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.
Issue: Are you sabotaging your own career by making the following easily avoidable mistakes?
Risk: Too much "tunnel vision" (focusing on your own department, your own goals, etc.) makes you ...
Your team is made up of talented people, each of whom can excel individually. But the team's collaboration, decision making, and problem solving aren't what they could be; usually, you end up making the important moves. Why? And what to do about it?
Issue: Two employees ask to share one job: Should your organization approve it?
Risk/benefit: Job sharing can improve retention and boost morale, but it also can spark negative side effects. ...
Consultant and author Gerald Kraines, M.D., discusses the differences he sees between companies and leaders that "manage for reality" and those who lead their teams according to fashionable management "fantasies." Which group do you fall in?
Issue: Most organizations lack formal elder care benefits or policies. Instead, they assist employees by making exceptions to other policies.
Risk: Unless you apply those exceptions fairly, you'll risk complaints ...
Whether you're a new manager or a veteran trying to develop your own team members, it's important to remember: Before you can act like a leader, you need to think like a leader. Here's some advice you can take to heart.
Issue: Don't always rush in to solve employee problems for managers; sometimes, just listening is the best course.
Benefit: Effective listening casts you in the role of coach, encouraging managers ...
When handled effectively, reviews can be a tremendous help in closing the gap between what your employees do and what you need them to do. But a number of things can get in the way of an effective review.
Look for the deeper reasons why people leave your organization. Use these exit-interview questions to smoke out chronic problems:
What can you learn from Google? To obsess about producing the very best product, and never to become lazy, arrogant, complacent or “evil.” In more concrete language, here’s what that vision statement means: