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.
If the people at your new job are ridiculously happy to see you, beware. You’ve just inherited a big mess. As early
as the interview stage, you may see warnings. Look for problems like these:
Over recent decades, the thinking has held that leaders should be
evaluated solely on performance, usually defined as financial
performance. Now, several Harvard researchers say that providing meaning and purpose
for employees is an equally important gauge of leadership.
You probably think you know your “people people.” They’re the nurturers, the team players, the diplomats. In truth, that ain’t the half of it. Researchers studied the psychological tests of more than 7,000
professionals and identified four aspects of “relational” work:
influence, interpersonal facilitation, relational creativity and team
leadership. Here’s what it means:
The earlier you face a crisis and make difficult corrections, the better. Just ask Robert Hass, who took over as CEO of Levi Strauss & Co. in 1989.
How do you hire and keep people who share your mission, work ethic and
what you believe in? When leadership coach and author John C. Maxwell
moved his company from San Diego to Atlanta, he sat his employees down
and went over this starter set of values:
Even if you lack formal authority, you can still practice what business
professor and researcher Robert E. Kelly calls “small-L leadership” by
bringing people together to complete a job.
When conflict erupts among your people, it’s often sparked—believe it or not—by a clash of social identities. These strategies may help:
Generations ago, they were called commandos or rangers. Today, they’re
called “special ops.” Throughout history, special ops units have adhered to the philosophy of
daring to do the impossible to achieve the extraordinary. How do you employ special ops? Apply the six principles of special ops:
If, as the old adages go, 90 percent of success is just showing up, and
80 percent of leadership is caring about your people, Dr. Alan Manevitz, a psychiatrist at New York-Presbyterian Hospital,
is a successful leader.
Barbara Corcoran overcame poverty and a series of setbacks to become
one of the most powerful real estate brokers in America, heading New
York-based the Corcoran Group. Corcoran says she excels at failure and does her best in a crisis. Examples: