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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When Brian Cornell became CEO of Sam’s Club in 2009, he had just spent a successful two years as CEO of Michaels Stores, an arts and crafts retail chain. But he had never run a membership warehouse company like Sam’s Club, a unit of Walmart ...
In just over a decade, the Tufts University men’s lacrosse team has gone from worst to first under head coach Mike Daly. Instead of focusing on wins, Daly urged players to take pride in mastering the details and always improving their craft.
Howard Schultz, CEO of Starbucks ­Coffee Co., has a reputation for speaking his mind. His strongly voiced opinions help shape the company’s image.
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.

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