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.
Some managers communicate authority by displaying aggressive body
language, such as putting their arms on a desk and leaning into a
seated underling. But there are better ways to assert yourself than to
invade someone’s space.
Smart managers flash their temper on occasion. But they never lose control.
Rather than rush to discipline an employee, find out first whether he realizes his mistake.
You manage a rebel. You’ve tried pleading, snarling, growling and
screaming. Before you give in or head down the probation-termination
route, try more subtle ways to gain control.
Besides money, rewards can take the form of trips, additional training,
more responsibility, new titles or new surroundings, such as a larger
Smart managers may give employees a financial stake in the business by
doling out stock options, incentive bonuses or other rewards. But that’s not enough.
Don’t be turned off by the book’s title. The Street-Smart Entrepreneur
(Addicus Books, 1998) is actually a great book for managers in large
organizations as well as bootstrapping business owners. The author, Jay
Goltz, levels with us about how to manage staff, hire winners and stick
to a budget.
In the July issue, we suggested Jump.com as a useful Web site to help
you manage a project team. Another effective tool is Yahoo! Messenger,
a free instant messaging service (messenger.yahoo.com).
If you’re buried in paperwork, alert your employees not to copy you in on everything.
On the first page of John P. Kotter on What Leaders Really Do
(Harvard Business School Press, 1999), the author declares that “most
organizations today lack the leadership they need.” He then fills 170
pages with insights into how to solve this problem.