledge mistakes made along the way. By addressing those mistakes and changing your behavior, you enhance your managerial skills and build a stronger, more confident team. Here are 10 key mistakes that managers make.

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