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.
After flying 61 combat missions in World War II and winning military honors, Robert McDermott didn’t bask in the glow of his military heroics. Instead, he helped build the Air Force Academy into a model of military education and then shifted to the private sector to become CEO of USAA.
Renoir’s pastel paintings of plump bourgeois people initially inspired rage, hatred and mockery. William Baker, director of a center for media education at Fordham, took away two lessons from that reaction.
David Frost, the legendary British TV interviewer and broadcaster, died last week at the age of 74. He is perhaps most famous outside England for his long-form grilling of Richard Nixon on video. Frost controlled the rights to that series of interviews, and taught media up-and-comers this lesson: “Make sure you own the formats.” Today […]
As sales manager for a fledgling magazine, C. Richard Weylman needed to generate enough print ads to keep the new publication afloat. One of the salespeople routinely outperformed his peers, yet his high production came at a cost: He rejected the organization’s culture of cooperation and its customer-centric philosophy ...
Does bullying occur at your office? What can managers do when they become aware of bullying? Brad Karsh, president of JB Training Solutions and co-author of Manager 3.0: A Millennial’s Guide to Rewriting the Rules of Management, offers the following tips.
Ready to inspire greatness in your team? Leadership expert Mark Hopkins believes success starts with creating a personal vision.
Managers are usually adept at handling small teams, but as companies develop and grow, you need to be ready to lead larger groups.
At some point during your career, if not already, you’ll be invited to brief senior-level executives (or a board of directors) on your team’s initiatives and activities. Here’s how to make a favorable impression before this tough crowd:
When longtime staff or specialized, skilled workers leave, they often take with them the history and knowledge of certain processes and procedures. Managers, already short-staffed from prior cutbacks during the recession, may not have developed written procedures for each job function. How to simplify procedures and create best practices:
Given the general acceleration of things, the “first 100 days” as a measure of an executive’s effectiveness, first used in 1933, has sped up. So how would that work for a new CEO?