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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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For a glimpse of how to put inventions into action, check out Clarence Birdseye, the guy who enabled us to eat vegetables from a freezer instead of a can.

You cannot demand that people own their jobs. Instead, you must provide a link between individual effort and a greater good. Here’s how to maximize your team’s ownership.

Intelligent leaders don’t know everything. But they’re smart enough to ask the right questions. Posing sharp inquiries elevates your team’s thinking. Here are four simple ones that effective leaders ask their colleagues.

One thing we can learn from blogger Bob Lefsetz is to seize the moment. A wannabe music journalist turned industry lawyer in the 1970s, he wormed his way into his original ambition by starting a trade publication, the Lefsetz Letter. Then, in 2000, he put it online, just in time for the war over music file-sharing ...

In today’s economy, leaders must look beyond borders and develop a global mindset. The ability to broaden your perspective and understand different cultures gives you an edge in collaborating with foreign partners or negotiating deals abroad. To diagnose to what extent you ex­­hibit a global mindset, apply this self-test.

William Marbury had been confirmed as a Washington, D.C., justice of the peace in the waning days of the Adams administration, but the incoming Jefferson administration refused to seat him. The U.S. Supreme Court had to decide what to do. Chief Justice John Marshall found a way.

Most people don’t view paranoia as a plus. But Rashesh Shah sees its benefits. As chairman and chief executive of Edelweiss, a financial services firm in India, Shah favors “productive paranoia.”

To get a mature business innovating again, treat customers (not yourself) as the boss, says former Procter & Gamble chief A.G. Lafley. After taking over in 2000 as chief executive, Lafley pursued innovation as a customer-driven process of product development that was consistent, replicable and predictable.

If you’re advising a new manager to succeed, start by establishing guiding principles. Groom your managers to evolve into dynamic leaders by helping them develop these four skills and attitudes.

Holly Graf was booted as commander of a warship in 2010 for “cruelty and mal­­treatment” of her 400-member crew. According to the inspector general, Graf was the closest thing the U.S. Navy has seen to a female Captain Bligh. How did the Navy miss her toxic behavior?

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