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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In the middle of negotiations over a demolition job last year, the owner of Dole Food Co. suddenly chewed out his adversary, the 285-pound founder of a wrecking company. “Mr. Griffin,” the 150-pound, 83- year-old David Murdock told the man, “you’re fat and you’re going to die.”
Deborah Gruenfeld enjoys studying leaders who behave badly. “There are just so many good examples of people with power who behave in ways that demand some kind of psychological explanation,” says the director of Stanford’s Center for Leadership Development and Research.
Before you hire an executive coach, beware if he or she:
Without benefit of education or connections, Clarence Avant used mentors to climb to the top of the pop music business … and then became a mentor himself.
As a young man who lost his hearing in a motorcycle wreck, King Jordan never dreamed he could become the head of anything. Even in 1988, when he became the first deaf president of Gallaudet University, the world’s only liberal arts university for the deaf, Jordan still wasn’t sure he’d succeed.
Here’s how a corporate recruiter would advise you to land a job as an executive in a public company:
After the Japanese attacked Pearl Harbor, U.S. Gen. George C. Marshall called Dwight Eisenhower into his office and asked him: “What should our general line of action be?” A young general who had not yet seen war, Eisenhower knew that Marshall was trying to test his ability to handle greater responsibility.
He led a life so large, it easily could have split into several full lives. Here’s a taste of how Teddy Roosevelt led America into the 20th century:
When filmmaker Spike Lee saw that his cousin Malcolm showed promise as a screenwriter and director, he used his influence to help. But after that, Lee refused to micromanage his cousin’s career. Here’s how it worked:
People rarely leave their jobs unan­nounced. They may not use words, but in one way or another they nearly always signal their intention to leave.
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