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.
The Body Shop founder Anita Roddick once said that any mother who’s
dealt with two kids and one piece of candy could negotiate any contract. Here are rules for both work and family leadership from some prominent leaders:
Leaders stick by their friends through thick and thin, right? After all, loyalty is a good thing. Or is it?
IBM has always been known for its leadership training. So, why did it decide to rewrite its own book on leadership? In 2002, incoming CEO Sam Palmisano decided that the Internet really
did change everything, and Big Blue’s leadership model would have to
In 1805, Meriwether Lewis and William Clark came to an unexpected fork
in the Missouri River. According to all the intelligence the explorers
had received, this river wasn’t supposed to exist. Facing a pressing decision, Lewis and Clark started gathering facts on which to base their eventual decision. Ultimately, Lewis and Clark were correct, largely because they used these tactics:
Late in the 1990s, NASA made a sobering discovery: Due to the departure
of key scientists, nobody on staff knew how to put a man on the moon. That’s why the space agency developed these seven critical questions to help stem the loss of critical knowledge:
The pitcher may run the show in baseball, but the catcher often leads the pitcher. Take Brian Schneider, catcher for the Washington Nationals. Although he
has great physical skills, it’s Schneider’s finesse with pitchers that
makes him stand out.
One day, leadership guru Jack Stack was fishing—and failing miserably
at it—when he noticed an old-timer standing nearby on the dock. Stack
asked the old guy what he (Stack) was doing wrong.
Many executives fail to identify their most talented people. Usually,
that’s because they’ve placed too much trust in one of the following
After combing through 14 years of research, here’s what Good to Great guy Jim Collins says about the art of making decisions:
After the battles of Shiloh and Vicksburg, when Ulysses Grant had
developed fully as a general, he was called upon to resolve a crisis in
Tennessee, where Chattanooga had become a trap for Union forces. Grant’s decisions underscored his competence, in these ways: