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Best-Practices Leadership

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.

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By 1810, Napoleon’s occupation of Spain had deteriorated into what he would call his “Spanish ulcer.” With help from England and Portugal, local insurgents resisted more than 300,000 French soldiers occupying Spain. The rebels managed to force a French retreat and occupy the hills controlling the roads to Seville and Cordoba. The division charged down this road in the high sierra, headed straight for a band of French soldiers commanded by a truly remarkable officer: Capt. Cyr Billot.
When Jim Copeland served as CEO of Deloitte & Touche, now part of an international professional services firm, the people he worked with respected him for his trustworthiness. Why?
Robert Hopkins, a pilot and photographer during World War II, could have settled for being one of many photographers assigned in 1945 to the Yalta conference in the Crimea, where the three main Allied leaders would shape the postwar world. Instead, being crowded out of prime shots by some 30 Russian photographers led the young Hopkins to assert his leadership skills.
Close the gap between the leader you are and the leader you want to be, with this four-step exercise:
The Body Shop founder Anita Roddick once said that any mother who’s dealt with two kids and one piece of candy could negotiate any contract. Here are rules for both work and family leadership from some prominent leaders:
IBM has always been known for its leadership training. So, why did it decide to rewrite its own book on leadership? In 2002, incoming CEO Sam Palmisano decided that the Internet really did change everything, and Big Blue’s leadership model would have to change.
In 1805, Meriwether Lewis and William Clark came to an unexpected fork in the Missouri River. According to all the intelligence the explorers had received, this river wasn’t supposed to exist. Facing a pressing decision, Lewis and Clark started gathering facts on which to base their eventual decision. Ultimately, Lewis and Clark were correct, largely because they used these tactics:
One day, leadership guru Jack Stack was fishing—and failing miserably at it—when he noticed an old-timer standing nearby on the dock. Stack asked the old guy what he (Stack) was doing wrong.
Adopt these principles, from leadership guru John C. Maxwell, to win over your people:
If you’re lucky, you’re leading a synergistic culture. That means you’re pulling in the same direction as the people in the ranks. If you’re not lucky, you’re leading an antagonistic culture. That means you’re pushing outlooks that most of your people don’t value.
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