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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Say you have seven direct-reports. Each one signs on to meet three important, attainable goals every quarter. If they hit their targets, four quarters will produce 84 major achievements.
John F. Kennedy had many advantages when he first ran for elected office in 1946, including money, charm, wit and good looks. But Kennedy also decided to buck the status quo. His approach raised him to national prominence.
Figure out your “center” as a leader, by answering these questions:
In 1992, Mike Schwartz walked into a Harley-Davidson dealership in Delaware … and learned that he’d have to wait a year and half for his bike. Convinced that he could do better, Schwartz told his wife: “I’m going to buy that place.” She knew he meant it.
Do you have an employee who is not working up to standard? Or one with poor work habits? Or one who hasn't shown real improvement for some time? While the causes of impaired performance are varied, there's a time-tested strategy for securing an ongoing commitment from employees to put in the effort to improve results.
Funny, but the very same skills that leaders find most important for leadership— communicating and listening (43 percent)—they also consider their biggest shortcomings. At least according to a new survey.
“Whole” leaders balance head, heart and guts, while “partial” leaders lag in one or two qualities. Here’s a series of questions to determine if you or your organization are balanced, along with adjustments you can make:
You may not want to think about this, but the sooner you figure out your own succession plan, the better. “Leaders don’t go soon enough,” says Gary Erickson, founder of Clif Bar, the $100 million maker of energy bars.
In the brave new world of excess supply, your customer is king. So says Peter Georgescu, former chairman of communications firm Young & Rubicam.
You hired Wendy because she came highly recommended from a similar job at another company. She learned the ropes, but continued to make lots of mistakes because she couldn't let go of old habits ...
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