To lead people, you can tell them what you want them to do and then assess the outcome. But there’s a problem with that approach: Employees may deliver the desired outcome but make judgment errors along the way. True leaders don’t just focus on the results; they also examine the process itself.
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.
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Few execs start off with the intent to lie or defraud. Instead, they make the mistake of getting ensnared by one seemingly minor infraction. How does many a downfall escalate from there?
Scott Cook, co-founder and chairman of Intuit, has built a huge company helping executives make decisions using his financial management software. Yet Cook frowns on financial forecasting. In fact, he requests that his employees avoid spending time forecasting the numbers relating to their unit’s sales and expenses.