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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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In 2006, Greg Satell confronted a big problem. He helped run a Ukraine-based company whose main product, a popular magazine called Afisha, was in decline.
Trying to motivate employees with games, incentives and pizza parties might work to some extent. But lasting results only come from fully engaged staffers who believe in the organizational culture.
The morning before announcing a big layoff, Jim Bryan made a call to his executive coach. And he received some invaluable advice.
“We needed to work with a strong technical team to support our firm’s growth, but we couldn’t find the right partner. Surprisingly, it’s rare to find a tech firm that combines high-quality creative designers and skilled developers who can produce exceptional results...”
Most leaders like to celebrate success. But if you want employees to innovate, think about the benefits of celebrating failure, too. After all, no less sweat, toil or creative energy goes into major projects that don’t happen to pan out.
Catastrophic failures aren’t usually caused by one or two big mess-ups but by a series of cascading errors. So it was at this year’s Academy Awards, where a number of factors contributed to the wrong movie being announced as Best Picture.
A new data-rich report from Deloitte focuses on risk management and the various obstacles that can effect the board and C-suite. Download “Taking aim at value: Avoid overconfidence and look again at risk.”
Q. One of my supervisors rubs people the wrong way. Some colleagues complain that her comments bother them—and that she subtly cuts them down. What can I do to address the situation? I’m not even sure how to explain the problem to her, much less propose a solution.
The management challenge is to figure out how to keep the average employees motivated. Here are three principles managers should apply to motivate average employees—that is, employees who deliver on their objectives successfully and do not proactively seek additional tasks or challenges.
Q. There’s a big gap between the desired performance that I’d like from people—and their actual output. Apparently, I demand too much (at least that’s what I hear from employee engagement surveys). What am I supposed to do? Lower my standards?
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