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.

Page 41 of 873« First...102030404142506070...Last »
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.
While top CEOs don’t necessarily know all the answers, they display passionate curiosity with almost everyone they meet. Their ability to ask questions and expand their horizons gives them a fuller understanding of complex issues.

Rob Eberle, president and chief executive of Bottomline Technologies, cites three things as his primary roles as CEO: bring in new talent, help his people get better each year and listen to them. "The technology today won’t be the technology tomorrow," he says. "It’s the people that matter most."

Page 41 of 873« First...102030404142506070...Last »