Reach your core with a ‘no spin’ zone

September 7, 2012

As president of Usher’s New Look Foundation, Shawn H. Wilson puts a premium on openness and communication. To drive his team toward success, he asks that employees assume a “no-spin” attitude in talking about problems.

How soft skills can drive hard results

September 6, 2012
Appreciating team members is one of the soft skills that can drive the hard results you want.

Master the Q-and-A segment

September 1, 2012
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What your team needs most is stability

August 31, 2012

Underlying the list of what needs to get done is the list of what your team needs to get things done. Satisfy those basic needs, build a culture of trust, and people will follow. To build a culture that satisfies basic needs, create a sense of stability.

Manage your managers, not their staff

August 29, 2012
This season, the Washington Nationals have stood at or near the top of their division because they have a skipper who knows how to lead: Davey Johnson.

Get better at doing nothing

August 24, 2012
The most successful leaders delegate almost all their regular work to their staff, which allows them to facilitate and orchestrate everyone else’s performance. But “doing nothing” is hard for people who have risen through the ranks for their ability “to do.” Two ways to get better at it:

4 ways to leverage your leadership

August 20, 2012

Observation and feedback are essential to your role as a leader. How to make sure you keep paying attention:

Can you keep a secret?

August 17, 2012
Here’s one skill no one will teach you that can make or break your career: the ability to keep a secret.

Tell ’em you’ve got their backs

August 17, 2012

Let managers know you’ll back them up—and then actually back them up. The most important thing you can say: “I will fight for you …”

You owe them an honest critique

August 8, 2012

If you give somebody a bad grade without explanation, that’s not acceptable, says Laura Yecies, CEO of online storage service SugarSync. Yecies fights the impulse by reading every performance review—not so much to see if she agrees with the assessment but to check whether the manager is being thoughtful.