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 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.
Leaders need to project the kind of confidence that can start a conversation instead of shutting it down, so they should aim to be more like Oprah Winfrey than Martha Stewart.
Here are some ways to use time more wisely: 1. Stop trying to do everything ... 2. Stay on message ... 3. Don’t let routine matters usurp important ones ...
More than 40 percent of cancer cases occur in people of working age (18–65), and research shows that about 80 percent of people with cancer return to work after diagnosis.
The business world is always shifting and evolving, but you don’t have to throw out your tried-and-tested strategies to benefit from new techniques.  In fact, new tricks can complement your existing style. Here are four modern management techniques to try.

 

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?
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