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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 manager who is able to recognize symptoms of a demoralized staff can take action to improve the situation.

Everyone knew that the company was in trouble. The signs were all there. But company president John Green played his cards close to his vest and refused to talk with employees about the company’s financial challenges. He was afraid that by divulging bad news, he would cause a mass exodus. As a result of the lack of communication, the rumor mill ran rampant.

How things go during a new employee’s first days and weeks on the job can make the difference between a great hire and a disastrous one.
Building trust is a critical part of leading a high-functioning team. Here are five steps to create an atmosphere of trust in the workplace.
There is a common misconception that a selfish person makes for an unmanageable employee—perhaps this person will destroy the team dynamic that we all strive for within our organizations? But organizations that don’t pay positive attention to me-oriented employees miss the opportunity to gain highly self-motivated team members who can significantly benefit the organization.
Just as Beethoven inserted powerful moments of silence in his symphonies, Abraham Lincoln imposed large periods of silence on his road to leadership.
You don’t win, as a coach, more men’s college basketball games than any other without being a phenomenal leader. Duke University's Mike Krzyzewski is a leader who happens to coach basketball. He knows that his efforts and successes are about others, not about himself ...
If your organization has a leadership development program, there’s no reason to keep it shrouded in mystery. A lack of transparency about the program’s structure and selection process can stoke confusion and jealousy among would-be participants.
Joseph Duveen, a prominent British art dealer in the early 20th century, wanted to win Andrew Mellon as a client. Rather than simply contact the American banker and invite him to buy art, Duveen preferred to proceed in carefully plotted steps.

Begin every conversation geared toward problem-solving by identifying the problem and how it might be solved. Six questions should guide your actions.

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