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.
When a workgroup is really a "team," its members are neither independent nor interchangeable, but interdependent. Each member has a role to play that contributes to the overall performance of the team. And one of the most challenging aspects of team building is figuring out what those roles are and should be.
Stay in tune with your people by refusing to multitask when someone pops in your office.
Use a change in weather as an excuse to review your wardrobe.
If you’re lucky, you’re leading a synergistic culture. That means
you’re pulling in the same direction as the people in the ranks. If you’re not lucky, you’re leading an antagonistic culture. That means you’re pushing outlooks that most of your people don’t value.
People are afraid to become leaders because the role demands visibility and vulnerability. Even people already in leadership
positions often shirk the essential part of their jobs requiring their
presence at the front of the pack. It’s impossible to lead without putting yourself out there. To be a leader means:
Tired of negativity at work? OK. Here are some good things employees
have to say about their bosses … the kind of leaders they’d go to the
Bruce Gordon is a leader to keep an eye on. As the new chief exec of the NAACP, he’s the first leader in the organization’s history with a corporate background.
Marketing exec Jeffrey J. Fox doesn’t like the old saying that if you do what you love, success will follow. His view: “Take the job that offers you the most money. If you are in a
corporation, always take the transfer, promotion or assignment that
pays the most.” Sounds mercenary, until you hear Fox’s rationale:
Many a leader has crashed on the rocks of mergers and acquisitions.
That’s because the sirens’ call says that merging two corporate
cultures is the “soft stuff.” The hard truth, notes Susan Bowick, who retired last year as an
executive vice president at Hewlett- Packard (HP), is that “the soft
stuff is the hardest stuff.”
Mocked as “a third-rate Western lawyer” and a “fourth-rate lecturer,”
Abraham Lincoln turned out to be a political genius: not because he
mastered politics but because of his emotional strengths: