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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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As you mingle before delivering a speech, use that time to win over audience members. Help them form a positive first impression of you.

Deciding is a process, not an event, so use that process to learn. Here are some benefits, risks and challenges.
Q. I volunteered to serve on a committee to boost my visibility here. But I keep getting assigned time-consuming projects on top of my normal job. The projects aren’t very interesting, and it feels like the committee chair is just dumping chores on my lap. Should I quit this stupid committee?
Employers of all sizes have increasingly allowed staffers to work from home on a full- or part-time basis. But now some big corporations are changing their mind.

Q. For years, I reported to the CEO. But the company brought in someone just below the CEO level, so now I report to this new manager who’s terrible. I rely on my new boss to get a sense of the CEO’s priorities, but after he comes out of meetings with the CEO, he’s vague about what’s next. Plus, he takes credit for my ideas. How would you handle this?

Give more information than your employees may need ... Keep chairs open ... Do a double evaluation

Serial entrepreneur Rohit Mehrotra owns one of the fastest-growing tech services companies in America. Asked what wisdom he would share with future leaders, aside from a strong ethical compass, he said this.
It’s nearly inevitable that you and your team will deal with a change in business strategy, roles or responsibilities at some point. Here are some ways all managers can help their teams remain focused.
Before anyone had invented computers, two visionaries, John Mauchly and Presper Eckert, recognized their immense potential. They had to place a bet on the best way to get their imminent invention to market.
Your request for a favor should never assume that the request itself is a hassle. The way you ask is often the hassle.
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