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.
Sometimes it seems like putting out fires is the most important task in our job descriptions as managers. How well do you handle crises that break up your workflow? Take this quiz and find out.
"We're living through a historically steep leadership learning curve. Unfortunately, we're learning from unbelievably poor examples of leadership." So writes consultant and leadership coach Dan Coughlin in his book, Corporate Catalysts.
In his book Corporate Catalysts, author Dan Coughlin identifies 20 leadership tools—"different ways to influence the way other people think. They are very simple ideas; that's the point. Being a great leader is not complicated." Here's a sampling:
You sigh and turn to Erin. "That was the registrar's office at State. Seems our boy Jason is not actually enrolled there—and hasn't been for two years."
Do your aging parents live in a home that's soared in value? Chances are, they've paid off the house, so they're not claiming mortgage interest deductions anymore. Even if they still deduct mortgage interest, they're probably in a low tax bracket now, so those deductions don't do much good anyway.
Here is an abbreviated version of five practices that lay out the leader’s path:
Great leaders generally view fighting as a last resort. But most of them will fight, and fight furiously, once an adversary has pushed them to a point of no return. How do great leaders handle fighting, and how should you? Find some clues in the battle styles of these great presidents:
Tracy Rode always tries hard to comply with a client’s need for speed,
even if it means unrealistic deadlines under near-impossible
circumstances. Her particular challenge—and that of her company, Vision3 Interactive
in Nashville, Tenn.—is that online technology is evolving so fast that
it’s hard enough to keep up with technological advances without
over-the-top customer demands.
Take two guys who’ve made it a big part of their “value proposition” to
hire military veterans, and you’ve got the basic leadership philosophy
at Home Depot. Vets are mature, disciplined leaders, says HR chief Dennis Donovan.
At age 30, Dave Haynes has worked his way up from mowing lawns, driving
a bus and supervising water safety to become an international sales rep
for Federal Express. Now, he’s exploited his longtime status as a “grunt” in The Peon Book, a new guide for clueless bosses who forget what it’s like on the front lines. Haynes always thought business books “don’t ever give it to managers straight,” so, he wrote one himself. Some Peon highlights: