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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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Ever think you don’t deserve the success you’ve achieved in your career? According to Joyce Roché, author of The Empress Has No Clothes: Conquering Self-Doubt to Embrace Success, you might be suffering from impostor syndrome—the feeling that you’re a fraud and that others are more qualified.

If there is one thing that takes a team off of its focus or its ability to innovate, it is conflict. Yet conflict is unavoidable. It’s part of the human dynamics of people working together. How a manager approaches conflict can elevate a team’s performance and increase its ability to produce results. Here are the three best ways to deal with team conflict.

Here’s how a manager can encourage passion and cooperation in employees.

Employees often fear that disclosing a health issue to management may change others’ perceptions and limit career opportunities. Providing a supportive environment in which such matters can be discussed, however, is vital to maintaining productivity and reaching solutions.

Matt Labrum, football coach at Union High in Roosevelt, Utah, recently suspended his entire team until further notice.
When you open the floor to questions, you must still retain command of the proceedings. To engineer a crisp, informative Q&A, apply these techniques.
Like many senior executives, Donald Keough makes clear-cut decisions. But sometimes—as when he was president of The Coca-Cola Co. in 1989—his snap judgments have made him appear too bossy ...
As long as you’ve got people, you’ve got talent. What may be missing are people who choose to maximize their abilities.
Employees of Boston-based apparel company Life is Good asked whether they could do something to raise money for the victims of the bombings that occurred at this year's marathon. CEO Bert Jacobs' first response was no but he soon changed his mind. “We’re a brand about the power of optimism,” he says. “We should be leaders of the spirit when bad things happen.”
One of the most sensitive areas for any supervisor is introducing change to an employee. Here are three points to keep in mind whenever an employee says “no” to a legitimate work order.
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