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.
Next time you rue one of the couldashouldawoulda missteps every leader inevitably makes, know that your fumble can’t possibly be worse than these three, recently rated the biggest business goofs of all time by BusinessInsider.com.
The world’s largest retailer, Walmart, has a new boss. Doug McMillon, an Arkansas native and head of the company’s international division, takes over this month from retiring CEO Mike Duke, who has been at the helm for five years and will remain on the board.
Every organization runs into time crunches—sometimes predictable, sometimes sudden emergencies. Whenever your crazy time is, you could lose some of your best employees if they feel taken for granted. Encourage supervisors to follow these four steps to support employees during those times.
The March 14 episode of ABC's "Shark Tank" featured a 15-year-old's concept for a water bottle that allows raw fruit to infuse its contents.
Women now own 40% of American businesses. These 8 million firms are growing at twice the rate of businesses as a whole.
Within a week of Kevin Johnson becoming CEO of Juniper Networks in 2008, he met with all his direct reports in a group. He told them he wanted to listen and learn, so he asked four questions.
To help your team make a big decision, resist the urge to give your opinion or promote one side over the other. It’s better to play the role of debate moderator.
If you’re not so sure about digital technology and the social media hubbub, take a class. That’s what a lot of your peers are doing.
"Credit belongs to he who is in the arena," Theodore Roosevelt said, "his face marred by dust, sweat, and blood, who strives valiantly, who errs to come short and short again, because there is no effort without error and shortcoming."
Stanford professor David Larcker studies succession planning as director of the school's Corporate Governance Research Program. He finds "disturbing" the results of a survey that revealed only a quarter of those who responded feel their companies have an adequate pool of people ready to take over as CEO.