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.

With rumblings about the economy improving, you may feel pressure to beef up pay raises this year. New studies say, “Forget about it.”

Napoleon Bonaparte didn’t like to answer letters. In fact, he would often wait 30 days before replying. (“If a response is still needed, I will write it then.”)

Leaders often have to break out of the molds other people set for them, says leadership guru Warren Bennis. They have to invent themselves.

Bill Parcells, who has already led three National Football League teams from mediocrity to excellence and is working on his fourth (the Dallas Cowboys), operates on three basic rules:

Sure, leaders should be visionaries, communicators and goal-setters. But Pitney Bowes CEO Michael Critelli says they must be catalysts, too.

The great Roman orator Cicero is known for his amazing speeches. He’s not so well known as a provincial governor who bucked the prevailing custom of plundering local resources and abusing the locals, insisting instead on clean government.
Sooner or later, you’ll find yourself presented with a project—or an opportunity— that outstrips your in-house capabilities. That’s when it makes sense to join forces with another organization. But entering into a joint venture when you should agree to a strategic alliance (or vice versa) could lead to disaster.
High principle in business is in high fashion at the moment. But does it really work?

Sir Ernest Shackleton never did get to walk across the South Pole. The explorer’s huge ego had betrayed him when he set off for Antarctica in the dead of winter, despite warnings. Instead, in January 1915, ice trapped his ship, Endurance, within sight of the goal. In October, the crew abandoned ship, and as they camped on an ice floe, the Endurance sank.

If you’ve taken the trendy paths to “manage” the knowledge within your team or organization, give up. The corporate knowledge-management model has gone bust, largely because it’s based on a publishing model: Somebody extracts information from people and puts it in writing.