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.
Barbara Corcoran overcame poverty and a series of setbacks to become
one of the most powerful real estate brokers in America, heading New
York-based the Corcoran Group. Corcoran says she excels at failure and does her best in a crisis. Examples:
If, as the old adages go, 90 percent of success is just showing up, and
80 percent of leadership is caring about your people, Dr. Alan Manevitz, a psychiatrist at New York-Presbyterian Hospital,
is a successful leader.
If you want to keep the respect and affection of the people you lead,
stay alert to the signs that you’re becoming a high-maintenance boss:
Mike Kelley lives on the island paradise of Maui, where he headed after
only a year of college on the mainland. He started by selling tanning
lotion by the pool. Now, he owns several companies that provide
recreation for tourists, as well as business and concierge services for
hotels. Kelley’s story proves that, to lead, you often have to take a leap of faith. Here’s how it happened:
Golden opportunities are rare in business. They’re also hard to predict because they arise from random, unconnected events. That’s why practicing active waiting makes sense. Here’s what we mean:
Before he became a World War II hero, Jimmy Doolittle flew across China as part of a promotional trip around the world. His little plane ran into its share of turbulence and other dangers,
but it wasn’t until Jimmy and his wife Joe reached the Dutch East
Indies that something other than his flying skills was tested.
The new owner of several coal mine shafts in Harlan, Ky., was puzzled:
Should he heed the advice of the grizzled ex-miners he’d bought the
shafts from and embrace the new technology of open-pit mining, which a
new competitor had done? Or should he expand his current business by digging another shaft?
When an organization restructures, its new leaders come face to face with critical issues such as:
You can learn some lessons by applying evolution theories to business:
theories such as the Red Queen Principle and “punctuated equilibrium,”
which offer glimpses into the future.
Do you worry needlessly? Probably. Here’s an authoritative estimate of what most people worry about: