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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How many times have you heard someone say, “He was the best boss I ever had”? Team members are motivated working with a boss whom they like and admire.
HR Capitalist Kris Dunn displays an “outlandish” handwritten note as an example of recruiting that catches top performers.
As a leader, you can expect everything you say and do to be under constant evaluation. From the first few moments of his appearance as head of the Roman Catholic Church, Pope Francis I expressed humility through his demeanor as well as his words.
Maj. Gen. Michelle Johnson, the first woman to serve as a cadet wing commander at the U.S. Air Force Academy, and the academy’s first female Rhodes Scholar, has been nominated to become its first female superintendent.
Before you address a roomful of employees, identify the main point you want to make, then figure out a memorable way to convey it. Consider how Jack Welch, GE’s former CEO, injected some drama speaking to his top managers. 
Harold Moore Jr. is a retired lieutenant general in the U.S. Army who’s famous as a Vietnam War battlefield commander. He’s co-author of We Were Soldiers Once … And Young and other books. Years ago, Moore gave a talk in which he listed three principles of leadership.

Knowing, beyond a doubt, what customers want requires a zealous commitment to metrics. And no one commits better than Jeff Bezos, CEO of Amazon. Here’s what a “culture of metrics” has allowed Bezos to do as a leader.

The armed forces rely on logistics, and so does Amazon. Over time, it dawned on the online retailer that the people so capably running its 34 warehouses have a military “bias for action” as well as hands-on experience in moving stuff around.

To launch a change campaign, start by assessing the present situation and then using it as a basis for crafting a better future. At least that’s what most experts would have advised a decade ago. The new strategy is to begin by envisioning the kind of future you want for your organization.
As a leader you can tell people what to do. But barking orders rarely endears you to your team. A better way to instruct and inspire staffers is to share personal anecdotes.
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