Though big can be beautiful, the Kraft Foods behemoth was too weighed down by its centralized structure to be nimble or responsive. So in 2007, Chairman and CEO Irene Rosenfeld initiated a rewiring of the organization to put more power in the hands of business units. She managed to get the entire executive team — even those that did not fully support the idea — to own the team's decision. How did she get such solid alignment?
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.
Some leaders have an almost magical ability to predict where the market is going and take the right risk at the right time. One such case study is Andy Grove, co-founder of microprocessing giant Intel. His four tips for staying one step ahead:
Lee Iacocca's book “Where have all the leaders gone?” came out in 2007, but his “Nine C’s of Leadership,” are more relevant today than ever. The former president of Ford and Chrysler warns leaders to tell the truth, even when painful. "When you spin, people stop listening."
Knowing how to ask the right questions about the future can be more valuable than knowing the right answers about the past. Seven questions to help steer your business toward future growth:
Food service giant Sodexo has labeled some of its employees as “hard to reach”: those who work at client locations or telework from home or whose jobs don’t involve regular use of computers or e-mail. Now it’s offering managers several methods to reach out to them to ensure that they have knowledge, team spirit and the sense of belonging that are necessary to build a highly engaged workforce.