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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In running a men’s clothing company, Hil Davis, who co-founded J. Hilburn in 2007, admits that his attitude initially got in the way. He says that his arrogance and ignorance led him to make a series of poor decisions during the firm’s early years.
Many executives equate strategic planning with staging a “SWOT analysis”—an examination of their organization’s strengths, weaknesses, opportunities and threats. But recent research adds another element to the mix: an organization's culture.

Do you rely on your “golden gut” when making decisions? Or do you believe that other people in your organization have expertise or opinions that can help make your decisions better? Greg Burrill, owner and founder of home-builders WGB Homes, is in the second camp.

In order for a company to succeed as a whole, its managers need to help their individual employees succeed by effectively managing their performance. All managers can benefit from these reminders during reviews.
Sweat it like the co-founder of ZipCar ... Imagine it like a Nobel Prize winner ... Say bye-bye to spam.

Peter Diamandis, who runs the X Prize Foundation, believes we’re on the cusp of a “world of abundance.” As he sees it, “abundance” is about creating a life of possibility. And he views the biggest, most foreboding topics­—water scarcity, climate change, population explosion—in terms of that possibility.

Brent Peterson learned a sad lesson at a food truck. One day, he only had $5. He figured that wouldn’t be enough for Indian cuisine, so he was ready to keep walking when the food truck’s proprietor stopped him ...
Top executives often take up hobbies such as golf and sailing. But Mark Hellerstein is probably the only CEO who is also a professional ventriloquist. Hellerstein served as chief executive of St. Mary Land & Exploration Co. from 1995 to 2007. During that time, the oil and gas firm—now known as SM Energy Co.—grew from an $80 million private company to a $2.5 billion public company.
Many leaders pride themselves on their ability to listen. But to listen well, you must do more than concentrate on what you hear: You need to ask smart questions. Follow these steps to ex­­tract more information through probing.
Never happy with convention, Steve Jobs created Apple University to mold MBAs in his company’s image. His first hire was Joel Podolny, dean of the Yale School of Management. Podolny then hired Harvard University’s Richard Tedlow, a leading business historian. Now Apple has hired Morten Hansen, co-author of Great by Choice.
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