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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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We have a belief that when we’re listening to someone, we have to do something to show that we’re listening, like smiling or nodding our head. Not so. That’s called looking like you’re listening.
In order to monetize your data, you need a different approach, one that starts by turning the process on its head.
As a teenager, IBM executive Patrick Tambor and his band mates practiced at his house. Overhearing them discussing whether they should forgo college and pursue their music, Tambor’s father decided to get involved.
Revolutionary firebrand Ethan Allen was so charismatic that his guards on a British prison ship slipped him the captain’s leftover food and helped him adjust his leg irons (while guarding him, day and night, with fixed bayonets).
One of the worst things you can realize as a manager is that you have promoted someone you shouldn’t have. Here’s how to prevent promoting an employee to a position that he's not ready for.
In the 1970s, David Rockefeller ran Chase Manhattan Bank. His longtime public affairs aide, Fraser Seitel, helped draft the CEO’s speeches. In the nearly 50 years that Seitel worked for Rockefeller, he only ticked off his boss once.
Many otherwise strong leaders have a glaring weakness: They buckle under pressure. To withstand pressure, you need to adopt the right attitude. Here are three keys to persevering when it counts.
“As a leader, you have to define your values in a strong, clear way... It’s important that everyone from the people in the billing department to senior executives is clear about the values-based principles that unite us.”
Many supervisors are sensitive about rating their people on the basis of a generalized standard or in terms of a numerical scale. Use these tips offered by Elwood N. Chapman in his book, Supervisor’s Survival Kit, to decide on ratings that accurately and fairly reflect workers’ performance.
In November 2011, JC Penney hired Ron Johnson as its CEO. At the time, Johnson was considered a bold hire. But his star faded fast. Within 17 months, Penney ousted him after the company lost $4 billion in revenue and its stock tanked.
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