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.
When your people aren’t doing their best, you have two basic choices:
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.
Al Roker wanted to be more than a weatherman, but the NBC meteorologist and Today Show co-host always remembered the advice of his mentor, Willard Scott:
“The secret to creativity,” Albert Einstein once said, “is knowing how to hide your sources.” Case in point: The physicist Galileo Galilei may have built one of his most famous theories on a description from Dante’s Inferno.
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:
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:
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.