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.
After about 10 years of trying unsuccessfully to persuade major
retailers to come to America’s urban centers, Joe Sitt started building
a retail empire of his own in the nation’s inner cities. Here’s how Sitt succeeded:
When black singer Sam Cooke toured England in the 1960s, he spoke with
music critics about his songwriting, the music business and the history
of rock ‘n’ roll.
The success story of Dan Mintz’s advertising agency in China is one of patience and persistence. But above all, it’s about guanxi (gwan-she), or building relationships.
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:
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:
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.