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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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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:
During the most famous sea battle of the American Revolution, when John Paul Jones uttered his famous words— “Surrender? I have not yet begun to fight!”—things weren’t looking good for him and his ship. Another leader might have run. But Jones led through a combination of hope and fear.
Matt Emerzian offers one good reason not to dread Mondays: “It represents a day for all of us to do better, to be ­­better.” How might you challenge those you lead to embrace Emerzian’s philosophy?

At school, they call it bullying. In corporate America, you might recognize it as executive hubris. The effect is the same: The person in charge shuts others down, leaving behind a demoralized culture. What makes some leaders do it?

When he started out, John Mackey just wanted to make a living selling wholesome food. But the founder of Whole Foods Market had been on a quest for some meaning and purpose in life, and Mackey found them in what he calls becoming a “conscious capitalist”—that is, focusing on purpose rather than profit.

Do you know the difference between change fatigue and change resistance? They may seem indistinguishable, but they have radically different outcomes.
CEOs need to accept feedback and modify their behavior, says Deborah Farrington, founder and general partner at StarVest Partners. Through her venture capital firm, she has invested in about 70 companies and taken a long look at hundreds of others. What does she look for?

Some ideas on getting candid feedback: To verify whether you’re hearing the truth, put mechanisms in place such as ombudsmen, hotlines and surveys. To encourage open dialogue, have lunch with small groups of employees ...

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