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.
Pierre Omidyar, eBay’s founder, always maintained high standards as a software engineer. But early in his career, he learned that he couldn’t impose his perfectionism on others. What was his personal 80% rule?
With his mentor’s help, Juan Ramon Alaix analyzed his decision-making and grew as a leader. He received valuable input from a trusted outsider that he couldn’t get from his colleagues.
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.