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.
Close the gap between the leader you are and the leader you want to be, with this four-step exercise:
Close relationships between your organization and its vendors or
partners probably are thought of as a good thing. But here are a couple
of pitfalls you should know about:
The Body Shop founder Anita Roddick once said that any mother who’s
dealt with two kids and one piece of candy could negotiate any contract. Here are rules for both work and family leadership from some prominent leaders:
Leaders stick by their friends through thick and thin, right? After all, loyalty is a good thing. Or is it?
In 1805, Meriwether Lewis and William Clark came to an unexpected fork
in the Missouri River. According to all the intelligence the explorers
had received, this river wasn’t supposed to exist. Facing a pressing decision, Lewis and Clark started gathering facts on which to base their eventual decision. Ultimately, Lewis and Clark were correct, largely because they used these tactics:
Late in the 1990s, NASA made a sobering discovery: Due to the departure
of key scientists, nobody on staff knew how to put a man on the moon. That’s why the space agency developed these seven critical questions to help stem the loss of critical knowledge:
The pitcher may run the show in baseball, but the catcher often leads the pitcher. Take Brian Schneider, catcher for the Washington Nationals. Although he
has great physical skills, it’s Schneider’s finesse with pitchers that
makes him stand out.
IBM has always been known for its leadership training. So, why did it decide to rewrite its own book on leadership? In 2002, incoming CEO Sam Palmisano decided that the Internet really
did change everything, and Big Blue’s leadership model would have to
One day, leadership guru Jack Stack was fishing—and failing miserably
at it—when he noticed an old-timer standing nearby on the dock. Stack
asked the old guy what he (Stack) was doing wrong.
Many executives fail to identify their most talented people. Usually,
that’s because they’ve placed too much trust in one of the following