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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Chris Rufer has brought innovation to an industry not accustomed to outside-the-box thinking: tomato processing. Rufer views the traditional relationship be­­tween supervisor and employee as “forced” and “artificial.”
New York City's new mayor, Bill de Blasio, supports replacing all of Manhattan's carriage horses with electric, vintage-replica vehicles that will transport tourists instead.
Dave Kerpen, a student of all things likeable and author of Likeable Leadership, posts a batch of tips from top managers and CEOs on what you should never say, including these “Office Space”-worthy gems.
There’s no single method to motivate entry-level employees. You need a range of communication tools to ignite their on-the-job passion. Consider the example set by Rich Snyder of In-N-Out Burger.
At some point, every leader commits a highly visible blunder. Your reputation, however, hinges on your next step. It’s best to face your employees and take responsibility.
When David Cote became Honeywell’s CEO in 2002, the industrial conglomerate was in disarray. He listed 12 behaviors that he wanted everyone to follow.
One of the signal traits of a leader is vision, but vision can be hard to capture or explain. Anne Wojcicki, founder of the mass market genetic testing firm 23andMe, has vision.
Thinking outside the box is a handy metaphor for changing habits, but without some thought and effort, it’s not going to happen. So? Get better boxes.
For Daniel Vasella, former chairman of Novartis, success comes with self-awareness. He finds that effective leaders possess four strengths.
Unsure how to interpret someone’s be­­havior? Beware of assuming the worst. Would-be leaders can waste time and energy by drawing the wrong conclusion from, say, someone's stony silence or edgy tone of voice.
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