• LinkedIn
  • YouTube
  • Twitter
  • Facebook
  • Google+

Best-Practices 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.

Page 51 of 136« First...102030505152607080...Last »

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:

Looks like General Motors plans to become even more aggressive in attempting a turnaround with the resignation of Frederick “Fritz” Henderson. The carmaker’s board sees Chairman Edward Whitacre, interim CEO and a former chief at AT&T, as a proactive outsider who has more experience with government oversight, mergers and acquisitions. GM also is looking outside for a new CEO—a dramatic cultural change.

If you keep adding task after task to the point where your duties expand like a monstrous blob, you’re in trouble. The resulting complexity can immobilize even the most organized executive.

The longer Scott Berkun works as a shaman in leadership circles, the greater the danger he’ll start believing his own PR and acting like one of those annoying gurus who talk as if everybody else is too stupid to do in a year what he could do in a day. To keep know-it-alls from falling for their own malarkey, he makes the following suggestions for keeping “experts” in line:

Keep your friends close and your enemies closer. Whoever first said it (there’s an argument over that), Paul LeBlanc, president of Southern New Hampshire University, did it. In 2008, he invited a dozen of his fiercest critics to dinner. Because of the evening, LeBlanc and his dissidents now have a “reasonably affable working relationship.”

Page 51 of 136« First...102030505152607080...Last »