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.
Say you have seven direct-reports. Each one signs on to meet three
important, attainable goals every quarter. If they hit their targets,
four quarters will produce 84 major achievements.
John F. Kennedy had many advantages when he first ran for elected office in 1946, including money, charm, wit and good looks. But Kennedy also decided to buck the status quo. His approach raised him to national prominence.
Figure out your “center” as a leader, by answering these questions:
In 1992, Mike Schwartz walked into a Harley-Davidson dealership in
Delaware … and learned that he’d have to wait a year and half for his
bike. Convinced that he could do better, Schwartz told his wife: “I’m going to buy that place.” She knew he meant it.
One of the frustrations of interviewing is sitting down with an applicant and then discovering that getting him or her to talk is like pulling teeth. But there are ways to avoid that.
Think of the last time one of your people criticized you. Perhaps it was only implied, but you got the idea. Read these four constructive responses.
When envy, gossip or revenge get going, it doesn't take long for a harmonious team to turn into a miserable crew. Make sure you're not contributing to such problems by playing favorites unknowingly.
Do you have an employee who is not working up to standard? Or one with poor work habits? Or one who hasn't shown real improvement for some time? While the causes of impaired performance are varied, there's a time-tested strategy for securing an ongoing commitment from employees to put in the effort to improve results.
Funny, but the very same skills that leaders find most important for
leadership— communicating and listening (43 percent)—they also consider
their biggest shortcomings. At least according to a new survey.
“Whole” leaders balance head, heart and guts, while “partial” leaders
lag in one or two qualities. Here’s a series of questions to determine
if you or your organization are balanced, along with adjustments you