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.

Ask the people who report to you to identify the greatest frustrations they face on the job. Then create teams on the spot to eliminate or reduce them.
  Thirty years ago, many biologists saw higher primates, including humans, as natural-born “killer apes,” their lives defined by competition, territoriality and dominance.

As a college president, Leo Higdon is seeing higher education absorb some of the same pressures that have slammed business, from the shortened tenures of its leaders to some unprecedented financial pressures.

   It may seem counterintuitive, but front-line workers—not middle managers— most often see eye to eye with senior executives on the need for action. In fact, says Robert Felton, a director of the management consulting firm McKinsey & Co., middle managers often try to thwart new initiatives.
  Were you a leader in your teenage years? What did people think about you then?

 Eleanor Roosevelt set the standard for today’s strong, visible first lady. But she had help along the way from at least two mentors.

As your responsibilities increase, you reach a point at which you can’t personally gather all the information you need to make critical decisions. You have to delegate some information-gathering responsibility to others.
When confronted with a labor-intensive project, it can help to remember the systems developed by Gioacchino Rossini, the Italian composer who could write an opera in 30 days or less without compromising quality.