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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Jack Stack, the guy who invented a form of open-book management called the Great Game of Business, says you can go too far in trying to light a fire under people. He pleads guilty.
Run down this Marine Corps recruiting checklist to make sure you’re doing everything you can to attract and keep the best people:
Tom Johnson—a capable, driven, highly successful exec—was having trouble getting out of bed in the morning. With little warning, his secretary would have to reschedule his appointments. The problem: Johnson, former publisher of The Los Angeles Times and later chief executive of CNN, was secretly suffering from chronic depression.
When you stride up to a microphone, do you walk confidently or shuffle up with your head down? Here’s a technique that actors use to command attention:
When you think about it, some CEOs are a lot like babies. Here’s what we mean:
Even leaders have slumps. You can pull yourself out of one with a little wisdom and these tactics:
The hard part of leading a creative team is deflecting ideas that are unrealistic, undeveloped or “not ready for prime time.” Take these critical steps:
When the late Tim Russert was a teenager, his father— known in his Buffalo, N.Y., neighborhood as Big Russ—got him a summer job as a garbage collector. Here’s what Russert learned from his old man: “That everybody has a job to do and a contribution to make, and that no matter how small that job may seem in the larger scheme of things, if it’s worth doing at all, it’s worth doing well.” Here’s what leaders can take from Big Russ:
eBay CEO and President Meg Whitman has five pieces of excellent advice for you. They happen to be the best advice ever given to her.
Illinois Budget Director John Filan was appointed in 2003 to whack back the state’s $5 billion budget shortfall, and he’s done it without raising broad-based taxes. Instead, he shrank the number of state agencies by nearly a third, from 66 to 46, holding the number of state employees at 1970s levels. The operational cost of government has gone down, while education grants have gone up, and the state consolidated 22 data centers to five.
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