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 a technology manager at Goldman Sachs moved to HR, questioning her staff was suddenly labeled as "interrogating." Why?

As a young child in northern Sweden, Yngve Bergqvist spent much of his time shoveling snow. Years later, he was so accustomed to snow and ice that he built a thriving business around it. Bergqvist decided to create a hotel made entirely of ice. It seemed crazy, but the concept worked.
The rank-and-file aren’t eyeing the C-suite, according to a recent CareerBuilder.com poll.
They have a power that the most skilled managers know how to harness. Want your words to actually resonate with employees? Try posing one very telling question to each member of your team.
Just one item, says author Greg McKeown on LinkedIn.
Graveyard-shift work is growing rapidly, among both white-and blue-collar jobs and in all industries, and on teams whose managers supervise both day-and night-shift workers. Some tips:
If you want to blow your competition out of the water, you need more than just a great idea. You need a team that can turn that idea into reality.
We’ve all heard the adage “You can’t argue with success.” But if you don’t question your own success, you’re doomed to eventual failure.
You can’t just hire the types of people you want: people who are willing to go beyond your expectations, who plan to stay with your organization for the long term, and who will recommend your organization and its leaders to others. You must create the conditions to nurture those characteristics.
Follow the “1% rule” when dealing with upset employees—especially if you’re the target. The rule: At least 1% of what angry employees say is accurate, regardless of how much they generalize.
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