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.
As a management consultant, Patrick Lencioni often sees leaders model the wrong kind of behavior. He once observed a sorry spectacle that shows what happens when a disingenuous boss sets the wrong tone.
In the late 1990s, UPS executives realized that the company’s model wasn’t working. To explain large-scale innovations, they turned to breakthroughs of the past: from bicycle deliveries to trucks, from ground service to air freight, from paper tracking to a web-based system.
Rather than ignoring tough situations or automatically getting rid of “difficult” employees, it’s better to learn techniques to effectively manage those situations.
Early in his career, John Allison knew he possessed strong math and analytical skills. But the young banker wanted to do more than crunch numbers, so he developed as a leader. He became BB&T’s CEO in 1989 and served in that role for nearly 20 years.
Ask yourself questions to describe the future you want ... Use a general's formula for deciding when to press a point ... Go boldly, as Davy Crockett did.
In 1985, Steve Jobs launched a computer firm called NeXT. He set ambitious goals at NeXT to serve the higher education market, but that meant he needed to recruit a top-notch technical team to his new company. In his efforts to woo Steve Mayer, a video engineer who had co-founded Atari Corp., Jobs pulled out all the stops.
To see what self-awareness has to do with overcoming obstacles, researchers look at how people use it. Take David Chang, who started out with a humble noodle bar, Momofuku. It wasn’t going anywhere. Instead of blaming someone, he subjected himself to a brutal self-assessment.
Like any enlightened leader, you encourage feedback from employees. Just make sure to handle their objections with care. Follow these techniques after you hear objections.
We all have enemies, says leadership blogger, West Point graduate and former Army officer Mike Figliuolo. But it’s counterproductive if we let them dominate our thoughts.
On June 2, 1944, all the pieces were in place for the largest amphibious assault in world history. Planning for D-Day fell to Supreme Commander Dwight D. Eisenhower. The only unknown? The weather. How did he make one of the most consequential decisions in history?