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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Cristian Mitreanu, lead researcher at RedefiningStrategy.com in Chicago, maintains that, instead of strategy, leaders need a long-term focus, especially in serving customers.
Draw on all your talents and interests, so you can break ground in new fields.
Years ago, National Football League Commissioner Paul Tagliabue read a book that described the U.S. Supreme Court’s obligation “to remember the future and imagine the past.” Tagliabue loved that turn of phrase. The future doesn’t simply happen, he surmised. We shape it through our decisions.
Who are the future leaders in your organization? According to a survey of top executives, they’re people who can:
In 1973, the U.S. Army training manual outlined a leadership philosophy called “Be, Know and Do.” Over the years, a number of leaders have credited that philosophy for their success. Here’s how you can apply it:
For decades, New York City’s health department focused on fighting communicable diseases. But when Thomas Frieden took over as health commissioner, he discovered that more than 70 percent of deaths in the city came from other causes. Frieden has an ambitious plan to improve the city’s health. Here are some of Frieden’s operating methods:
Gerry McNamara will be remembered for the will to win that propelled him through injury and low expectations to help his team defend its Big East Conference basketball title this spring in a four-day run of extremely tight games.
A recent experiment at Cornell University showed just how much power leaders have to determine what people notice … and what they miss.
Collective decision-making usually trumps individual expertise. It’s what James Surowiecki observed in The Wisdom of Crowds, and it undercuts our traditional faith in the lone decision-maker, aka the leader.
Surveys of more than 3.5 million people over 30 years reveal three basic employee desires:
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