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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When it comes to giving criticism, many managers have been taught to use the “sandwich” approach: Start with a positive statement, present the problem or concern, then finish with another upbeat sentence or bit of praise. But because the technique is so familiar, workers often view such conversations as insincere. Learn a better way to give constructive criticism.
An end-of-year gift is a great way to show your staff how much you appreciate their hard work and dedication. But good intentions can quickly turn into sticky situations. Here are some considerations:
There are times when being a wimp can help you. “It can help you successfully navigate volatile situations, protect important relationships and get you what you want professionally,” says communication consultant Geoffrey Tumlin.
Every manager should have an up-to-date employee manual on hand that outlines company policies and procedures.
Managers often complain they have too much work, yet many of their employees believe that they themselves are underused and aren’t given opportunities to learn new skills. So it’s a good idea to ask yourself, “Am I delegating enough work?”

You wake up with a stuffy nose and body aches. Going back to bed sounds appealing, but there’s a staff meeting today, you’re already behind on that big project, and you have 20 emails waiting for responses. This is a tricky situation.

By publicly scolding an employee, you may feel like you’ve sent a loud-and-clear message. But it comes at a risk: A solid contributor might quit. Joel Manby offers a case in point.

Lead the charge when you see a challenge ... Get past your limitations ... Take the time to be concise.
Bob Lutz spent many years as the No. 2 executive at big car companies, working closely with the CEO. He learned how to get along with his bosses while correcting their blunders.
A recent survey of executives revealed that success often means following the road wherever it happens to take you.
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