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.

Bob Lutz is one leader who knows how to break rules

Cooperation is fine, but sometimes, a leader has to come out ahead in oneon- one competition for a specific prize.

Laying out goals

by on January 1, 2004 2:00pm
in Leaders & Managers

Research suggests that few employees understand their organization’s goals, so it’s your job to lay them out and draw a clear line from strategy to action.

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.