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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Learn how to create health incentives that work.
Baseball hit bottom in 1976, and Mark Fidrych hit the top. For one season, and especially for one night, the 21-year-old rookie with the Detroit Tigers led the country’s fans back to baseball.
A leader’s most important job is making good decisions. Step back and improve yours: Consider several options, think objectively, be fair and curb your enthusiasm.
Few men in politics have been admired by both sides of the aisle. Former Secretary of State Colin Powell is one such man. In his memoir, It Worked for Me: In Life and Leadership, he offers up rules to live by.
Studies of diversity have exploded in the decades since it was recognized that most new entrants to the 21st century workforce would be women and minorities. University of Michigan researcher Scott Page shows how diversity helps organizations. Here are three of his lessons on putting diversity to work.
Opower’s Barry Fischer leads his field by extracting and publishing insights on power consumption.
The term “servant leader” applies to executives who lack huge egos. They win allegiance by positioning themselves as supportive allies, not bossy tyrants. Servant leaders exhibit six traits:

Joe Coulombe still has his fingerprints all over Trader Joe’s. Founder of the food store that bears his name, Coulombe is responsible for the good selection of dried fruits and nuts, as well as the Hawaiian shirts employees wear. Other trademarks are less visible.

Fostering a culture of innovation is easy if you run a small business with a handful of employees. But at larger organizations, midlevel managers may not en­­courage their support staff to innovate. The solution: Eliminate the “Bozone layer.”
HR people at Google noticed a couple of problems some years back. They used data to solve them both.
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