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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Disavow these 5 leadership myths:
U.S. business leaders tend to be professional managers with fewer family and political ties than leaders elsewhere, says one Harvard business professor who’s studied the issue. Because of this relative independence from family and politics in business, the research indicates, Americans use a greater variety of leadership styles. Which one of these describes you?
After assuming command of a ship, Navy Capt. Michael Abrashoff spent his first days simply observing. He noticed that his young crew was smart, skilled and full of good ideas. Those ideas usually went nowhere, though, because nobody in charge ever listened to them. Here’s how aggressive listening helped both Abrashoff and his crew:
Stand out from other execs— who often hide behind e-mail and voice mail
Choose the most reliable job applicants by passing over any who bad-mouth previous employers or bosses.
Survive your biggest setbacks by thinking like Thomas Edison.
When Jim Copeland served as CEO of Deloitte & Touche, now part of an international professional services firm, the people he worked with respected him for his trustworthiness. Why?
J.K. Rowling’s boyfriend was moving to Manchester and wanted her to move, too. During her train trip back to London after a weekend spent looking for an apartment, the character of Harry Potter simply popped into her head. There was a glitch, however. Rowling didn’t have a writing utensil.
It’s so easy to lose sight of customers that even good organizations do it all the time. But a technique called LEO might help you stay a little closer to them. LEO stands for:
Jimmy Doolittle, one of the great aviation pioneers and a wildly successful air racer himself, saw the need— and the market—for bigger, safer planes in the 1930s. So, he tried to convince Shell Oil Co. to produce a standard, higher-octane fuel for larger planes, which were still in the design phase. “But Jimmy, this country is in a deep depression,” said Alex Fraser, vice president of Shell. “You want to spend millions of dollars on a product with no guarantee of a market.” Doolittle stuck by his guns.
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