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.
Two people on separate continents— one a Chinese doctor, the other a
Nigerian activist—have bucked tremendous pressure and scorn to lead
entire villages out of the despair and destruction of AIDS epidemics. Here are their stories:
While even the best leaders aren’t perfect decision-makers, it’s still true that a wrong decision is different from a bad decision.
Not content to write a one-paragraph mission statement for the lobby
wall, Michael Dell had his leadership team craft a document called “The
Soul of Dell.” It’s probably the longest statement of purpose an American corporation
has ever crafted, and it serves as an internal benchmark for operations.
Surprise alone is not enough to defeat your opponent and win. But it can turn events in your favor. “Surprise,” Gen. Mark Clark once said, “is worth a thousand soldiers.” Case in point: the 1976 “Raid on Entebbe.”
Being a steelworker on a big construction job is literally living on
the edge, and that’s right where Ugo “Hokey” Del Costello likes to be. “If I [screw] up,” says the project boss for the massive new Woodrow
Wilson Bridge that will connect Maryland and Virginia across the
Potomac River, “I could kill somebody.” Despite the extreme nature of his job, Del Costello is a leader in familiar ways:
Neil Armstrong has been described as a “bashful” man with “no ego.” He
now lives quietly on a farm in Ohio and could walk down the streets of
most U.S. cities without being recognized. But you can’t become the first human to walk on the moon without
walking a leadership path straight to the top of your field. Here’s how
Armstrong did it:
By daring last year to make the 20th recording of Wagner’s opera Tristan und Isolde, Placido Domingo created an atmosphere of expectation. That’s because he’s a leader in everything he’s done. Aside from being one of the world’s top tenors, Domingo also works as
general director of both the Los Angeles and Washington operas and has
taken on extra gigs as a conductor. Some clues to his leadership:
Real estate titan Sam Zell has no patience for how business schools
teach leadership. He’s candid about how they’re always “canonizing”
empirical tools but drop the ball on people skills.
During France’s recent riots, one political figure stood out from the mob: Interior Minister Nicolas Sarkozy.
All the leaders at your organization need to make good decisions. But
they also need to adopt a “performance anatomy” that puts those
decisions into action. That means being adept at five critical tasks: