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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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Management is a technology—a technology from the 1850s. Few 19th century technologies are still in use. And no matter how you cut it, management is designed purely to get compliance. So how to replace compliance with engagement?
Though some employees leave for reasons you can’t control, you can proactively eliminate many of the factors that lead to a job change.
Gary Walters, athletic director at Princeton, oversaw the Ivy League school's rise to excellence in sports since 1994. This month he will end his 20-year tenure.
Avon executive Deborrah Himsel did not anticipate the flameout of her CEO, corporate superstar Andrea Jung. “If anyone seemed immune to failure, it was she,” Himsel says. Yet, multiple challenges at Avon—new business models, global strategies and technology—took Jung down.
Most incidents of workplace violence could have been prevented. A supportive workplace, in fact, is one that works daily to keep violence at bay, using a three-stage strategy of primary, secondary and third-level prevention.
Basketball star Pete Maravich (1947-1988) revolutionized the game with his ball-handling skills. But it didn’t happen by accident: Pete’s father blazed his son’s path to greatness with great care.
What behaviors make great ­leaders? "Integrity is so essential. People will only follow someone who has integrity," says Al Bolea, who has enjoyed an exciting career in the oil and gas industry. Today, Bolea runs Applied ­Leadership Seminars in Big Lake, Alaska.
The headquarters of SAS Institute doubles as a self-contained world of ­innovation. Housed on 300 acres in Cary, N.C., the tech giant’s campus offers its 14,000 em­ployees a chance to concentrate on ­creativity with a minimum of distractions.
If you hold all your positive comments for year-end appraisals, employees will have to travel a long distance on just one tank of praise.
When Jay Gould joined American Standard in 2012 as CEO, he faced a liquidity crisis. Draining cash, the once-venerable plumbing company was on the brink of collapse. To boost morale, Gould gave the company’s 5,500 employees a larger purpose.
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