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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When Kevin Rollins took over as chief executive at Dell last year, he arrived just in time to see profits begin to slump. Rollins could’ve blamed a saturated marketplace or other external factors. Instead, he decided that poor management was to blame. In a gutsy upside-down move to shake things up, he asked employees to review their bosses’ performance.
Most leaders think they need to flaunt some grand vision to win over employees, but it ain’t necessarily so, says Tom Davenport, author of Human Capital.
At the end of the 19th century, Buffalo Bill Cody built the most famous Wild West show the world has ever seen … and laid the groundwork for the entertainment business as we know it today. Here’s how he did it:
Managers can take steps to stop employee burnout before it starts. Check your skills with this self-assessment.

A new Tax Court ruling that allowed an employee to deduct education-related expenses opens the door for small business owners to do the same.

Gauge your people’s leadership potential by letting them drive you somewhere.
Assess the impression your people leave on customers and clients, with this simple exercise:
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:
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