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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People are afraid to become leaders because the role demands visibility and vulnerability. Even people already in leadership positions often shirk the essential part of their jobs requiring their presence at the front of the pack. It’s impossible to lead without putting yourself out there. To be a leader means:
Tired of negativity at work? OK. Here are some good things employees have to say about their bosses … the kind of leaders they’d go to the moon for.
Many a leader has crashed on the rocks of mergers and acquisitions. That’s because the sirens’ call says that merging two corporate cultures is the “soft stuff.” The hard truth, notes Susan Bowick, who retired last year as an executive vice president at Hewlett- Packard (HP), is that “the soft stuff is the hardest stuff.”
Mocked as “a third-rate Western lawyer” and a “fourth-rate lecturer,” Abraham Lincoln turned out to be a political genius: not because he mastered politics but because of his emotional strengths:
Former Sunbeam Chairman and CEO Albert Dunlap thinks relying on consensus is a copout.
Everybody pays lip service to customer contact. Real leaders actually pick up the phone.
“I can’t get anybody here to work as hard as I do!” That’s a common complaint among managers.
Here’s another installment of the best advice that some of our nation’s top business leaders ever received:
Mackay Envelope Co. CEO Harvey Mackay built his empire by negotiating strategic deals … with paper makers, printers, suppliers. Nearly everything he built involved a deal. Here are Mackay’s six top rules for power dealing:
As you look back over the past few years, can you identify critical projects that you thought about but never started? Can you justify your inaction through lack of time or uncooperative colleagues? If so, you may have caved in to a simple lack of willpower, which two authors of a new book identify as a common leadership problem.
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