FREE reports, tools, downloads and forms for Leaders & Managers! — Business Management Daily: Free Reports on Human Resources, Employment Law, Office Management, Office Communication, Office Technology and Small Business Tax Business Management Daily — Business Management Daily: Free Reports on Human Resources, Employment Law, Office Management, Office Communication, Office Technology and Small Business Tax Page 776
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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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Nobody talks about it, and it’s against the rules of virtually every employer, yet the practice thrives: It’s called making “homers”: items or work produced on company time for personal use. Harvard Business School assistant professor Michel Anteby has explored the practice by interviewing retired French metalworkers. He found that leaders of all stripes—managers, supervisors, executives—know about homer-making, and most ignore it. But why?
Assess the bottom line and culture of your organization to keep it healthy. Here are the questions you’ll need to answer and the steps you’ll take, divided into four key parts:
Many managers have likewise "never been very good at delegating." We feel it's not fair, or more trouble than it's worth, to ask others to do parts of our jobs. But becoming skilled at delegating helps us grow as leaders and demonstrate our own capabilities as managers.
Consultant Mike Staver says courage is a more critical leadership trait than ever. "In a harsh business environ­ment, there are serious consequences for making the wrong move," he says.
Consul­tant and best-selling author Patrick Lencioni identifies five "natural but dangerous pitfalls" that stand in the way of team success. Are these problems on your team?
Over the long term, managers have a number of options for improving the performance of chronic slackers—or cutting them loose entirely. But in the heat of a crisis, the options are more limited.
What you do or don't do during periods of change determines how many good employees stick around, and what kind of attitude they will hold about the enterprise long after the cause of the difficult times has been forgotten. Here are some actions you can take that will make a big difference:
During the poisoned-Tylenol crisis of 1982, Johnson & Johnson incurred a vast financial loss by asking stores to destroy their Tylenol inventories. Compare J & J’s response to that of Johns-Manville Corp., which refused for years to admit that the asbestos it produced was killing people.
Now that the first generation of leading black executives—a few of whom worked their way up the ranks during the civil rights era—has retired, they’ve begun sharing their wisdom with the rest of us. Clifton Wharton, the first black CEO of a large company (TIAACREF), inherited that wisdom from a friend who told him there’s more than one way to press for civil rights.
How can you keep your team's work stress in check while still maintaining your edge and get­ting things done? Here are some ideas:
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