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.
Many people confuse leaders’ confidence with self-confidence. In fact, what’s important about leaders is whether they have confidence in other people. Here are Harvard business professor Rosabeth Moss Kanter’s three cornerstones of confidence:
Ideas are a dime a dozen. Leading a business requires creating insights: the kind of underlying concepts that launch a thousand ideas. Take the New York Miracle, an advertising insight ginned up by Phil
Dusenberry and his ad team at BBDO to bring people back to New York
City after the Sept. 11 terrorist attacks.
On March 4, 1861, Abraham Lincoln took the oath for his first term as
president. A little more than a month later—on April 12—the Civil War
erupted when Confederates attacked Fort Sumter, S.C. Lincoln responded by resupplying and strengthening the fort: an approach that most of his Cabinet members staunchly opposed.
If leadership were a stool, here are the four legs Huntsman Chemical Co. Founder Jon Huntsman says would support it:
People still see male leaders in a different way than they see female leaders, ongoing research indicates.
Never forget a person’s name again. Sound like a pipe dream? Not if you use Gary Small’s Look/Snap/ Connect technique. “The major reason we forget people’s names, sometimes only seconds after being introduced, is that we are not truly paying attention,” says Small, author of The Memory Bible: An Innovative Strategy for Keeping Your Brain […]
You've heard it before, and it sounds really simple, but it often falls by the wayside in the everyday quest to get the job done. Recognition equals motivation—and it doesn't have anything to do with money.
Building respect for diversity on your team is both the right thing to do and essential for optimum performance. Are you sending your team the right message on diversity?
Plenty of "team leaders" find it hard to know what to do to really engage in continuous team building and make a workgroup more than the sum of its parts. Here are some questions to ask:
It seems simple to set rules regarding punctuality, expect workers to follow them, and resort to discipline when they don't. But often, tardiness is a symptom of bigger problems that, left unaddressed, will keep you from ever getting people working on time. Here's what to do: