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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Hold your ego in check ... Help employees like Lorne Michaels does ... Focus rather than going too wide.
Wary of the power of social media as an outlet for public criticism, savvy leaders are trying to pre-empt negative buzz through careful preparation.
Throughout his years in the financial services industry, Graham Coxell of brokerage firm Rowan Dartington has witnessed good and bad leadership. His conclusion? It’s better to seek to understand others than berate them.

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.

Three points of advice from Dal LaMagna, the guy who launched more than a dozen businesses, sold Tweezerman to Henckels and now is CEO of countertop manufacturer IceStone.
Asked for the best advice he ever got, business magnate and financier T. Boone Pickens credits his grandma with counseling him to take the rap for his own failures.

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.

What behaviors make great ­leaders? "Integrity is so essential. People will only follow someone who has integrity," says Al Bolea, who has enjoyed an exciting career in the oil and gas industry. Today, Bolea runs Applied ­Leadership Seminars in Big Lake, Alaska.
Do a little self-branding ... Be aware of your intimidation factor ... Know these two things about public speaking.
“Always remember what’s important,” exhorts a school administrator who offers these three tips.
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