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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Some employees don’t buy into teams, but that doesn’t necessarily make them bad. You can turn these independent- minded staffers into valuable contributors by letting them produce results on their own terms.

Q. I’m fed up with waiting six months for a great performance review, only to get a measly little raise. This has gone on for four years. What can I do to break this cycle?

Q. Almost two years ago, I was forced by my boss to take a transfer employee from another department who I knew was trouble. This person likes to pit employees against each other by bad-mouthing them. She has managed to foster several allies among my staff.
Michael Kinsley, the editor of Slate, an online magazine published by Microsoft Corp., has a formidable résumé. He joined Microsoft in January 1996 after serving as editor of The New Republic and co-host of CNN’s Crossfire. He’s also a contributing writer at Time and has written for publications such as The Wall Street Journal, The New Yorker, Vanity Fair and Reader’s Digest. Based in Microsoft’s headquarters in Redmond, Wash., Kinsley manages people nationwide.
Like Teflon, some bosses never have anything bad stick to them. Despite abortive projects and unmet commitments, they survive.
Manage change by communicating to your team the dangers of the status quo.
Most management experts warn against meddling in your employees’ every decision. That advice isn’t always right. While controlling supervisors can turn their bold innovators into pliant order-takers, there are times when micromanaging makes sense.
To reach a major decision, invite your team to vote on a course of action.
As much as you want your employees to challenge your ideas without fear of retribution, they may still feel reluctant to speak up.
Trying to motivate your employees to accept new goals or an organizational change? Give them a “Reason to Believe” (RTB).
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