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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Front-line managers make a tremendous difference in turnover, costs, quality, safety and innovation, not to mention overall performance. They’re the people who keep customers happy and keep small glitches from widening into disasters. First-level leaders need to understand the whole organization, yet they rarely are let in on the big picture. Every one of your front-line leaders should be able to answer “Yes” to these questions:
Sports legend Bobby Jones made up his mind in 1930 to do what no other person had ever done … or has done since: Win all four major tournaments—the British Amateur, the British Open, the U.S. Open and the U.S. Amateur—in the same year. Then, he figured, he’d quit, set up for life.
Keep your mind sharp by feeding it new “software” to run.
Some 100 years ago, Nellie Taft, first lady to President William Howard Taft, showed leadership in many ways, large and small.
The best way to gain followers is to win their hearts, says leadership guru John C. Maxwell. Use these eight tenets to do just that:
If it seems inconceivable to you that Lewis “Scooter” Libby ever could have outed an American spy and then lied to cover it up, consider this: He’s merely the latest example of a high-level operative caught in the ancient trap of considering himself among the best and the brightest, a tribe whose members think they don’t have to play by the rules...
Two people on separate continents— one a Chinese doctor, the other a Nigerian activist—have bucked tremendous pressure and scorn to lead entire villages out of the despair and destruction of AIDS epidemics. Here are their stories:
While even the best leaders aren’t perfect decision-makers, it’s still true that a wrong decision is different from a bad decision.
Not content to write a one-paragraph mission statement for the lobby wall, Michael Dell had his leadership team craft a document called “The Soul of Dell.” It’s probably the longest statement of purpose an American corporation has ever crafted, and it serves as an internal benchmark for operations.
Surprise alone is not enough to defeat your opponent and win. But it can turn events in your favor. “Surprise,” Gen. Mark Clark once said, “is worth a thousand soldiers.” Case in point: the 1976 “Raid on Entebbe.”
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