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.
When it comes to decision-making, the process is almost as important as the results and involves your hands-on participation with team members.
Terry Jones, founder of Travelocity, once squandered $1 million of the company’s money on a dud project. He assumed his boss would scold him—or worse—for wasting precious funds. Instead, his boss asked, “Well, Terry, what did you learn?”
Frank Lloyd Wright, the famous architect, did not endear himself to his team. In the half-century since his death in 1959, many experts have reflected on his inability to lead others.
Sometimes, being a leader means being the only doctor in a town of 3,400 in rural Georgia. That’s how it is for Howard McMahan, M.D., who’s been seeing the same patients for more than 20 years, but for whom life would be easier if he closed his practice and took a job at a regional medical center 30 miles away. Still, he stays.
The statistics most often used to evaluate performance, such as sales, may have only a flimsy connection to true success. More useful statistics persist over time and show cause and effect. Choosing the right metrics is a four-step process.
Exceptional leaders typically have no clue what their “genius” is. They can’t put their finger on what happens when they’re at their best.
Thanks to Mike Duke’s detail-mindedness with data and scheduling, Lee Scott thinks his successor as Walmart CEO is a better manager than he was himself. “Mike is not only a good leader but a really good manager,” Scott says.
Every manager faces employees who exhibit below-standard performance. These aren’t terrible employees who should be shown the door, but they’re not achieving the quality or quantity of work they’re capable of. According to an OnPoint Consulting report, here are the five best ways to give below-standard workers a performance boost:
Craig Newmark, 60, founder of Craigslist, calls impatience his “greatest fault,” and it posed particular problems for him early in his career.
A conversation with Brian Scudamore, 43, who founded 1-800-GOT-JUNK? in 1989. Today, it’s among the fastest-growing franchises in the world.