Joseph Plumeri, chairman and chief executive of insurance brokerage Willis Group Holdings, once was a command-and-control leader. “Being too exciting and too motivational is overbearing, and it turns people off,” he says. So he revamped his leadership style to focus on collaboration and debate.
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.
Family-owned businesses don’t get much bigger than Toyota. Yet, both company President Akio Toyoda and his father, honorary Chairman Shoichiro Toyoda, were curiously silent in January and February during the recall of about 8 million cars. It remains to be seen how badly this recall will hurt Toyota’s standing. But the Toyodas’ apparent unwillingness to take the heat sets a poor example.
There’s a common type of workplace theft, and it has nothing to do with missing office supplies, reports a recent OfficeTeam survey. Nearly one in three employees interviewed said that a co-worker has taken credit for their idea. “Being proactive in sharing your vision with your manager and colleagues early on can help ensure others know the concept originated with you,” says Robert Hosking, executive director of OfficeTeam.
Without you realizing it, low morale can creep into your organization. Check every day to make sure people stay in tune. Here are 10 sour notes to listen for:
Layoffs, pay cuts and an uncertain economy have left many organizations with fewer employees to do the work—often for the same or less money. Not all of those employees are handling it well. Here are nine ways you can deal with economy-induced employee stress and help your employees focus on their work:
The waning days of this recession pose three particular problems: absentee leadership, changing cultures and underperforming employees. Here are three solutions, adapted from “Leading during a downturn”:
Nobody said managing poor performers would be easy. So don’t manage them. Try these stranger-than-fiction methods of the truly cowardly. Example: Try "team-building." Instead of working one-on-one with the source of trouble, drag the whole group into “team-building” in hopes that your poor performer will improve.
The most important thing about John Paul DeJoria is his resemblance to the hero in a Grimm fairy tale: “The Boy Who Knew No Fear.” With a net worth today estimated at $2.5 billion, the founder of the Paul Mitchell line of hair products and Patrón ultra-premium tequila started out selling encyclopedias door-to-door ...
More than 400,000 U.S. citizens retire or separate from the military every year—and most of them look for jobs when they do. Companies such as Union Pacific Railroad, GE and Home Depot actively recruit veterans. Your organization could probably benefit from hiring military veterans. To attract them, align your recruiting and employee benefits with their needs.
Because Angelo Giuseppe Roncalli was already almost 80 years old when he became pope in 1958, people expected him to be more of a caretaker than an innovator. But, as Pope John XXIII, Roncalli initiated one of the most sweeping eras of change in the Catholic Church since the Reformation. He did it by delegating power to those outside the Vatican walls.