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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Successfully welcoming a new hire increases retention rates and can go a long way toward building employee engagement. Here are six ways that a company can successfully bring a new hire on board.
Every business needs repeat business to remain competitive, so don’t put all your efforts into attracting new customers. Make sure you are giving lots of love to your existing customers too.
Fielding employee questions is an unavoidable part of any manager’s role. However, a daily bombardment of questions could indicate poor leadership. Take these steps if you hear too many questions.
When you want to hire that top prospect, seal the deal with one simple trick: Put the job offer in writing in addition to extending it verbally.
Your team’s decision can be out of date before it’s even made. Best bet: At each stage of the decision-making process, review the conclusions you have made thus far.
The baseball world was abuzz this summer about a new phenom, 13-year-old female Mo’Ne Davis, who pitched a shutout in August during the first round of the Little League World Series.
Daniel Schwartz, 33, is one of the youngest chief executives of a major global enterprise. A former Wall Street analyst, he brought a cost-cutting mindset to Burger King.
Today’s knowledge workers spend only 45% of their time on primary job duties. The other 55% is squandered on meetings, email and administrivia. Here’s what workers say causes lost productivity.
More and more travelers are choosing to take luxury buses and cars rather than fly or take a train for shorter trips, reports The New York Times’s Amy Zipkin.
When Mattel hired Richard Dickson as general manager of its Barbie brand in 2008, the famous doll was in a lull. After hitting a high of $1.52 billion in ­Barbie sales in 2002, Mattel had struggled through a six-year decline. Dickson hit the ground running to put an end to "brand goulash."
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