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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Bernie Sanders, the independent congressman running for an open Senate seat in Vermont, certainly holds unconventional—some would say career-killing—views as a democratic socialist. But the voters keep sending him back to Washington because of these three traits:
As a sideman in countless acts before hitting it big, guitar god Jimi Hendrix was so unassuming that he could pester blues masters like Albert King about how they bent the guitar strings to produce a certain sound. The stars gladly shared trade secrets, never guessing how fast Hendrix would surpass them.
Grab an edge in negotiations by sneaking a peek at your opponent’s desk.
New England Patriots head coach Bill Belichick has won the Super Bowl three times despite working in a league structured to discourage football dynasties. At least in part, he does it by:
A recent McKinsey study of the world’s most profitable megacorporations finds that their achievements are made possible by some shared leadership outlooks and practices.
What should you do when one of your most trusted people produces substandard results on an important project or initiative? Before you start playing the “blame game,” take these steps:
Winston Churchill, Great Britain’s prime minister during World War II, never gave pep talks. Even when the tide turned in the Allies’ favor, Churchill warned about the dangers ahead.
When recent graduates enter any job, many of them will view it as an extension of school. Result: They have beliefs and expectations about working life that you, as their leader, need to retool.
Marvin Bower turned down an offer from billionaire Howard Hughes because he didn’t think the eccentric businessman would listen to him. In fact, walking away from money is precisely what helped build Bower’s premier consulting firm, McKinsey & Co., from the time he joined its founder in 1933. Why? Bower always used three guiding principles:
If your organization operates in a fast-changing industry, you face a challenge within a challenge: The internal innovations you create must jive with wider external changes … some of which are still unknown. Are you flying blind? Not really, because you can still innovate in a flexible way.
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