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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A few days after Sept. 11, I saw a TV interview with Howard Lutnick, the CEO of Cantor Fitzgerald. The guy was distraught—crying and burying his head in his hands.
Working Smart readers know about leadership. They’ve learned how to share a vision and motivate their troops to carry it out. But on Sept. 11 some managers in the World Trade Center redefined leadership.
If you sense you’re taken for granted, don’t talk about it. Do something!
The size of the Sept. 11 attacks magnified the impact that a disaster can have on a workplace, thousands attempting to evacuate ...
If Hollywood made a movie about Ron Shaw’s life, they’d call it “A Funny Thing Happened on the Way to the Boardroom.”
“We use the names of the Old Testament characters Cain and Abel as a metaphor for the ongoing battle between cunning (Cain) and ability (Abel) in today’s workplace.”
I used to work for a CEO who seemed happiest when we were launching some costly new undertaking. Big expenditures excited him and made him feel like we were doing something.
Your boss asks you to head a prestigious project, and you can’t wait to accept. You know that as leader of a high-impact initiative, you can gain visibility and play an increasingly greater role. Just don’t overlook the downside.
Use language that shows your leadership, says author Sarah Myers McGinty.
When we ask Working Smart readers what challenges they face as managers, the issue of moving from a hands-on doer to a delegating leader often vexes them.
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