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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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Give advice that counts

by on October 1, 1997 10:30am
in Leaders & Managers

You have the knowledge. Your employees can benefit from it. Now comes the tricky task of communicating so that your advice makes a difference.
Hundreds of books exist on motivational skills and team dynamics. But The Truth About Burnout doesn’t try to give you rosy formulas on how to be a warm, fuzzy manager of a happy, blissful office.
Leading a team meeting? The worst way to start off is to ask everyone to introduce themselves and include their titles.
You already know not to judge people based on their accent, skin color, gender and so on.
Effective leaders spend 60 percent of their time solving problems, while average leaders spend less than 30 percent of their time fixing what’s broken.
Walter B. Wriston is among the most influential American business figures of the 20th century.
I need to get something off my chest. Just because I control a company doesn’t make me some evil corporate monster.
Left unchecked, cynicism can lower morale and infect a workplace with lazy, indifferent employees. Smart managers find ways to put a muzzle on cynics and keep them from acting up.
You already know the topics you cannot discuss at work: personal disabilities, marital status, lifestyle, pregnancies and the like. But beyond these basics, there are other types of verbal slip-ups that can prove costly.
Stuck with a lifeless team? Wake members up with an infusion of energy.
You already know not to lose your temper at work. But some executives who withhold a verbal tirade still sabotage themselves by acting out their disgust in nonverbal ways.
There’s a fine line between asserting yourself and sounding defensive.
I was shifted into a management job three months after starting my new position, but I’m not earning the pay I deserve.
You can talk a good game, but if you want others to listen to you, jazz up your remarks.
Trying to encourage your staff to do their best gets harder if one of them is always expecting the worst.
Whenever an employee shares some personal news, show interest and follow up.
In a survey of 906 large firms by the American Management Association, 35 percent said they monitor their workers by recording their phone calls and voice mail, inspecting their computer files or even videotaping them on the job.
Career coaches claim that by helping you to burnish your image and plot your next move, they’ll guide you to a happier state. But at an hourly rate of $75–$150, what do you get?
How would you rate your employees? You can probably identify your best and worst workers in an instant.
Check out this Web site.
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