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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To market his professional soccer club, Merritt Paulson tried something different. The owner of the Portland Timbers, a Major League Soccer team, decided to advertise in an understated, fan-friendly manner.
In the real world, it's never quite that easy to perk up employees, is it? Here are five warning signs that they may be falling into a funk—and how to fix it.
Steve Reinemund, Pepsi’s former CEO, recalls an incident in which his counterpart at Coca-Cola called out of the blue. Coke’s CEO thanked Reinemund for his actions, but Reinemund had no idea what that meant...

With the Huffington Post, Arianna Huffington beat the media establishment by creating a world in which everything is interesting and nothing is durable. The site is built on thousands of blogs, all unpaid. “HuffPo” also is particularly adept at outsmarting competitors.

For Brian Walker, leadership and inspiration go hand in hand. The CEO of Herman Miller wants the company’s roughly 5,700 employees to love their jobs, so he reminds his staff that the company’s goal is “to create a better world around you.”
Jay Anders sought to change the way his company trained its 9,000 employees to grow into leaders. So he shifted its focus from traditional classroom seminars to self-directed resources.
Most CEOs do not tweet. Are they missing something? The pervasiveness of social media affords leaders a golden opportunity to connect directly with employees, customers and the public. Twitter offers a particularly easy and effective channel for executive outreach.
Employee engagement starts with an engaged manager. It’s important to know the general “wants” of employees, but it’s better for supervisors to connect with the specific needs of each worker. Consultant Mel Kleiman suggests managers need to regularly ask themselves these four questions about each of their employees.
Deciding whether to trust an em­­ployee, contractor or partner, start from a position of unbiased clarity and don’t rely on one’s sterling reputation.
Here are three important things you can learn from the employees you don’t understand, whether due to a personality conflict, age gap, or a difference in professional experience.
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