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.
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.
Craig Ross was hired by a company to help its leaders innovate more effectively. Almost immediately, Ross detected a problem: The participants failed to connect well with each other.
Leaders who can take an organization from good to great are like Darwin Smith, the mild-mannered lawyer of Kimberly-Clark who, named CEO, transformed the stodgy old paper company. Smith embodies what is called Level 5 leadership: someone who combines extreme personal humility with intense professional will.
While the legal requirements to retain records are complex, you're probably safe in dumping those 1984 vacation-day requests. Still, knowing which records to save or toss can be critical to your business, particularly in defending against a lawsuit.
Want to earn a big promotion? Start acting like you’ve already received it.
Horst Abraham, 94, coaches top athletes. From his experience as a ski instructor, he has noticed that champions focus on their flaws rather than deny them.
Career climbers hitch their wagon to a star, right? Not necessarily. While it’s smart to forge alliances with a handful of influential leaders across your organization, leaning too heavily on them can backfire.
An executive at a healthcare company, Adam Rosenfeld found himself supervising a skilled but unhappy staffer, Joan. Despite his efforts, Joan continued to struggle during meetings. An introvert, she often remained too quiet as participants monopolized the floor and derailed the agenda.
James Patterson, the world’s highest-paid and possibly most prolific author, describes the best advice he ever received.
Jim McIngvale, known as “Mattress Mack,” turned his two Houston furniture stores into shelters after Hurricane Harvey. The social media was tremendous.
Hiring managers need to recruit with care. But when you’re running a startup with global ambitions, every hiring decision can make or break the company.
Nothing stops you from developing your leadership skills, even if you have no one under you to lead. By exerting influence and making an impact, you can lead without an army of underlings reporting to you.