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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You can trumpet your organization’s core values and unshakable ethics. But your actions will influence what em­­ployees think far more than your words.
Smithfield Foods, a pork-packing plant, experienced the Great Recession like everyone else. “I thought the hole we were digging was so deep we should go into the swimming pool business,” says CEO Larry Pope. Here’s how Pope turned things around.
To bring cultures together, identify differences in attitudes and work habits. Then address the differences so that everyone gains a better understanding of their colleagues’ perspectives. Skip this step and conflicts can erupt. This occurred after Daimler-Benz acquired Chrysler in 1998.
You’ve probably been watching global finances with a wary eye, waiting and wondering if it’s all going to blow up. But it’s not under your control.
Whether you feel like a “born leader” or a thinly veiled fraud, you can develop valuable insights by quizzing yourself on your skills, traits and experience as a leader. On each of these items, give yourself an “S” for strong or “N” for needs improvement.
“Managing is work,” said Earl Weaver, legendary manager of the Baltimore Orioles baseball club, who died early this year, leaving behind some thoughts on leadership. “It’s constant decisions of whose feelings you want to hurt all the time.”
A few hours after you hear a presentation, ask yourself, “What do I remember?” If you recall anything, it will probably be a story. No matter how well a speaker serves up data, few listeners will remember it. But succinct stories lodge themselves in listeners’ brains.
Alan Wurtzel, who helped turn Circuit City into a great company, wanted to understand why it collapsed. Here's his assessment of its mistakes.
Entrepreneurs tend to be “ready, fire, aim” people. “We often don’t make the best planners. We are action-oriented people,” says Bill McBean, author of The Facts of Business Life. That’s why it’s vital to step off the day-to-day treadmill and plan for your company’s growth.
Run down this list to see if your behavior aligns with the “high influence style” of leadership.
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