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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It's time you responded to your harshest critic—yourself at age 18, who had no idea what demands lay ahead in running a staff of (gasp!) adults.
Throughout his years in the financial services industry, Graham Coxell of brokerage firm Rowan Dartington has witnessed good and bad leadership. His conclusion? It’s better to seek to understand others than berate them.

For many organizations, promotions are random decisions left to managers. That’s a mistake … and a common one. Use these tips to choose the right people for advancement.

The king of France unveiled a spectacular new machine in 1370. It was the first public clock in Paris, and the king saw its potential. He issued a decree that all clocks in the city were to be synchronized with this royal clock. He created what the Germans call a zeitgeber, or time giver for life. Not much has changed, in that external rhythms can dictate how we operate.

Many senior executives think they can spot key influencers. But they are often wrong, survey results show. Use a snowball sampling to find out who those people really are.
Timothy Dimoff, a former narcotics detective and SWAT team member, reviews today’s problems and offers a path for conflict resolution and prevention.
Lack of trust in management is one of the main reasons employees disengage from their work and seek jobs elsewhere. Here are 10 ways to keep them on board.
Asked for the best advice he ever got, business magnate and financier T. Boone Pickens credits his grandma with counseling him to take the rap for his own failures.
Tesla CEO Elon Musk had recently given shareholders a heads-up that he might be planning something risky. What followed was a statement that the company will be very lenient with others who wish to use its patented electric car technologies.

The summer months, when most people take vacations, can be trying times for managers. A number of problems seem to get worse during the summer—absenteeism, tardiness, inattention, horseplay. How do smart managers avoid these summertime blues? Primarily by planning. Here are some approaches to try.

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