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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Executives need to understand five key aspects of social media.
Astronaut Chris Hadfield describes the careful planning he used to become the space station’s commander—the forward thinking summed up in this mantra for pilots: “What’s the next thing that’s going to kill me?”
Your success as a leader largely depends on knowing which decisions to delegate and which ones to make yourself. There are three types of decisions that only you—as the leader—must make.
During Facebook’s meteoric rise from startup to global giant, founder Mark Zuckerberg sought to preserve the company’s innovative culture. He achieved this by embracing what he calls “The Hacker Way.”
Drew Greenblatt knew that Marlin Steel could not survive Chinese competitors. The Baltimore firm was struggling to stay afloat in 2003 when a fateful call changed everything.

Jack Dorsey, co-founder of Twitter and boss of his other startup, Square, lets anybody accept credit card payments through a little square swiper that attaches to a smartphone. It now processes $15 billion in transactions a year, up from $5 billion in April 2012.

Innovation isn’t about randomly tossing new products into the marketplace and seeing what sticks. The key is to first understand market needs and then develop solutions to meet them.

In everyday conversation, we may chafe at those who make assertions without proof. Too many dogmatic declarations can prove a turnoff. Yet top leaders thrive on dogmatism.

When Mattel hired Richard Dickson as general manager of its Barbie brand in 2008, the famous doll was in a lull. After hitting a high of $1.52 billion in ­Barbie sales in 2002, Mattel had struggled through a six-year decline. Dickson hit the ground running.
Many CEOs favor fact-based leadership. Rather than rely on their impressions or gut instinct, they tend to scrutinize facts and make decisions rooted in hard data. Alan Mulally, Ford Motor’s 68-year-old CEO, has stood out among leaders of American auto companies for his intense focus on numbers.
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