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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You don’t have to follow a “normal” path to career success. Few truly successful people do. Take Miriam Rothschild, world expert on fleas, who grew up with no formal education in a Doctor Doolittle environment created by her father, banker Charles Rothschild.
Apple Computer co-founder Steve Jobs gave a masterful commencement speech at Stanford University in 2005 that’s been winging around the Internet. Here are the highlights from Jobs’ three stories:
“American Idol’s” most caustic judge, Simon Cowell, may come off as unnecessarily cruel, but he’s spectacularly proficient at one leadership skill: giving honest feedback.
Petr Hlavacek first heard about the Ice Man’s shoes about six months after the Stone Age hunter’s body was discovered, partially defrosted in a glacier in the Alps. That was the moment—15 years ago—when Hlavacek, a Czech professor of shoe technology, turned into a leader.
“Birdman” Tony Hawk became the best skateboarder in the world—with 70 first-place titles and credit for inventing 80 tricks—because he kept setting higher goals.
It’s natural to make excuses when something goes wrong. But excuses are addictive. Watch for these warning signs that you’re over-excusing:
Don’t worry that changing your mind will make you look weak … especially if you change your mind in light of new evidence.
Experience shows that you can triumph over the biggest setbacks.
“Hot teams” improvise, do more work with less supervision and make the extra effort to follow through. Management consultant Laurence Haughton offers this advice for turning ordinary groups into hot teams:
Alan Greenspan owes a lot of his success to an overriding thirst for knowledge and data.
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