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.
When the late Tim Russert was a teenager, his
father— known in his Buffalo, N.Y., neighborhood as Big Russ—got him a
summer job as a garbage collector. Here’s what Russert learned from his old man: “That everybody has a job to do and a contribution to make, and that no
matter how small that job may seem in the larger scheme of things, if
it’s worth doing at all, it’s worth doing well.” Here’s what leaders can take from Big Russ:
eBay CEO and President Meg Whitman has five pieces of excellent advice
for you. They happen to be the best advice ever given to her.
Illinois Budget Director John Filan was appointed in 2003 to whack back
the state’s $5 billion budget shortfall, and he’s done it without raising broad-based taxes. Instead, he shrank the number of state agencies by nearly a third, from
66 to 46, holding the number of state employees at 1970s levels. The
operational cost of government has gone down, while education grants
have gone up, and the state consolidated 22 data centers to five.
In an annual review of 2004's dumbest moments in business, these fine leaders came out on top:
Leaders have tremendous
power to inspire and encourage, but some techniques actually undermine
performance. Here’s Samuel Spitalli’s list of 10 no-nos:
Jim Collins studied 11 high-performing companies while writing his best-seller, Good to Great. He observed that great leaders boil down complex issues into action steps by asking these three questions:
Apply these two gems of negotiating wisdom from a classic source:
Even liberals may come to regard the late William Rehnquist as one of the best U.S. Supreme Court chief justices of the century. Reasons: His moderation and efficiency, his fairness and good nature helped him get along with ideological opponents.
Tempers flare all the time in the workplace, and managers need to know how to quickly calm down employees whose anger gets out of hand. Here's a step-by-step strategy you can use:
As a front-line manager, you can tell firsthand when you've made a good hire or not. Right? Well, it depends. If you're trying to help your enterprise assess its overall "quality of hire"—that is, to measure the effectiveness of its recruiting and staffing strategies—then you need to focus on metrics that capture why you think a new hire is or isn't successful.