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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A team member's departure offers a valuable opportunity to see how well the team is working and what might be done to improve conditions for future employees.
Do you recognize and appreciate an employee who is good at a skill that isn’t your strength? Or do you minimize the importance of this skill?
Even with the best of intentions, people sometimes have difficulty coalescing into an efficient, high-performing team. Challenges arise out of miscommunication or an unclear understanding about functions and goals.
For generations, Procter & Gamble innovated from within. The giant consumer products company that makes Tide detergent and Crest toothpaste conducted research-and-development veiled in secrecy. Under A.J. Lafley, P&G’s now-retired CEO, the company’s closed innovation process began to open up.
Have you drunk your organization’s Kool-Aid? Yes? That’s fine, but remember the difference between your group’s internal image and the way it is perceived in the real world.
If you dread administering performance reviews, you may sugarcoat your appraisals by telling employees they’re doing “great” when they need to improve. Dishing out undeserved praise can backfire. By giving honest, thorough appraisals, you can avoid these traps.

Famous for his antics and showmanship, Major League Baseball owner Bill Veeck made an indelible impression with his generosity and fairness. Here’s a lesson from Veeck about what to do when you’ve made the wrong hire.

You’ve heard about the new generation of “digital natives”—young people born after 1989 who know only a digital world. For the rest of us, the lesson is clear: We need to become digital leaders.

Strong leaders create a safe, secure environment so that staffers can test the bounds of their fears and break through them. Here’s how top executives drive exceptional performance.

When leading teams, resist the urge to overdo it. Some facilitators jump in and play fixer as soon as the group hits a snag. But the team won’t grow if you intervene too soon—or too often.

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