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.
As a former Catholic priest who lived in a monastic community for 15 years, Kenny Moore has decided that the problems facing leaders are more spiritual than financial.
You may know that U.S. cyclist Lance Armstrong has won a record-tying five consecutive Tour de France races. The most grueling sporting event in the world, the Tour stretches 2,000 miles and three weeks, yet winners often beat their nearest challengers by only a minute or less.
If you haven’t signed up to receive your monthly Executive Leadership Extra! supplement via e-mail, be sure to visit www.exec-leadership.com/extra
today and register
Send the message that you’re action-oriented by replacing ho-hum verbs such as “oversaw” and “headed” on your written correspondence with strong verbs such as “spearheaded,” “broadened,” “delivered,” “developed,” “expanded,” “generated,” “improved,” “innovated” and “maximized.”
On the one hand, optimism is the fuel that drives leaders. On the other hand, too much optimism leads to the implosion of big undertakings.
The best way to solve a problem is to go where it’s occurring.
Excellence guru Tom Peters says we learn the most and grow the fastest when we tryout lots of new ideas and kill them immediately if they don’t work out.
It looked like Muhammad Ali was about to meet his match in October 1974 against colossal fighter George Foreman. But he didn’t; Ali took the world heavyweight title away from the heavily favored Foreman—whose thunderous punches, some feared, would permanently injure or even kill Ali—and went on to defend it successfully 10 times.
SAS Institute, a software company with sales that topped $1 billion in 1999, uses a simple approach to develop products right the first time.
After leading the first U.S. bombing of Japan, within months of Pearl Harbor, Lt. Col. James Doolittle had to ditch his B-25 on a mountaintop in China. Only one of his 16 bombers landed safely. Several fliers died during the mission, and several more were captured and executed. Even though he thought the raid had succeeded—it was, in fact, the first U.S. victory in the Pacific—Doolittle felt he’d failed his men.