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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Is your biggest time waster: texting? surfing the web? chatting with co-workers? A new Career­Builder study reveals behaviors that employers say are the biggest productivity killers in the workplace.

Before Bob Buford became a cable TV magnate and philanthropist, he inherited a small family business in Tyler, Texas, and was feeling overwhelmed. Buford turned to the great management thinker Peter Drucker for help. Drucker told Buford to write a letter about what he wanted to accomplish—his purpose.

Suspect you’re managing a workaholic? Here are tips to help the employee find balance, and the organization cut costs and liability.
Whitey Herzog, winner of a World Series as manager of the St. Louis Cardinals, understood one of the most overlooked aspects of leadership: Make the best of what you’ve got.

Even leaders at the top of their game need a little help sometimes. Filmmaker Steven Spielberg, in an interview with Oprah Winfrey, told how he might never have made the movie “Lincoln” without a leg up from his friend Leonardo DiCaprio.

How do you handle a performance review that involves some news employees won’t necessarily welcome?
Ken Rees, CEO of Think Finance, takes every opportunity to ask front-line employees to share their ideas and experiences interacting with customers. “That’s where the answers are,” he says.

The families of Americans killed on 9/11 rose from crippling tragedy to reshape national policy, becoming the most successful citizen-advocates in generations. Their advice to leaders?

In 2007, Bob Essner felt justifiably triumphant. He had engineered a successful turnaround of Wyeth, the pharmaceutical giant, after six years of reinventing the company. But even after in­­creas­­ing revenue by 30%—to $20.4 billion—Essner suddenly lost his job. What went wrong?

Employees need to trust you as their leader if they’re going to outperform as a team. They must believe you’ll put their interests ahead of your own. But how do you communicate you'll do just that? The director of the National Institutes of Health, Francis Collins, provides an example.
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