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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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Eric Schmidt joined Google as its CEO in 2001. Even though the company was already a smashing success, he knew his job wouldn’t be easy. Schmidt, 61, understood the risk that founders take when hiring an outsider as CEO. Clashes can occur as founders chafe at the CEO’s decisions.

Here’s how to navigate this tricky work problem—without wrecking the relationship.

The traits that served Dick Costolo well during Twitter’s early years did not help him once it became a public company. His background did not prepare him to run a huge global business with investors clamoring for stable growth.

Ken Chenault knows it’s tough to forge connections with over 50,000 employees. But that doesn’t stop the longtime CEO of American Express from trying.
Often managers feel caught between a rock and a hard place. Challenged to meet organizational goals in a tough economic climate, they push teams to do more and watch the stress levels rise.
Tech visionary John Mauchly wrote a paper in 1941 that led to the first modern computer: the Electronic Numerical Integrator and Computer, or ENIAC, a device that used electricity to “think.”
When it comes to motivating employees, most would-be leaders do their best to excite everyone. But you cannot motivate everyone no matter how hard you try.
Determine what you can (and can’t) manage when employees ‘go at it.’
Rob Wilson is president of Employco USA, a human resources outsourcing firm based in Westmont, Ill. An employment expert, Wilson and his team help companies manage a range of HR Functions.
Jim Estill is CEO of Danby, an appliance manufacturer based in Canada. He’s also willing to take a stand on issues outside of his job.
Do your comments during performance appraisals always hit the mark?
Physical violence is dangerous, disruptive and can involve companies in expensive lawsuits if employees—particularly bystanders—are injured during a fight.
Know when to step up—and when to step back.
If you’re too eager to reach consensus in a meeting, you might limit debate and dismiss divergent views.
In 2007, Scott Harrison founded a nonprofit to fund water projects in the developing world. Within six years, he raised over $100 million.
If you micromanage your employees, this is what they’d love to tell you—but likely won’t.
As CEO of Blockbuster in 2004, John Antioco headed a retail giant. The $6 billion video rental chain earned 60% profit margins with 60,000 employees. But six years later, it went bankrupt.
There’s a big difference between an organization that’s leadership-centric and leader-centric. And it all depends on you.
“Would you lead this project?” It’s no surprise that these words can cause anxiety.
Use these tips to draft an employee survey that provides you with information you can use.
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