The difference between leaders and great leaders boils down to three things: 1. The magnitude of their impact 2. The length of their impact. 3. The number of followers.
A leader in an organization can’t do everyone’s job. Instead of micromanaging, strong leaders use organizational leadership to coordinate, communicate, motivate and delegate among employees and team members. For comprehensive organizational effectiveness, each individual needs to be seen as a contributor, with the leader at the helm.
Most importantly, best-practices leadership involves keeping employees motivated throughout the process, adapting your scope or strategy as necessary, and developing an effective communication strategy.
Some people never make it to the other side because they’re more successful at being doers. This is a crucial point in determining if you’re going to move up the ranks.
Browse our articles, tools and advice on best-practices leadership.
Many leaders today are fearful and anxious, says Meg Wheatley, an expert on innovative leadership. Their fear and uncertainty deprives them of the energy and enthusiasm they need to keep going. Yet perseverance is precisely what they need. That, and wilderness survival skills.
As a federal prosecutor, DeMaurice Smith never backed off. That’s precisely how Smith, more lately as head of the NFL Players Association, secured a good contract for his members in 2011. His secrets? Three P’s:
Nancy McKinstry, CEO of the multinational publisher Wolters Kluwer, describes herself as an analytical person. She also calls herself an “insider-outsider” who knows her company thoroughly from the inside but also is an outsider—she became its first non-Dutch CEO and the first woman to lead it. She says she likes hiring people who have overcome adversity because ...