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.

Page 857 of 930« First...102030...856857858...860870880...Last »
When C. Richard Reese joined the U.S. Army, he never expected that the experience would put him on a path that eventually led to his becoming CEO of a $986 million information management company.
Sometimes you must hold back confidential information.
You might concentrate on your poor performers, pushing them to work harder, think smarter or improve their attitude. That’s fine, as long as you don’t neglect your best workers.
When Larry Skerski began working as a cable technician, about half his job involved climbing ladders, poles and towers. But a decade into his job, he developed a panic disorder when ...
Cathy Collings wanted to fire one of her employees, a state social worker, because he refused to license homosexuals as foster parents. The worker said that his religious beliefs prevented it. ...
I declined a promotion to a newly created HR position. It wasn’t a good fit for me. Since the hiring of the HR person, I get a sense my work no longer is valued.
I’m an office manager. We have 52 employees here. Of that population, six smoke. We allow them to take cigarette breaks, but the time they take for these breaks exceeds the time they’re allowed for breaks in a day, thus frustrating nonsmokers.
You take an employee aside during a break in a meeting and alert him that his remarks were unacceptable. Stop there.
In her first year as supervisor, Stacy shined. Her high energy, innovative ideas and exceptional dedication impressed everyone. But with each passing year, she lost more luster.
Practical time management need not involve fancy personal planners or elaborate A, B and C to-do lists.