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.
Force-feed your creative thinking by following science fiction writer Ray Bradbury’s formula:
Streamline your efficiency by catering to your “angels”
Sharpshooter Annie Oakley was reserved, competitive, rational, and a
consummate performer. But none of that quite explains how she showed
absolute calm during shooting competitions. Her first biographer, Courtney Ryley Cooper, asked Oakley’s protégé,
Johnny Baker, about it. Here’s what he had to say:
In 1964, the “suits” at NBC thought that, unless its questions were dumbed down, the new daytime TV game show Jeopardy! would die a quick death due to poor ratings. The show was too highbrow to appeal to mass audiences, they said.
Staff members can’t make decisions that fit the organization’s practices without knowing the rules.
Ockham’s Razor (also known as the “Law of Parsimony”) is a principle
that states that the simplest solution to a problem, not the most
complicated, is always best. Examples:
If the people at your new job are ridiculously happy to see you, beware. You’ve just inherited a big mess. As early
as the interview stage, you may see warnings. Look for problems like these:
Over recent decades, the thinking has held that leaders should be
evaluated solely on performance, usually defined as financial
performance. Now, several Harvard researchers say that providing meaning and purpose
for employees is an equally important gauge of leadership.
You probably think you know your “people people.” They’re the nurturers, the team players, the diplomats. In truth, that ain’t the half of it. Researchers studied the psychological tests of more than 7,000
professionals and identified four aspects of “relational” work:
influence, interpersonal facilitation, relational creativity and team
leadership. Here’s what it means:
Ever wondered how leaders lift their people out of a disheartening
situation? Here’s the key: Offer them a reputation they’re proud to
uphold. Example: In June 1940, Great
Britain suffered a defeat to the Nazis at Dunkirk. After that
demoralizing loss,Winston Churchill addressed the House of Commons.
Here’s part of what he said: