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.
3M is indisputably one of the world’s most innovative companies. How does it keep churning out smart products? Fred J. Palensky, 3M’s chief technology officer, points out three ways:
“The only thing that’s worse than ‘bad’ is ‘boring,’” critiques Sydney Brenner, a founder of molecular biology who shared a Nobel Prize for his achievements in 2002. At age 84, he keeps traveling the world, opening up new fields of research and stimulating ideas. Here's how.
Thirty years ago, Epcot opened, and Walt Disney Co. completed its original vision of the Disney theme park. Then its creative design and development team asked: Now what? Where could the company go next? To find the answer, Disney leadership called in Ron Alexander, a therapist and meditation teacher.
Even in his youth, Ulysses S. Grant picked his battles. Arriving at West Point to study, he decided against arguing with the adjutant about his own name (actually Hiram Ulysses) and accepted the name given to him in a mix-up, realizing it would serve him better than the initials H.U.G.
Forget the first-mover advantage. Arriving late to the game is much more critical to creating a successful product or business, says Malcolm Gladwell, author of The Tipping Point and Blink. Even the much-applauded Google co-founders, Sergey Brin and Larry Page, aren’t “breakthrough guys,” says Gladwell. “They’re tweakers.”
What do you do after you've already created the world’s largest social network? Facebook co-founder Chris Hughes saw a community of people wanting to help victims of natural disasters. His vision—call it Philanthropy 2.0—was to speed the pace of positive global change. So he created an online conduit for people to identify social causes and build relationships.