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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Illinois came out better than average in the Small Business and Entrepreneurship Council’s Business Tax Index for 2009, an annual assessment of the tax climate businesses and entrepreneurs face in the 50 states and the District of Columbia. Overall, Illinois ranked 18th on a scale of 1 (least taxed) to 51 (most taxed).

Minnesota finished near the bottom in the Small Business and Entrepreneurship Council’s (SBEC) Business Tax Index for 2009. The only ones ranking lower than Minnesota: New Jersey and the District of Columbia.

Soon after Gary Lizalek was hired at a Wisconsin medical firm, he informed the company that he believed, as a matter of religious faith, that he was three separate beings. The company fired all three Lizaleks. He sued, saying the company failed to accommodate his religious beliefs.

It’s tough to admit that your plan isn’t working and hand the project to someone else. But don’t be afraid to delegate to skilled employees who think differently than you do. It can be the greatest sign of leadership to know when to step aside.

This month's collection of real-world quick tips from American business leaders, brought to you by members of The Alternative Board.

Jack Stack led an employee buyout of International Harvester’s remanufacturing division in 1982 and grew the company to 22 subsidiaries and sales of $150 million by 2000. He laid out his ideas in The Great Game of Business and A Stake in the Outcome, his manifestos for open-book management. Today we would call his career a drive for financial transparency.

Asked to look back over 30 years in the context of our tumultuous times, Jim Collins, author of the best-sellers Good to Great and Built to Last, offers these thoughts about where we find ourselves and how to proceed.

How can you be assured of enough face time with your boss to ask questions, convey critical information and dazzle her with your smarts—without coming across as a time drain? The key, advises author and workplace columnist Anita Bruzzese, is to be aware of what your boss wants and when and how she wants it.

Everyone in the financial world is stepping back and asking, “What am I supposed to be learning from this?” So says Scott Eblin, who interviewed financial-sector leaders in March for a senior executive client. The leaders had taken away four lessons ...

In 1970, the CEO of Tektronix, a firm based in Oregon and renowned for its measurement and monitoring technology, sat at a desk in the main workspace. When needing privacy, he and any other staff members could use a small, glass-windowed office in full view. His approachability helped the team click.

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