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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Once you take on the responsibility of leading those on the very first rung of the corporate ladder, you'll likely have to turn off your managerial auto-pilot and become more hands-on than you're used to.

Sometimes, tough bosses are beloved because they push us to accomplish things we thought we couldn’t. But is being a tough boss different for a woman than a man?

OK, so you know it’s not a leader’s job to be liked. Still, it is part of the job to convey to your team members that you care about them. Here’s a blog post that lays out tips from FBI behavioral expert Robin Dreeke on how to build rapport.
When your people say, “We can’t change that,” what they mean is that it’s hard. Changing one thing would mean having to change something else. It might even lead to unintended consequences and a cascade of unanticipated problems.
You know you shouldn’t have cried, overreacted, yelled, or accused. However, managers are only human, and sometimes emotions get the best of them in the workplace. Here's how to tactfully make amends with staff and move on.
For John Foraker, image is everything. He has helped Annie’s Homegrown cultivate an appealing, healthy brand with consumers—and they’ve responded by buying his products with increasing fervor.

Tom Voss ran a company with a poor safety ­rec­­ord and the status quo was ­­un­­acceptable. At the time, Voss was chief operating officer of Ameren, a utility company in the Midwest. He sought to overhaul the firm’s lax safety culture by hosting a meeting with 200 of his senior man­agers. To galvanize his audience, the normally soft-spoken Voss turned into an inspiring dynamo.

As Richard Branson found, frustrating experiences can provide the basis for innovation. Once you identify a problem, muster the courage to implement a bold solution.
After a long career as a retail executive, Joe Scarlett retired in 2007. But he didn’t let his decades of knowledge go to waste; instead, he established the Scarlett Leadership Institute to help executives develop as leaders.
When he lived in Chicago, humorist David Sedaris went to a book signing and bought a hardcover that cost a lot of money. His interaction with the author was a wake-up call.
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