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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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If you're effective and execute work flawlessly with integrity and style, you might want to contact someone like Melba Duncan. Duncan, founder of the Duncan Group, specializes in finding top-notch assistants for top-level executives. Another reason you may need Duncan's help: "This is one of the most difficult jobs to put on paper," she says.
Video of a dramatic rescue off the Rhode Island coast demonstrates not just the courage of the U.S. Coast Guard but also its preparation.

In fall 2010, Ken Lehman, a bank investor and director of Virginia Commerce Bancorp Inc., spent 26 days riding his bicycle 1,800 miles down the Pacific coast, from Vancouver to Mexico. Alone. Why? To give himself time to think through his business strategy.

Google, the king of search engines, recently set out on a search of its own—to identify the qualities that make the highest quality managers at Google Inc., and then to replicate those qualities across the entire company. The end result: a simple, yet ele­gant, list of eight management practices that the best Google managers consistently do.
Starbucks CEO Howard Schultz is so committed to job creation that he’s pledged to take at least $100,000 from the annual profits of two Starbucks shops in Los Angeles and Harlem, and reinvest it in those neighborhoods. His goal: improving education and job training for local young adults.
Charlie Munger, able partner of financier Warren Buffett, got frustrated early in his career because, as Buffett describes it, “he thought he was smarter than everyone else he was working for. So he decided he was going to do something smart for his most important client—himself ..."

In 2007, CEO Michael Lewis, ILD Corp., knew about social-networking sites but he didn’t participate in any of them. The wake-up call came when an em­­ployee googled ILD Corp. and the result was ugly: dozens of customer complaints about charges and billing. Thus began Lewis’ migration from the back pew to the pulpit, where social media is concerned.

Are you a rule-maker or breaker? Get out front and stay there. There are rule-makers, rule-takers and rule-breakers: Rule-makers codify strategies within an industry. Rule-takers play by those rules. Rule-breakers change the game.

Eric Ryan and Adam Lowry first noticed the need for their company when they shared a house with three friends. In looking for cleaning products that didn’t have harsh, toxic ingredients, Ryan and Lowry came up empty-handed. Thus the idea for Method home-cleaning products was kindled.

"The only sus­tainable source of competitive advantage is innovation. It’s that simple. And that hard, " says Andrew Razeghi, who teaches innovation at Kellogg School of Management at Northwestern University and is an advisor to Fortune 500 companies. He says the real reason for Detroit’s failure to innovate lies in its rewards system ...
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