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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Sharpshooter Annie Oakley was reserved, competitive, rational, and a consummate performer. But none of that quite explains how she showed absolute calm during shooting competitions. Her first biographer, Courtney Ryley Cooper, asked Oakley’s protégé, Johnny Baker, about it. Here’s what he had to say:
In 1964, the “suits” at NBC thought that, unless its questions were dumbed down, the new daytime TV game show Jeopardy! would die a quick death due to poor ratings. The show was too highbrow to appeal to mass audiences, they said.
Staff members can’t make decisions that fit the organization’s practices without knowing the rules.
Ockham’s Razor (also known as the “Law of Parsimony”) is a principle that states that the simplest solution to a problem, not the most complicated, is always best. Examples:
You probably think you know your “people people.” They’re the nurturers, the team players, the diplomats. In truth, that ain’t the half of it. Researchers studied the psychological tests of more than 7,000 professionals and identified four aspects of “relational” work: influence, interpersonal facilitation, relational creativity and team leadership. Here’s what it means:
If the people at your new job are ridiculously happy to see you, beware. You’ve just inherited a big mess. As early as the interview stage, you may see warnings. Look for problems like these:
Over recent decades, the thinking has held that leaders should be evaluated solely on performance, usually defined as financial performance. Now, several Harvard researchers say that providing meaning and purpose for employees is an equally important gauge of leadership.
The earlier you face a crisis and make difficult corrections, the better. Just ask Robert Hass, who took over as CEO of Levi Strauss & Co. in 1989.
How do you hire and keep people who share your mission, work ethic and what you believe in? When leadership coach and author John C. Maxwell moved his company from San Diego to Atlanta, he sat his employees down and went over this starter set of values:
The next time you face an emergency situation, work through these four steps:
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