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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Turn your workforce into a bunch of disengaged zombies who dread every minute they are on the job by committing the following employee engagement sins.
Imagine you're four months into your new job as a manager, and you absolutely, positively hate it. So what now?
When you ask for something that will advance your career, ask yourself these things first.
Get the conversation going with three questions ... Decelerate your life ... Hoard ideas and deploy them at the right moment.
If you are among the 68% of marketers who feel that you aren’t executing an effective content marketing strategy, follow these tips.

Americans tell an average of two lies each day, but different people lie at different rates. Twenty percent of the people tell 80% of the lies. Either way, there’s a good chance someone will lie to you as you go about your day, so it’s wise to know how to spot and handle liars.

Britt McHenry, a D.C.-based ESPN sports reporter, receives the dishonor of being this month’s Worst Communicator.

In the late 1960s, Royal Dutch Shell hit a speed bump. The global oil giant suddenly struggled to forecast cash flows—a key element in budgeting and strategic planning. After a series of consultants failed to provide solutions, Shell looked internally for help. An eccentric manager named Pierre Wack stepped up.

PayPal’s first product required the use of PalmPilots, which at the time were a global phenomenon. Millions of people around the world were hooked to their PalmPilots. Even though PayPal’s technology enabled PalmPilot users to beam money to each other, the product didn’t catch on. That’s because Peter Thiel and his team realized too late that they were pursuing a large, loosely knit market of customers with little in common.

As a top executive at Merrill Lynch and TD Ameritrade, Joe Moglia's employees viewed him as a supportive yet demanding boss who prodded them to excel. But Moglia gravitated to a career in finance only after abandoning a rewarding stint as a football coach. And then came the day when he decided to go back to the gridiron.
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