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.

Among today’s business animals, says Alexi Venneri, marketing and communications chief at marketing data firm Who’s Calling, you’ve got to have BALLS. That means you’ve got to be:
We all love the whole right brain/left brain thing, but it’s too simplistic for reality. The truth: Accountants can be creative, too. Take Samuel Insull. This “starched English bean-counter” who took care of finances, personnel, mergers and day-to-day business for Thomas Edison, was one of the few people who saw what electric power could do.
Many organizations like their chief execs to come up through the president and chief operating officer positions. But executive recruiter Gerry Roche (Heidrick & Struggles) sees some flawed thinking there.
Flush out any micromanagement tendencies you may have by answering these questions:
Some of the most effective executives never fit the stereotype of a “leader,” says management guru Peter Drucker. They aren’t charismatic, and they range from wildly extroverted to reclusive, laid-back to controlling. What actually makes them effective, he says, is that they all do these seven things:
Darlene Ryan wasn’t looking for any leadership role. A pioneer female tax partner at Arthur Andersen, she was growing tired of the hi-jinks in the accounting world and distressed at hardly ever seeing her son.
Ask these key questions to ferret out exceptional hires:
About 80 percent of Broadway musicals lose money. Jeffrey B. Seller is trying to change that. The 40-year-old producer of such quirky musicals as Rent and Avenue Q is leading—that is, dragging— Broadway into a new era of ticket pricing based on practices in other industries.
Choking is a two-part process that can hit whenever the stakes are high: You tell yourself that something will go badly. You then under-perform to ensure that your prediction comes true. How can you stop choking?
Leadership institute founder Lorraine Monroe never launches a new undertaking without providing her staff with these vital pieces of information to influence and guide them: