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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Many organizations like their chief execs to come up through the president and chief operating officer positions. But executive recruiter Gerry Roche (Heidrick & Struggles) sees some flawed thinking there.
Al Roker wanted to be more than a weatherman, but the NBC meteorologist and Today Show co-host always remembered the advice of his mentor, Willard Scott:
“The secret to creativity,” Albert Einstein once said, “is knowing how to hide your sources.” Case in point: The physicist Galileo Galilei may have built one of his most famous theories on a description from Dante’s Inferno.
Flush out any micromanagement tendencies you may have by answering these questions:
Some of the most effective executives never fit the stereotype of a “leader,” says management guru Peter Drucker. They aren’t charismatic, and they range from wildly extroverted to reclusive, laid-back to controlling. What actually makes them effective, he says, is that they all do these seven things:
Leadership institute founder Lorraine Monroe never launches a new undertaking without providing her staff with these vital pieces of information to influence and guide them:
Darlene Ryan wasn’t looking for any leadership role. A pioneer female tax partner at Arthur Andersen, she was growing tired of the hi-jinks in the accounting world and distressed at hardly ever seeing her son.
Ask these key questions to ferret out exceptional hires:
About 80 percent of Broadway musicals lose money. Jeffrey B. Seller is trying to change that. The 40-year-old producer of such quirky musicals as Rent and Avenue Q is leading—that is, dragging— Broadway into a new era of ticket pricing based on practices in other industries.
Choking is a two-part process that can hit whenever the stakes are high: You tell yourself that something will go badly. You then under-perform to ensure that your prediction comes true. How can you stop choking?