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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Amazon founder and billionaire Jeff Bezos wants us to think long term. The company was founded in 1994, listed in 1997, but didn’t post profit until 2001. His company isn’t the only one to get off to a slow start:

The reason Taco Bell's admin team came up with its "Team of Two" training program is clear when you listen to admin Karen Walters describe managers in her building. "There were a few managers in the group who maybe weren't using admins to their greatest capabilities," explains Walters. "In their defense, they didn't have a good model." So the admin team decided to give them one...

At some point within the next decade, leaders of both large and small companies will have to make a strategic bet, perhaps even several. That’s why leaders must have the ability to see the need for a game-changing move and seize the moment. Do you have the fortitude for it?

At work, numbers speak volumes. If you can’t show, quantitatively, that something is improving, then how can you really know it’s improving? It’s not surprising, then, that more admins are being asked to set SMART goals—specific, measurable, attainable, realistic and timely goals—to be evaluated against.

About 95% of the decisions a CEO makes could be made by an intelligent high school graduate, says speaker and author John C. Maxwell. It’s the remaining 5% that they get paid for. Those are the tough calls, and the way a leader handles them is what separates him from everyone else.
CEOs don’t often busy themselves with IT considerations, until a crisis threatens. So it was for Ted Chung, CEO of South Korea’s largest consumer-finance company, who was told by hackers that if he didn’t pay them $500,000, they’d release confidential information. The experience taught him several key lessons:

Even though it’s a cliché, it's still true that our greatest strengths can also be our greatest weaknesses. For Thomas Jefferson, his strength lay in trusting people. But when it came to financial matters—he trusted too much. To use the signature phrase of a much later president, Jefferson needed to “trust but verify.”

Nobody has to tell Google co-founder Larry Page to look for the big picture. He loves the grand quest and will challenge an employee by saying, “You’re not thinking big enough.”

At 6 feet 5 inches, 46-year-old CEO Marc Benioff is a bear of a man at the helm of Salesforce.com, a $20 billion company, which is leading a market he created from scratch. Behind his chutzpa is a cadre of leaders who have inspired Benioff during pivotal mo­­ments of his life.

Gaining creative insights doesn’t re­­quire taking off for an ashram, as Steve Jobs once famously did. But it does require preparation and application. Creativity guru Todd Henry recommends that executives set aside one hour a week to generate new ideas—“one hour, predictably scheduled, no exceptions and no violations.”

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