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.
In his methodical way, Arthur Berchin loves to win. As coach of this year’s academic decathlon team at William Howard Taft
High School in Woodland Hills, Calif., Berchin in April led the school
to its third national title. Here’s how Berchin does it:
Thanks to breakthroughs in neuroscience, we can better understand how the brain works … and help your team outgrow bad habits.
Upton Sinclair, best known for his muckraking books The Jungle and Oil!,
had such a winning personality that he ran for governor of California
in 1934. But it soon became apparent that what made “Uppy” a great man
did not make him a great candidate for the Democratic Party.
You can learn vital leadership lessons from King Solomon, still considered one of the wisest men who ever lived. Here’s a sampling of Solomon’s advice:
Say you have seven direct-reports. Each one signs on to meet three
important, attainable goals every quarter. If they hit their targets,
four quarters will produce 84 major achievements.
John F. Kennedy had many advantages when he first ran for elected office in 1946, including money, charm, wit and good looks. But Kennedy also decided to buck the status quo. His approach raised him to national prominence.
Figure out your “center” as a leader, by answering these questions:
In 1992, Mike Schwartz walked into a Harley-Davidson dealership in
Delaware … and learned that he’d have to wait a year and half for his
bike. Convinced that he could do better, Schwartz told his wife: “I’m going to buy that place.” She knew he meant it.
Funny, but the very same skills that leaders find most important for
leadership— communicating and listening (43 percent)—they also consider
their biggest shortcomings. At least according to a new survey.
“Whole” leaders balance head, heart and guts, while “partial” leaders
lag in one or two qualities. Here’s a series of questions to determine
if you or your organization are balanced, along with adjustments you