What do your people wish they could tell the person at the top, if only they had the courage? 1. You’re a horrible leader. 2. You put a new thing on my ‘to do’ list. What are you taking off? 3. Stop blaming us. 4. You never listen to us.
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.
While theft is a firing offense at Caesars, so too is running an experiment without a control group. Gary Loveman, CEO, president and chairman of Caesars Entertainment, puts a continued focus on data analysis and small-scale testing that can scale into companywide initiatives.
My company’s Next Level Leadership program recently hosted an executive who’s responsible for about a billion dollars of annual revenue in his company. He had some very solid and practical rules about what it takes to be a successful senior leader. Here are four of his leadership rules of the road:
Your team has just completed a major project, introduced a new product or closed a major deal. Tremendous effort was required, and everyone is rightfully pleased. They’re also tired and may not know what comes next. What do you do to move the team toward new goals or achievements?
When your company is in dire straits, what should you say to employees? Some leaders respond by laying out their company’s strengths and weaknesses, then confidently assuring employees that their company will overcome its obstacles and rise again. Nokia’s new CEO Stephane Elop has taken a different approach. Call it “shock treatment.”