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.

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Sometimes, it takes a new manager or supervisor to see how poorly an employee is performing. If an employee who has been getting good reviews suddenly appears to slump under new leadership, don’t jump the gun and discipline the employee right away. Here’s a better approach ...

A brutal economy … layoffs … pay cuts. These are trying times to be a U.S. worker, and not all are handling it well. Nearly half of U.S. workers say they feel stressed out, compared with 39% in other countries, according to a Robert Half International survey. Here are 10 ways to deal with your employees' recession-induced stress:

You’ve just made another tough promotion decision, and 10 other urgent tasks require your attention. Before you move to the next item on your to-do list, take the time to document the promotion process. That way, if you are later sued, you can easily show the court the factors you considered.

Leadership advisor Marshall Goldsmith was having dinner with a top officer in the U.S. Army. Also at the table were seven new generals. The senior officer laughed as he looked at their bright new stars and contemplated his own retirement—a transition Goldsmith was helping him make. What advice did he give them?

Dov Frohman says leadership can’t be taught—but it can be learned. He should know. The founder and former CEO of Intel Israel never takes the easy path. Through an almost desperate force of will mirroring that of his mentor, Intel CEO Andy Grove, Frohman built up a small desert outpost into a massive semiconductor plant, Israel’s largest private employer.

For the past several months, The New York Times has been running interviews on leadership with the CEOs of well-known organizations. The best one in the series so far is the interview with Dave Novak, CEO of Yum Brands. I’d like to share six thoughts from him on how to be a great leader, along with my take on how to follow through on those thoughts.

Question:  “Although I am considered the lead supervisor in my department and have practically run the place for the past year, the company recently chose someone else to be department manager. An executive who is new to our company made this decision. He didn’t offer me an interview or make any effort to get to know me. I am having trouble accepting the situation and feel very resentful. How can I get past this?  And when I talk with this executive, how do I convince him that I would have been the right person for the job?” — Passed Over

General Electric’s CEO emeritus Jack Welch says leadership in tough times is the same as it ever was: “to do and dream at the same time.” Problem is, because of economic gridlock, most of today’s leaders are only doing. Why?

Should a leader jump into the media spotlight, even at the risk of damaging his image? Jeff Immelt, CEO of General Electric, says yes. A leader must communicate with the outside world as part of being a good corporate citizen. British CEO Stephen Martin agrees: Leaders must offer their business perspective to the public, or someone else will.

Dr. Robert Eliot is famous for saying, “Rule number one is, don’t sweat the small stuff. Rule number two is, it’s all small stuff.” The cardiologist has even more great advice about keeping stress in check:

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