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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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Given the general acceleration of things, the “first 100 days” as a measure of an executive’s effectiveness, first used in 1933, has sped up. So how would that work for a new CEO?
Mark Leslie ran two firms before becoming chairman and CEO of Veritas Soft­­ware in 1990. He knew from experience that when senior executives make deci­­sions based on shared information with their employees, it decreases office politics and helps everyone buy into the company’s strategy.
When Glenn Murphy left a Canadian drugstore chain in 2007 to become CEO of Gap, the clothing retailer had sustained a multiyear losing streak. But it’s finally bouncing back.
From his father, a hardworking plasterer, Isadore Sharp learned to stay the course as ­problems arose, honor your word and operate ethically. He applied these lessons as founder and chairman of Four Seasons Hotels and Resorts.
To motivate 200,000 employees in 10,000 branches to work together and innovate, Om Prakash Bhatt, the chairman of State Bank of India, convened 25 senior managers for a five-day retreat. He opened the meeting by showing “The Legend of Bagger Vance,” a movie about a golfer who loses his swing and then learns to regain it.
Two concerns keep Skanska CEO Mike McNally up at night. He worries that one of the company’s 50,000 employees around the world might act unethically. He also frets about the risk of accidents and injuries.
For today’s teens, Facebook may be old hat. They’re racing to check out new social media sites, according to a study by Pew and Harvard.
Throughout his 17 years in the financial services industry, Graham Coxell has witnessed good and bad leadership. His conclusion? It’s better to seek to understand others than berate them.
As a management consultant, Patrick Lencioni often sees leaders model the wrong kind of behavior. He once observed a sorry spectacle that shows what happens when a disingenuous boss sets the wrong tone.
In the late 1990s, UPS executives realized that the company’s model wasn’t working. To explain large-scale innovations, they turned to breakthroughs of the past: from bicycle deliveries to trucks, from ground service to air freight, from paper tracking to a web-based system.
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