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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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:
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.
Effa Manley was the only woman owner in the Negro baseball leagues. Manley co-owned the Newark Eagles with her husband Abe, but it was Effa who ran the show.
As a new Marine Corps lieutenant, Peter Pace arrived in Vietnam just in time for the Tet Offensive, during which about 84,000 Viet Cong and North Vietnamese fighters attacked 36 cities and towns in the early months of 1968. Now a general, Pace tells two stories of how he developed as a leader.
Use these eight strategies for avoiding the rookie mistakes new leaders often make:
Professional football teams are fairly evenly matched. What makes the difference between winners and losers is leadership. John C. Maxwell calls it the Law of the Edge, and it’s pretty powerful stuff.
“Ninety-nine percent of people, once they learn how to do something, stop improving,” says K. Anders Ericsson, professor of psychology at Florida State University and co-editor of Expert Performance in Sports.
“To go too far,” Confucius said, “is as bad as to fall short.” You can go too far with working hours. In fact, overwork can contaminate your career. Here’s how:
"Something is definitely wrong," Arnold said. "I can't put my finger on it, but morale in my department is way down right now. Can a whole group of people get depressed at the same time?"
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