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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Think of a take-charge CEO and you may envision a loudmouth barking orders. But that’s not necessarily the right way to lead. Quieter, more measured leaders often succeed as well.
The world's most famous physicist, Stephen Hawking, tried to convince people for almost 40 years that neither light nor information could escape a black hole. In an interview with New Scientist, he now describes this theory as his biggest blunder.
Here’s an exercise to prime your team to think more boldly about solving problems.

Any small business can post its core values on the wall and remind employees about them daily. But if employees are never held accountable for these behaviors, they’ll just repeat transgressions over and over. “Accountability must be woven into the fabric of your organization," says Brian Bedford, co-author of the new book, Culture Without Accountability—WTF? What’s The Fix?

Rugby teams try to harness the talent of each player at just the right time to clear a path downfield. Similarly, top business teams operate with speed, flexibility and autonomy.
Typically, a CEO who seeks to impress an important client will defer to the client’s wishes. But Linda Kaplan Thaler isn’t a typical CEO. As chief executive of a big New York advertising agency, she recalls a 2001 meeting with Coldwell Banker Real Estate Corp.
Eileen Fisher’s line of radically simple clothing has a pretty radical leadership structure.
Running a global business with 1,500 employees means balancing steady leadership with an adaptable attitude that helps people withstand constant change. Irv Rothman has learned to maintain that balance in his successful career as CEO.
Before signing off from her blog earlier this year, Lisa Haneberg summed up her experience as a leader and author for 30 years.
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.
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