The pace of change seems to grow more urgent every year. Some see it as an attribute of leadership in the 21st century—right up there with judgment and courage. Consider, then, Gen. Douglas MacArthur, who spread the speed creed 70 years before it was cool.
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.
Why did the industrial revolution begin in England, instead of, say, France or Germany? Two economists offer an explanation. They say the reason is Britain had more “tweakers”—skilled engineers and artisans who refined the signature inventions of the industrial age.
How does a top executive like Bob Pozen get it all done? Pozen has been a top dog at Fidelity and MFS Investment Management, as well as an attorney, law school professor, business school professor and author. His tips for extreme productivity:
Once upon a time, a company imagined a future where music, video and books were all digital, instantly available through a hand-held gadget. It saw itself as a big seller of that digital content. No, we’re not talking about Apple, but about Barnes & Noble.
We look in mirrors every day. They give us a reflection of ourselves. But what about our inner selves—our attitudes and thoughts? How often do we look there? True leaders look inward every day and take stock of themselves. As simple as it sounds, it’s the step most overlooked by managers in their journey to becoming leaders ...
In fall 2010, Ken Lehman, a bank investor and director of Virginia Commerce Bancorp Inc., spent 26 days riding his bicycle 1,800 miles down the Pacific coast, from Vancouver to Mexico. Alone. Why? To give himself time to think through his business strategy.