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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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What to do in a situation where it’s obvious your company screwed up royally?
Everything we perceive is influenced by how we see ourselves. For this reason, we need to develop self-awareness—with no filters—to fulfill our potential as leaders.
America has built a reputation over the years for stingy vacation policies compared to European counterparts and for the reluctance of workers to use even their entitled time off. Here’s how you can help give employees the ‘unplugged’ vacation they need.
Oscar-nominated director Ava DuVernay (“Selma”) says mainstream leaders must embrace diversity, and that women and people of color need equality in getting second chances. Here’s how she challenges conventions.
Jamie Dimon prefers to share information—strategic initiatives, financial results, etc.—with a wide range of employees. Through this inclusive approach, people at all levels feel like participants in the company’s fortunes rather than bystanders.
Even if you want to listen well, many obstacles stand in the way. It’s not enough to tell yourself, “I’m just not very good at listening.” Armed with that excuse, you won’t try as hard to concentrate on what you hear.
Part of a boss’s job is to listen to complaints about employees from their co-workers. For example, Jane tells you she often has to scramble near deadline because her co-worker Joe seems to drag his feet with the data she needs to complete her task. What should you do?
Like any CEO, Amy Rees Anderson wishes that employees wouldn’t make costly errors. Yet she’s willing to look past well-intentioned mistakes as long as they turn into learning opportunities.
Sometimes, team members need or want favors—to come in late, leave early, pass on an assignment, get a deadline extended, etc. But how do you accommodate such requests without leaving other team members grumbling?
Becoming a boss for the first time has serious consequences for both the individual and the organization.
It’s difficult to tell solid performers that their hard work on a project isn’t quite good enough. How do you ask team members to take another crack at a project without demotivating them?
When Graham Henry became head coach of New Zealand’s national rugby team in 2004, he knew he faced long odds. The once-great rugby powerhouse—perhaps the most successful sports team ever—was in a rut.
Perhaps you’ve heard that innovators think “outside the box.” That’s old news. Given the complex interconnectedness of today’s economy—and technology’s ever-expanding reach—there’s a new way to approach innovative thinking.
James McCann pounced on a deal without thoroughly investigating the seller or analyzing the financial details of the transaction. Soon after completing the purchase, he realized his mistake.
While there’s no guarantee Gavin Patterson would have uncovered the extent of his company’s accounting fraud if he had spent more time there, his lack of involvement didn’t help.
Being a manager requires that you strike a number of sensitive balances with your team and peers: You want to develop authentic and respectful relationships, while maintaining professional boundaries. It’s a tall order.
When employees trust each other and their supervisors, they collaborate more freely and communicate more forthrightly. Rumors don’t spread. There’s less malicious gossip. And people root for each other’s success.
“Work hard” is one of the cardinal rules of success. For what that means, listen to big-time columnist Jimmy Breslin.
Which employees should you be fighting to keep? It doesn’t always come down to their knowledge, skills or personality. Instead, the most exceptional employees possess these attributes.
What keeps Elon Musk up at night is not futuristic at all. It’s the overstuffed parking lot outside his office window.
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