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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If you’re not so sure about digital technology and the social media hubbub, take a class. That’s what a lot of your peers are doing.
"Credit belongs to he who is in the arena," Theodore Roosevelt said, "his face marred by dust, sweat, and blood, who strives valiantly, who errs to come short and short again, because there is no effort without error and shortcoming."
Stanford professor David Larcker studies succession planning as director of the school's Corporate Governance Research Program. He finds "disturbing" the results of a survey that revealed only a quarter of those who responded feel their companies have an adequate pool of people ready to take over as CEO.
Rich Combs, executive chairman of Power Distribution Inc., a supplier of electrical switching equipment for data centers, says his experience working with Teamsters on a start-up at McDonnell Douglas taught him the value of tight interaction.
In late 2011, Susan Andrews came up with a bold campaign to spur innovation across Citigroup, a global financial firm. As head of innovation for the company’s Citi Ventures unit, Andrews decided to use social media to turn 263,000 em­­ployees in 97 countries into innovators.
Ivar Kroghrud sees himself as “chief ironing officer.” In his 13 years as CEO of QuestBack, he spent much of his time ironing out employees’ problems. He’s now lead strategist at the Oslo, Norway-based firm, which provides feedback management tools.
A good rule of thumb is that you are least impressive when you are trying hardest to impress.
Advances in brain science give us a better sense of how we think and how we apply these insights to produce better results. Some of the findings are counterintuitive.
After a decade of research that involved more than 500,000 test subjects, the findings are clear: Most people lack an understanding of how their emotions affect their decisions and their ability to lead.
The fourth annual Global Leadership Research initiative ranked Proctor & Gamble, IBM and GE the top three companies when it comes to leader development.
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