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.

Charles Harwood spent 10 years as president of N.V. Philips’ integrated circuit company in America. In this interview Harwood, now retired, shares his insights into getting ahead.

Nuke negativity

by on January 1, 2000 4:00pm
in Leaders & Managers

It’s easy to persuade people who are inclined to agree with you. The real test comes when you’re dealing with stubborn employees or closed-minded bosses itching to find fault with your proposal.

Tame a powermonger

by on January 1, 2000 4:00pm
in Leaders & Managers

Try these shrewd, nonconfrontational ways to tame a powermonger.
You don’t want to overwhelm your staff with lots of silly rules. But that doesn’t mean you should let them ignore company rules.
You observe an employee loafing or overhear two workers making snide comments about the company. Beware of retaliating by ignoring them in meetings or dismissing their work.
When explaining change, begin by listing the facts behind your decision, such as a shrinking market share or shifting demographics.
Try “Guess My Lie,” an ideal game when you want people to get to know each other better and lower their defenses.
When you’re struggling with a nagging problem—from a personnel dispute to a troubling trend in your financial reports—assess the situation wearing three hats.
Charles Harwood spent 10 years as president of N.V. Philips’ integrated circuit company in America. Under his watch, the division’s annual sales reached $700 million and it built up to 10,000 employees.

Q. I’ve had the same boss for seven years. It has been a decent relationship, but lately he’s acting weird. He snaps more easily, finds fault with my work and nags me relentlessly. What should I do?