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.

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Before he became a World War II hero, Jimmy Doolittle flew across China as part of a promotional trip around the world. His little plane ran into its share of turbulence and other dangers, but it wasn’t until Jimmy and his wife Joe reached the Dutch East Indies that something other than his flying skills was tested.
The new owner of several coal mine shafts in Harlan, Ky., was puzzled: Should he heed the advice of the grizzled ex-miners he’d bought the shafts from and embrace the new technology of open-pit mining, which a new competitor had done? Or should he expand his current business by digging another shaft?
Do you worry needlessly? Probably. Here’s an authoritative estimate of what most people worry about:
After American colonists beat the British on Dec. 26, 1776, in Trenton, N.J., Gen. George Washington convened his troops and asked them to re-enlist. On the heels of such a victory, Washington expected a positive response. But as he stood there and the drum rolled, not a single soldier stepped forward to sign up for another stint. Washington began to improvise.
Even though the concept of total quality management arose in America, it was the Japanese who truly got it, and it’s now gaining in Korea. Americans have never fully learned the lessons of quality. Consider the fable of the tortoise and the hare.
When an organization restructures, its new leaders come face to face with critical issues such as:
You can learn some lessons by applying evolution theories to business: theories such as the Red Queen Principle and “punctuated equilibrium,” which offer glimpses into the future.
These four tips have helped Microsoft manager Josh Ledgard move on down the road to leadership:
Bobby Jindal has a leader’s credentials. At 20, he graduated from Brown University. At 24, he headed Louisiana’s health department. Now, at 33, he’s only the second Indian-American ever to be elected to Congress. So, what can you learn from Bobby Jindal? Just this: He gets things done.
When Eli Lilly & Co. was about to lose its patent protection on Prozac back in 2001, the drug manufacturer formed InnoCentive, a subsidiary whose purpose was to visit university and independent laboratories in search of new products. The result?