One definition of leadership is looking for what needs to be done and then doing it. By that definition alone, Tom Mawritz is a leader. The volunteer football coach from Pittsburgh has been coaching the South Allegheny Youth Football Association for four years even though he has no one related to him in the program. Aside from his dedication, some other aspects of Mawritz’s 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.
Read any good books lately? Maybe the next one you ought to pick up is your organization’s own policy and procedures handbook. If I were to quiz you about it right now, could you score 100%? If not, as one court recently warned, a judge may just... throw the book at you!
This recession seems to have an upside: Employees are behaving better. Don’t get too excited; the uptick in ethical behavior is probably temporary. Still, HR pros and organizational leaders can try to keep the upswing going. The best way to do that is to make creating an ethical culture a business priority. Here are a few recommendations:
Hit upon more winning ideas by capturing more ideas in the first place. New communication and online mechanisms can help. Example: Starbucks gathers and codifies ideas with www.mystarbucksidea.com, and uses decision-market approaches to evaluate them. Meanwhile, innovative companies such as Apple or Google make generating ideas an informal part of everyone’s job and motivate employees largely with nonmonetary recognition.
Because Twitter has become the world’s water cooler, we’re hanging out and seeing what leeters (leaders who tweet) are saying. For example, AOL founder Steve Case: “Technology is changing your customer, and your customer will change your company.” Here are more tweets from Zappos CEO Tony Hsieh, Fortune's Stanley Bing and Michael Jordan:
What made Dwight D. Eisenhower—who led the Allies to victory in World War II and won election as U.S. president in two landslides—such an inspirational leader? Former Eisenhower speechwriter James Humes tells this story:
Every winter, says David Logan, an expert on human behavior and change, tribes of 20 to 150 Americans come together all over the country and set social norms. We call these events Super Bowl parties or tribal councils. All tribes are not alike, he says. They have different cultures. Here’s a peek:
Few large organizations doubt their own ability to survive the downturn, says leadership consultant John Baldoni, but sadly, few of their top executives possess the kind of vision and inspiration needed to move beyond survival—to “thrival.” In other words, the financials are acceptable, but the leadership is lacking. And right now, leadership is what we need.
With everything on your radar during the workday, it’s easy to forget about employee morale. But keeping the team engaged isn’t something that can be ignored or postponed. To keep morale on your radar, be aware of some of the common management mistakes that undermine it. Here are nine main deflators of employee morale, plus tips on avoiding them:
Well-supported teams receive the information, training and rewards they need to keep chugging along. Here are four prescriptions for coaching your team: