Management training isn’t just for newbies and novices – managers and supervisors of all levels and all ages need actionable management practices to bring to their department, division or company. Learn how to be the best boss you can be by expanding your management skills, managing change effectively and bring strong leadership into your everyday management practices.
One important way to judge your success as a manger is by the success of your employees. An effective manager isn’t just a boss who can extract the most productivity from his people, but the one who produces great future managers. How can you be sure that under your leadership managers will blossom?
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Economic developer Cheryl Scott reminds us of timeless principles that help us lay a solid business foundation by keeping the customers first.
Most managers know that it’s against the law to discriminate against employees and applicants because of their race, gender, age, religion or disability. But you may not know that those same federal laws also make it illegal for employers and supervisors to retaliate in any way against employees who voice complaints about on-the-job discrimination.
As a top executive at Dow Corning, Carol Pudnos wanted to improve the customer experience. So she studied how they interacted with Dow Corning every step of the way—and it changed everything.
Stepping into a management role is exciting and scary all at the same time. While leading others is extremely rewarding, it’s also challenging—especially if you make these rookie mistakes.
When you lead a team full of employees who feel a sense of responsibility for reaching the organization’s goals, productivity and performance improve. Tips to encourage employees to act like they run the place.
When looking for the next generation of leaders in your workplace, ask yourself these questions.
Things change when you get promoted and go from being just another employee to a manager above your former peers. To make the move as smooth as possible, take this advice from leadership experts rounded up by Time reporter Daniel Bortz.
If your employee handbook hasn’t been updated in the past six months, it’s out of date. Because employment laws and your business are in a constant state of flux, it’s critical to keep your personnel policies up-to-date. In light of recent legal changes, be sure your policies include these updates:
Eric Greitens became a Navy SEAL by becoming a leader. He figured the best way to start Hell Week would be to pull together a team of seven and keep them together, using the chaos of night to their advantage ...
Surveys show that employees actually value negative feedback when it’s delivered constructively. But a poor approach can cause resentment and further job disengagement. Here are 7 tips to follow when giving your next review:
Even after becoming CEO of SAP, the world’s largest software firm, Bill McDermott never stopped learning. He kept searching for ways to enhance his leadership.
Here’s a look at some of the most impactful ways you can tweak your onboarding to transform new hires into productive team members as quickly as possible.
To think strategically, you need to pose the right questions. Mobilizing your team to come up with the right answers turns everyone into strategic thinkers.
Every organization has a personality, say two leadership consultants who offer this advice for building leaders at every level.
Maybe it’s surprising that the CEO of Victoria’s Secret, a $6.7 billion global brand, grew up as a farm girl in Oklahoma. Maybe, but it shouldn’t be. The important thing about CEO Sharen Jester Turney is that she has the zest to try new things.
Columnist and speaker Marie McIntyre recently let webinar attendees in on the secrets she's been revealing since she herself was given a managerial title.
When Doug Conant joined Campbell Soup Co. in 2001 as CEO, cheaper brands threatened the company’s future. Conant’s predecessor had raised prices, alienating many Campbell fans. Almost immediately, Conant detected a serious problem: morale.
Tom Voss ran a company with a poor safety record and the status quo was unacceptable. At the time, Voss was chief operating officer of Ameren, a utility company in the Midwest. He sought to overhaul the firm’s lax safety culture by hosting a meeting with 200 of his senior managers. To galvanize his audience, the normally soft-spoken Voss turned into an inspiring dynamo.
You are only human, and you will experience days when employees test your patience. However, even when a blowup feels warranted, here are several reasons for you to watch your temper:
New leaders are quitting in ever-higher numbers. The reason is lack of preparation.
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