When the World Trade Center was hit on 9/11, Fire Department Battalion Chief Joseph Pfeifer happened to already be on the scene. That made him the first FDNY fire chief to take command. What we’ve learned since then, he says, is that leaders don’t simply “command and control” during a catastrophic event. They go beyond that.
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.
To paraphrase business writer Daniel Pink, the future will belong to those who can flex, adapt, empathize, tell stories and create. Theater performers, whose stock in trade is flexibility, adaptability and creativity, could teach us a thing or two.
An organization’s health results in part from its ability to renew itself faster than its competitors. Researchers from McKinsey & Co. use a process called the “five A’s” to build a competitive advantage.
A potent quote, perhaps one learned early in your career, can convey your vision of life and work to your people. Enrique Salem, president and CEO of Symantec, reels off a few of his favorite leadership lessons, which happen to be quotes: