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.
Early in their careers, leaders move up quickly because they can identify problems and solve them.
Columbia Business School professor Michael Feiner remembers having a boss who would sort mail during their meetings. It made Feiner feel like an ashtray.
You probably know Gen. George S. Patton for his “blood ’n’ guts”approach to battle, but he dedicated himself to something far less obvious: preparation.
Sir Frank Williams began building race cars more than 30 years ago and won his first world championship in 1979. Since then, he’s won eight more world championships, and his drivers have clinched the Drivers World Championship seven times.
“I’m hard pressed to think of a trend that [Estée] Lauder started,” writes fashion insider Grace Mirabella. Nonetheless, Mirabella heaps praise on Lauder’s unparalleled cosmetics empire.
Learn from the last samurai, Saigo Takamori, who’s still revered in Japan 120 years after his death for his courage, simplicity and fairness.
In high-stakes negotiations, sitting across the table from your opponents ends the signal that you are enemies, not collaborators who are looking for solutions that meet both your needs.
Imagine you're newly assigned to lead a critical unit within your organization — only to discover a long backlog, high turnover, high absenteeism, and low morale. That's what happened to Eunice ...
With today's workers feeling the strains caused by higher performance requirements, greater responsibilities, and more frequent downsizings, it's important for managers to be able to identify and deal with burnout.
Although flexible scheduling sounds great in theory, in practice it can sound like this: Managers regretfully say, "I'd like to help, but ..." Employees complain, "You promised I wouldn't have to come in?" Co-workers bitterly remark, "How come we're stuck here while they get to work at home?"