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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Vatican-based journalist John Allen spent six years observing Pope John Paul II as the pontiff went about his daily routines. Here are three leadership practices Allen noted in John Paul:
Here are a few precepts, drawn loosely from the Lewis and Clark expedition, of maintaining a realistic optimism while leading your team into the unknown:
Learning new stuff is hard, so people look for someone to guide and support them through the chaos. If they don’t see that support, they’ll drag their feet. In response, the leader repeats the logic behind the change, pushes harder, tries pep talks, then anger and threats. Finally, his people shut down. Here are three ways to avoid that cycle so your people trust you enough to accept the change.
Many people don’t have a clue about the difference between “mission” and “vision.” In fact, most use the terms interchangeably. So, let’s take a hard look at these two words.
Maintain your people’s respect even when they don’t agree with you.
Increase your visibility by agreeing to view presentations at other people’s locations.
During the Civil War, Confederate Col. John S. Mosby used aggressiveness and surprise to keep Union troops off balance.
Actor Jamie Foxx endured plenty of hardship growing up, including abandonment by his parents. But loving grandparents raised him and, later, famous entertainers mentored him. His take on leadership:
When Thomas Neff and James Citrin were interviewing 50 CEOs and company presidents for their book Lessons From the Top, they decided they would ask all of them to name the greatest leadership lesson they had learned from reading the books by Peter F. Drucker. Here are five lessons that topped the list:
Front-line managers make a tremendous difference in turnover, costs, quality, safety and innovation, not to mention overall performance. They’re the people who keep customers happy and keep small glitches from widening into disasters. First-level leaders need to understand the whole organization, yet they rarely are let in on the big picture. Every one of your front-line leaders should be able to answer “Yes” to these questions:
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