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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Cement group decisions by asking your team this one question:
The ability to engage and motivate employees, followed by the ability
to communicate, are the skills that organizations want most in their
leaders, says a new study by Right Management Consultants.
After the fall of Baghdad in 2003, looters carried off tens of
thousands of antiquities from the National Museum of Iraq. Marine
Reserve Col. Matthew Bogdanos has made it his mission to get them back. Here are the leadership traits Bogdanos is applying:
Real leaders look outward to customers, even though it’s easier to focus on what’s happening in-house. Continuous improvement is difficult but not impossible. Here’s how:
Gain insight on how your people would behave in a crisis
Someone once advised Marcy Blochowiak, head of the Georgia-based financial services marketing firm World Financial Group, that she would have to lead herself before she could lead others. “Leader of one, leader of many,” Blochowiak remembers the rhyme. “If you can’t lead one, you can’t lead any.”
Brazilian equipment supplier Semco has grown an average 27.5 percent a year for 14 years, despite wild fluctuations in Brazil’s economy. The reason: Semco’s radical use of participative management. Of the employees’ 3,000 votes, CEO Ricardo Semler gets only one.
You can’t make a sound decision when you’re juggling lots of activities
at the same time, says innovation consultant Luda Kopeikina. Instead, you need to reach the same kind of “clarity state” that top
athletes reach in competition. To get there, these four factors should
be working for you:
People micromanage because they’re afraid. They’re scared about competition, finances, succession, lawsuits, you name it. Uncertainty poses a threat, fear kicks in, and then it’s way too easy to jump in and seize control.