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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Stepping in to lead a pre-existing team demands a sound management strategy. Will you have one when the time comes?
Business incubator Les McKeown, who has founded more than 40 companies, believes all of us have the potential to become a leader, if we are willing to do the small things that make big things possible.

Scott Cook, co-founder and chairman of Intuit, has built a huge company helping executives make decisions using his financial management software. Yet Cook frowns on financial forecasting. In fact, he requests that his employees avoid spending time forecasting the numbers relating to their unit’s sales and expenses.

When you’re not clear on what you do best, your company’s identity and marketing message get so diluted they don’t resonate with anyone. That’s why it’s important to have a clear mental picture of your ideal client.
The baseball world was abuzz this summer about a new phenom, 13-year-old female Mo’Ne Davis, who pitched a shutout in August during the first round of the Little League World Series.
Daniel Schwartz, 33, is one of the youngest chief executives of a major global enterprise. A former Wall Street analyst, he brought a cost-cutting mindset to Burger King.
Today’s knowledge workers spend only 45% of their time on primary job duties. The other 55% is squandered on meetings, email and administrivia. Here’s what workers say causes lost productivity.
More and more travelers are choosing to take luxury buses and cars rather than fly or take a train for shorter trips, reports The New York Times’s Amy Zipkin.
When Mattel hired Richard Dickson as general manager of its Barbie brand in 2008, the famous doll was in a lull. After hitting a high of $1.52 billion in ­Barbie sales in 2002, Mattel had struggled through a six-year decline. Dickson hit the ground running to put an end to "brand goulash."

This controversial approach to performance evaluation requires that supervisors group employees from top to bottom. The CEO of Nielsen Holdings remains a fan.

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