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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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High school junior Jack Andraka was not satisfied at winning $100,000 in last year’s Intel science fair for developing a paper strip that might become the world’s best test for pancreatic cancer. With friends he’d made at the fair, the 16-year-old has set off on a new quest: the $10 million Tricorder X-Prize.

In the family-owned Lego toymaker, innovation over time had brought on way too much complexity. Enough was enough.

Are you a good leader? Are you a good teammate? Would your teammates evaluate you the same way you evaluate yourself? Are you sure? To find out, take this self-audit.

GE chairman and chief executive Jeffrey Immelt is famously at ease. Occasionally, he simply issues an order. When done in moderation, Immelt says, leadership by fiat can drive change.

During Alyson Pitman Giles' 13 years at the helm of Catholic Medical Center in Manchester, N.H., the hospital’s finances reversed course. By the time she left in 2012, its operating margin exceeded $3 million. But her success did not come without turmoil.
Managers have a responsibility to address others’ concerns in an effective, considerate way. Six things to avoid saying at all costs:
Whitey Herzog, manager of the St. Louis Cardinals, understood one of the most overlooked aspects of leadership: Make the best of what you’ve got.
When the Federal Aviation Administration announced a new relaxation of restrictions on electronic devices in-flight, Amazon cleverly took advantage by having a one-day sale on Kindles, calling it the “Thank You, FAA” sale.
To develop a self-managing team, start by limiting your demands and requirements. Instead, pose open-ended questions so that the group can grapple with setting its own rules.
Businesses in the developing world traditionally have been obsessed with seniority, and ambitious young people have been equally obsessed with finding paths to corporate seniority. Not anymore.
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