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.
A personal symbol can help you stay centered during tough times. Some real-world examples:
You start to think that you have to be perfect to be a leader. You have
to set perfect goals, make perfect speeches, arrive at perfect
decisions and motivate people perfectly. Not so. Even the greatest leaders have flaws. Sometimes very big flaws. Consider E. B. White, the legendary editor of The New Yorker.
An organization that rewards people lavishly for mediocre work might
have a happy work force ... but probably an unexceptional one, too.
How effectively are you conveying the image that you strive to build as
a leader? To find out, perform this simple test over the next workday:
Saint Augustine postulated that the human mind is made up of little chambers that will hold whatever is directed into them. Fill those images with success, you become successful; fill them with regret, you will fail and become bitter. This is true of organizations as well. Here’s how one admin put that idea into practice while working for New York City's government.
Management fads make employees cynical, says coach and consultant Wolf
Rinke. They feel used and even abused. Eventually, they develop thick
skins so they can stay sane while playing the “Let’s pretend” game
during management’s next fad onslaught. To stop the insanity, Rinke points to research showing that four basic,
“somewhat nonsexy” practices lead organizations to outperform their
Here’s some advice to aspiring leaders from Jodi Solomon, president of a speakers bureau in Boston:
To former Pepsi executive Michael Feiner, “The Emperor’s New Clothes,”
written in 1837 by Hans Christian Andersen, is the greatest leadership
story ever told. You know the story. An emperor acts like a fool because his subjects
are too cowed to tell him the truth: that he’s been hoodwinked into
wearing invisible “clothes.” So, are your people telling you the truth? Here are some reasons why they might not be, and what you can do about it:
From the movie “A Beautiful Mind,” you might get the idea that the
important thing about mathematician and economist John Nash is that he
won the Nobel Prize for creating a “theory of everything.” For leaders,
though, the important thing about Nash is his obsession with
originality. As more and more
organizations become labs for innovation, those who lead will be the
ones who create the most original products and services. Take these steps to develop a unique way of seeing things and to maintain your creative momentum:
Test your career and work-related goals to see if they stand up to these four questions: