Famous for his antics and showmanship, Major League Baseball owner Bill Veeck made an indelible impression with his generosity and fairness. Here’s a lesson from Veeck about what to do when you’ve made the wrong hire.
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.
You’ve heard about the new generation of “digital natives”—young people born after 1989 who know only a digital world. For the rest of us, the lesson is clear: We need to become digital leaders.
When leading teams, resist the urge to overdo it. Some facilitators jump in and play fixer as soon as the group hits a snag. But the team won’t grow if you intervene too soon—or too often.
Some teams struggle to work together. Personalities clash, disagreements intensify and meetings turn into protracted turf battles. When groups become polarized, shake up the status quo. Try these techniques to reverse a downhill spiral so that teams regain their footing.
An intriguing aspect of leaders is how often they fail to appreciate how unusual they are. Even if you carry a powerful understanding of your team’s mission, don’t assume that everyone around shares your drive or your goals.
An experienced CFO shares his knowledge on the basics of organizing and presenting data. Here are a few of what he calls the “deadly sins” of sharing financials.
New leaders have expanded from “country-centric” to global in outlook. They have to be smart, says former Medtronic CEO William George, but now they have to be culturally and emotionally intelligent, too.
In 1985, Michael Houlihan co-founded Barefoot Cellars, where he served as president and chief executive for 19 years. Despite launching the company with no money and no knowledge of the wine industry, Houlihan and his partner, Bonnie Harvey, built a global brand in 28 countries with sales of almost 600,000 cases a year.