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.
Stand out from the pack of capable colleagues
Energize your team with a quick meeting each Monday morning.
The “economy of force” principle is simple: Use your power skillfully
and prudently so that you reserve your maximum force for the point of
decision. Case history: Early in World
War II, when England suddenly stood alone against the Nazis, Adolf
Hitler figured he could squeeze the U.K. to death.
Start your creative juices flowing by finding a quiet place and reserving it exclusively for thinking.
Starbucks founder Howard Schultz credits leadership guru Warren Bennis
with teaching him that becoming a great leader requires recognizing the
skills and characteristics you don’t have and hiring people who do have
them. “Best advice” from other leaders:
John Rutter is a renowned composer and conductor based in England. Although he’s sunny in both disposition and musical inflection, he also
sets rigid requirements and usually manages to elicit a more powerful
performance than even the chorus members thought possible.
The gentle, highly paid Marshall Goldsmith says leaders “are waking up to the new reality that they can’t be SOBs and get away with it.” If you think you can improve yourself, here are Goldsmith’s four golden
rules, at a lower rate than the $17,000 per gig he usually charges:
Although Native Americans in the late 19th century were fighting a
losing battle, they still enjoyed moments of leadership. This is one of
When Kevin Rollins took over as chief executive at Dell last year, he arrived just in time to see profits begin to slump. Rollins could’ve blamed a saturated marketplace or other external
factors. Instead, he decided that poor management was to blame. In a
gutsy upside-down move to shake things up, he asked employees to review
their bosses’ performance.
Most leaders think they need to flaunt some grand vision to win over
employees, but it ain’t necessarily so, says Tom Davenport, author of Human Capital.