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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Most people never heard of Gary Kelly until one of his planes slid off the runway at Chicago’s Midway Airport in December. But Kelly has been cleaning up after crashes for a while. For Kelly, leadership means getting the team behind you.
Kelly Slater’s older brother used to turn everything into a contest, and he always made sure Kelly lost. That, coupled with their drunken father and angry mother, forged Kelly Slater into a fierce competitor and a wild man on a surfboard.
Sure, you want a hard-charging successor to continue your work. But you also want someone who leads with compassion and loyalty to someone other than himself. You don’t want a narcissist succeeding you. Run your protégé through this gantlet to see how he scores on the narcissist scale.
What are the most common foibles that cause promising leaders to fail? These are the traps that can bring you down:
It often happens that a leader’s early life tells volumes about his character. Here’s a story from U.S. Sen. Robert C. Byrd, D-W.Va., about his first job at a grocery store in Stotesbury, W.Va., a mining town where he’d worked his way up to meat cutter in 1935.
You’ve probably heard of “Occam’s Razor,” the maxim that says you should heed the simplest answer to a difficult question. But who is or was Occam and why should you care?
Germany’s new chancellor, Angela Merkel, already is showing skill as a conciliator in piecing together her coalition government from an array of bitter rivals. A big part of that skill rests on her mastery of communication: Merkel doesn’t seek attention, but when she’s got it, she speaks the bitter truth—die bittere Wahrheit, in German—without being abrasive.
One of the most common blunders leaders make is ignoring the obvious. Three ways to avoid that fate:
Ritz-Carlton President and COO Simon Cooper has a simple way of helping his people develop their leadership abilities. When someone has an idea and says “We can do it,” Cooper allows that person to lead the process, provided that he or she can develop a workable strategy.
After he’d already served as governor of New York, published more than a dozen books, served two terms as president of the United States and won the Nobel Peace Prize, Theodore Roosevelt said these words about leadership:
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