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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If your employee handbook hasn’t been updated in the past six months, it’s out of date. Because employment laws and your business are in a constant state of flux, it’s critical to keep your personnel policies up-to-date. In light of recent legal changes, be sure your policies include these updates:

Taking over a team? Leading for the first time? Take this advice from seven-time CEO Jack Sweeney.
To spur innovation, it takes more than promoting outside-the-box thinking. You need to cultivate a spirit of openness and inventiveness among your staff.
Stylistic and subtle changes to how you communicate and direct your teams can make significant impacts. Here are some simple tweaks all managers can put to use.
Matt Buckland, a staffing and recruiting executive at a London firm, got the last laugh after a rocky commute to work.
Successful people don’t let negativity, blame and other toxic emotions slow them down. How can you train yourself to think in a way that's always pushing you forward?
Master the meeting ... Trade small favors ... Give your brain a break.
Tipping can be seen as insulting in Japan; people will chase you to return your money. What else should you know before heading over?
Money is still pulling its weight in the world when asked to do the grunt work of retaining good people long-term, but little by little, as workers have become empowered enough to demand something more, it’s losing ground to other factors. Here's what you need to do to find and hold onto the stars of your staff.
Trying to become a “hyper-rational robot” during stressful negotiations isn’t a realistic strategy, says the founder and director of the Harvard International Negotiation Program. Instead of trying to smother emotions, you should address the opposing side’s five core concerns as the dealmaking process begins.
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