For many years, executives tended to control the flow of information in their organization. They would limit who had access to data and expend much effort ensuring that most employees did not know what senior management knew. Thankfully, that approach is changing.
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.
The king of France unveiled a spectacular new machine in 1370. It was the first public clock in Paris, and the king saw its potential. He issued a decree that all clocks in the city were to be synchronized with this royal clock. He created what the Germans call a zeitgeber, or time giver for life. Not much has changed, in that external rhythms can dictate how we operate.
In November 1942, Col. Curtis LeMay delivered a briefing to his World War II bomber pilots. He told them they would fly directly toward the target, maximizing the risk of German anti-aircraft fire. LeMay revealed that he would fly the lead bomber, and his willingness to make himself a focal point for enemy fire inspired the squadron.