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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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Perhaps you put in many long hours of work each week and expect your employees to do the same. But how much is too much?

Perhaps you’ve seen the show Undercover Boss, in which an executive goes undercover and tags along with an employee during his or her daily tasks.You do not have to go to this extreme to find out what is going on in your department. But ask yourself when the last time was that you left your desk to walk through the cubicles or manufacturing floor or visit a customer or a client.
Traditionally, men and women have very different styles of management. Research shows conclusively that two styles of management do exist. There are pros and cons of each style.
One simple principle is overlooked time and again during our busy days: Staying healthy has a positive effect not only on a manager’s work performance but also on the performance of his or her team.
"The primary mistake I see many leaders make is falling into the 'Popeye Syndrome' (I am what I am). Their attitude is: If you don’t like the way I do things, who cares?" says Sal Silvester, organizational development consultant.
It was an honest mistake, but a sloppy error that’s going to cost the company thousands of dollars. What do you do? Even the best employees screw up, and while it’s your job to handle disciplinary issues, you don’t want to risk losing an otherwise valuable employee.
Contributing to Face­­book’s disastrous market debut: Nasdaq CEO Robert Greifeld boarded a transcontinental flight—with Nasdaq’s system already melting down—and couldn’t be reached. Lesson: Don't get marooned at a critical moment.
Who are we to argue with the assertion that America’s greatest leader was its first? It’s all true: George Washington ran two major start-ups—the army and the presidency—in addition to his farm and other businesses. Not to mention the Constitutional Convention, which he chaired. In a nutshell, here’s how Washington worked.

A Texas executive’s coach asked how employees would rate him as a listener. “I think they would say I’m a bad listener,” the exec replied, “but if you press them, they’ll say I always get their content.”

How does a leader impact a turnaround? Over the past five years, authors Joe Frontiera and Dan Leidl spoke to both well-known and lesser-known turnaround masters, leaders who have altered the fortunes of their organizations. Remarkably, six distinct stages emerged:
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