To get better results, companies don’t need better managers, says Daniel Pink, author of Drive. They need more radical autonomy among employees. The old carrot-and-stick approach is failing, he says.
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.
When it comes to assigning projects, do you spend most of your time telling employees how to do the work? Or do you give them clear goals and guidelines, then get out of the way? Micromanaging is an inefficient use of a manager’s time. It signals distrust of employees and inhibits them from taking initiative. Here are key signs of micromanaging and advice on how to reduce it.
If you have good, human relationships with your people, you will have to work hard to screw up as a boss. The easiest and most common way to help relationships grow and thrive is through conversations. So, what’s a conversation?
In recent years, it’s become clear that companies are slow to adopt flexible workplace practices. Employees at award-winning workplaces continue to lament their lack of flexibility. While 80% of Americans say they want workplace flexibility, only a third report having it. There are big barriers to adopting and sustaining flexible workplace practices within an organization. We need to shift our focus from the “why” to the “how.”