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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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The best way to solve a problem is to go where it’s occurring.

Excellence guru Tom Peters says we learn the most and grow the fastest when we tryout lots of new ideas and kill them immediately if they don’t work out.
SAS Institute, a software company with sales that topped $1 billion in 1999, uses a simple approach to develop products right the first time.
After leading the first U.S. bombing of Japan, within months of Pearl Harbor, Lt. Col. James Doolittle had to ditch his B-25 on a mountaintop in China. Only one of his 16 bombers landed safely. Several fliers died during the mission, and several more were captured and executed. Even though he thought the raid had succeeded—it was, in fact, the first U.S. victory in the Pacific—Doolittle felt he’d failed his men.
Soldier/diplomat Col. Tom Wilhelm came of age during the collapse of communism, cut his teeth in the Balkans and now represents the U.S. military in Mongolia.
Are you a lone ranger in this era of team players?
Take a few tips on using the art of self-promotion from communication consultant Peggy Klaus:
After studying ancient Greek drama masterpieces, the German philosopher Friedrich Nietzsche (1844-1900) concluded that great accomplishments come from people who can think in two distinct ways at the same time:
New Zealand is studying how to turn its scientists into business leaders who can take their innovations to international markets. In interviews with 31 business leaders, a government sponsored study found these transition points in the path of a leader:
Under the new overtime rules, white-collar employees who earn less than $455 per week ($23,660 annually) are automatically eligible for overtime. Those who earn more than $100,000 and perform just one ...
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