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.

Sherry Turner, Chicago, wanted to apply for a newly created position in her organization that combined three jobs and offered more management duties than her existing admin job did.

Las Vegas—If you asked Linda Eller-bee what she would be doing in five years, she would have gotten the answer wrong throughout her life, she says.

Look for the deeper reasons why people leave your organization. Use these exit-interview questions to smoke out chronic problems:
What can you learn from Google? To obsess about producing the very best product, and never to become lazy, arrogant, complacent or “evil.” In more concrete language, here’s what that vision statement means:
Charismatic CEO Carlos Ghosnhas driven Nissan’s historic turnaround with a simple leadership strategy:  State a lofty goal, and expect everyone to meet it.
New York chef Marcus Samuelsson combined traditional Swedish cooking with ingredients from around the world to create novel dishes that made his restaurant famous.
“All the first-rate decision-makers I’ve observed had a very simple rule," says Peter Drucker:  “If you have quick consensus on an important matter, don’t make the decision. Acclamation means nobody has done the homework.”
When we joined a highly placed financial exec for lunch at the company cafeteria recently, we learned a leadership lesson when she asked a friendly cashier, “So, what’s on people’s minds today?”
Pythagoras of Samos, who lived in the sixth century B.C., is best remembered for his pioneering studies of the geometry of triangles. He is less well known for his three-part assessment of people, based on his observations of the people who came to Athens to watch the Olympic games.
When Eckhard Cordes took over Mercedes-Benz, he put off all interviews with the press, so he could engage in hard analysis before announcing his sales objectives.