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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Peter Aceto, CEO of ING Direct Canada, has plunged into the world of social media. He uses Twitter to forge relationships with consumers and build the ING brand. Follow his lead in doing social media with three simple guidelines.
When it comes to decision-making, the process is almost as important as the results and involves your hands-on participation with team members.
Team-building activities help workers learn about one another and bond. The hope is that the information gained and camaraderie created will positively influence daily office life. But not all employees are willing participants and may see "forced fun" as manipulative or a waste of time. Here's how to get more workers on board:
Just as an arch provides support for a structure, teams act as the foundation for any successful organization.
While it is OK to be a friendly boss, being a "buddy boss" is quite another kettle of fish. Learn the best ways to create boundaries.
Is your team's pace too slow? Do you frequently urge team members to work faster and harder to meet project deadlines? Your good intentions to spur people into action can often achieve the opposite effect.
In case you have never seen the abbreviation, BYOD means "bring your own device." While it does reduce costs, some organizations find that if BYOD is not implemented properly, it can endanger sensitive data and pose additional risks to your company.
Terry Jones, founder of Travelocity, once squandered $1 million of the company’s money on a dud project. He assumed his boss would scold him—or worse—for wasting precious funds. Instead, his boss asked, “Well, Terry, what did you learn?”
Sometimes, being a leader means being the only doctor in a town of 3,400 in rural Georgia. That’s how it is for Howard McMahan, M.D., who’s been seeing the same pa­­tients for more than 20 years, but for whom life would be easier if he closed his practice and took a job at a regional medical center 30 miles away. Still, he stays.
The statistics most often used to evaluate performance, such as sales, may have only a flimsy connection to true success. More useful statistics persist over time and show cause and effect. Choosing the right metrics is a four-step process.
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