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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When Frank Battiston, a Microsoft Canada executive, meets with managers to discuss succession planning, his focus might surprise you.
The best public speakers foster so much goodwill with their audience that even if something mortifying happens, they can recover. Just ask Joey Asher.
After two decades as a football coach, Chip Kelly unearthed an in­­teresting insight about recruiting players for the NFL: The teams with the most college graduates tend to outperform their rivals...
When people band together to achieve an ambitious goal, it can heighten everyone’s sense of camaraderie. That’s what happened in Seattle in the lead-up to the Seahawks’ Super Bowl win in 2014.
It would be easy to explain NBA start Kevin Durant’s greatness as a combination of athleticism and practice. But what else has played a huge part?
Papa John’s founder John Schnatter started a gutter-painting company when he was 12 years old at the home of his grandfather and mentor. A decade later, he launched what would become the nation’s third-largest pizza chain.
During Alyson Pitman Giles' 13 years at the helm of Catholic Medical Center in Manchester, N.H., the hospital’s finances reversed course. By the time she left in 2012, its operating margin exceeded $3 million. But her success did not come without turmoil.
A CEO cannot play referee to resolve every internal dispute. But leaders need a strategy to address employee complaints about each other.
Suspend all prejudices for a minute, and try to understand why these fresh young thinkers do what they do. It's all about the economy.
Do you have too much money in­­vested in low-priority items? Execu­­tives say low-priority initiatives get too much funding, cost-cutting isn’t strategic and budgeting isn’t tightly aligned with strategic planning at their companies, according to research by Strategy&.
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