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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One employee overhears another complaining about him.  You agree, but now you have to moderate their dispute.
Change never sleeps around here. Every day brings new initiatives, new market developments, new personnel. Sometimes I wish I could download every last bit of the latest news and e-mail everyone, so that no one feels left out. But reality interferes.
Your secretary has started behaving strangely.  You think she might be jealous of your recent promotion, but how do you get her back on track?
In 1983 only six firms out of the Fortune 200 were testing their workers for drugs. By 1991, 196 of these companies were doing it.
Too much talk, not enough action. That’s the danger of relying on committees.
Before you scold an employee, try posing an ideal question in which you let the employee ponder how to do better.
To ensure that your message sinks in, you can raise your voice or repeat yourself. But there are gentler and more effective ways to drill home an important point to your staff. Try these techniques to enliven your remarks to capture others’ attention:
How to react in a number of different situations involving confrontation in the workplace
An interview with Douglas Engelbart, inventor or the computer mouse, on-screen windows, groupware, videoconferencing, and the hypertext software that lefts Web surfers jump from link to link with ease
You already know that it’s smart to empower employees by nurturing their strengths and letting learn and grow on the job. The last thing you need is another book on the beauty and benefits of fair, enlightened management. To its credit, Leveraging People and Profit (Butterworth-Heinemann, 1998) doesn’t preach.
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