FREE reports, tools, downloads and forms for Leaders & Managers! — Business Management Daily: Free Reports on Human Resources, Employment Law, Office Management, Office Communication, Office Technology and Small Business Tax Business Management Daily — Business Management Daily: Free Reports on Human Resources, Employment Law, Office Management, Office Communication, Office Technology and Small Business Tax Page 767
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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.

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Experience shows that you can triumph over the biggest setbacks.
“Hot teams” improvise, do more work with less supervision and make the extra effort to follow through. Management consultant Laurence Haughton offers this advice for turning ordinary groups into hot teams:
Alan Greenspan owes a lot of his success to an overriding thirst for knowledge and data.
Sometimes, having your own style can help you build a team. Here are five steps to get there:
Failure stories travel quickly by word of mouth but almost never make it into formal settings or “knowledge bases” because people don’t want to look stupid in front of a larger audience. Even so, they’re a lot more effective in teaching lessons than success stories … maybe for the same reason that people can’t turn away from auto accidents.
FDR’s use of a new medium—radio— was how he calmed Americans’ financial fears and began moving the nation slowly out of the Depression. In a nutshell, he did it by:
Woman or man, it doesn’t matter. Each side of the gender divide has a distinct edge in negotiations when the situation is unclear, according to Harvard researchers.
In an exclusive interview with Executive Leadership, executive coach Debra Benton, author of How to Think Like a CEO (Warner Books), identified these six common behaviors as career-killers:
For the moment, forget your notions about career planning. Instead, fill in the following six statements to begin drafting your first annual career report:
It’s true that Reagan didn’t “do” as much as John Kennedy or Richard Nixon. Those presidents wanted to know and control as much as they could, and they obsessed about what people thought of them. Reagan didn’t care about that stuff. More than “do” things himself, he persuaded others to do them for him. He led them.
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