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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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.
Disavow these 5 leadership myths:
By 1810, Napoleon’s occupation of Spain had deteriorated into what he would call his “Spanish ulcer.” With help from England and Portugal, local insurgents resisted more than 300,000 French soldiers occupying Spain. The rebels managed to force a French retreat and occupy the hills controlling the roads to Seville and Cordoba. The division charged down this road in the high sierra, headed straight for a band of French soldiers commanded by a truly remarkable officer: Capt. Cyr Billot.
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.
Robert Hopkins, a pilot and photographer during World War II, could have settled for being one of many photographers assigned in 1945 to the Yalta conference in the Crimea, where the three main Allied leaders would shape the postwar world. Instead, being crowded out of prime shots by some 30 Russian photographers led the young Hopkins to assert his leadership skills.
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