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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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Dr. Bronner’s liquid castile soap, aptly described as “one of America’s great weird brands,” made its U.S. debut in the late 1940s. Emanuel Bronner liked to talk about “constructive capitalism,” which he de­­scribed as sharing profits with workers and going gentle on the earth. His heirs codified this concept.

Research shows that leaders who develop sound behaviors—and turn them into daily habits—make smart decisions more quickly. Here are three habits that successful leaders often exhibit.
The wartime letters of Thomas Jefferson to George Washington and other Revolution leaders offer a vivid glimpse into the mind of a great leader in a time of crisis. Most of them contain four key elements.

The next time you wonder if you should say what you’re thinking, remember Molly Ivins, the newspaper columnist who made a career doing it.

If you think your customers exist solely to “buy your stuff,” you’re missing a huge part of the picture. Instead of using your company’s profits to promote your company, wouldn’t it be more effective if you let the customers themselves drive your sales and marketing efforts and fuel your growth?

When something fails, follow these steps: 1. Look in the mirror. 2. Go right back to work. 3. Communicate directly. 4. Seek other leaders on the team. 5. Make necessary changes.

In 1773, founding father Benjamin Franklin wrote a pamphlet to the British royals called Rules by Which a Great Empire May Be Reduced to a Small One. Like King George III, you, too, may be oblivious to satire ...

Our founding fathers paid dearly for their convictions, but as anthropologist Margaret Mead once said: “Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it’s the only thing that ever has.”
Make your own luck: Ben Lerer, co-founder and chief executive of Thrillist Media Group, which manages men’s shopping websites, describes his company’s culture: “One thing that we preach at work all day long is ‘don’t hope.’ ”

When Maestro Wolfgang Heinzel stands before the Merck Orchestra, he may look like an authoritarian leader, commanding musicians from his podium. But Heinzel doesn’t actually know how to play the instruments himself—“in the same way a leader in an organization can’t do everyone’s job,” says Jon Chilingerian. Here is what maestros—and good leaders—understand.

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