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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To convey your message with urgency, find a way to break through employees’ inertia. Take a cue from Stephen Elop, who became Nokia’s CEO in 2010.
Kevin Daum of CEO.com shares a list of essential traits.
When it felt that a chain of electronics stores had started to gouge customers on its prices, Venezuelan President Nicolas Maduro's government dispatched soldiers to force it to bring the price tags back into line.
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.

Managers have a responsibility to address others’ concerns in an effective, considerate way. Six things to avoid saying at all costs:
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.
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