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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Many baby boomers are delaying retirement. Some need the cash, but many love their work and don’t want to let go. So why should they reconsider?
For John Foraker, image is everything. He has helped Annie’s Homegrown cultivate an appealing, healthy brand with consumers—and they’ve responded by buying his products with increasing fervor.
When he lived in Chicago, humorist David Sedaris went to a book signing and bought a hardcover that cost a lot of money. His interaction with the author was a wake-up call.

If you and your colleagues use group texting, consider adding these rules to your social media policy.

During Steve Ballmer’s 13 years as Micro­­soft’s CEO, the company’s revenues tripled and its profits doubled. But the man who replaced Bill Gates also took some criticism.

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.

You’re not alone, according to two recent surveys.
With the holidays upon us, it’s time to tie up loose ends and get ready for the new year. Here's how.
If you treat customers as equals, focusing on them as individuals, you’ll stay on the right path. Here’s a list of don’ts.
Drew Greenblatt knew that Marlin Steel could not survive Chinese competitors, who were luring away his customers—big bagel chains that bought the company's wire baskets. The Baltimore firm was struggling to stay afloat in 2003 when a fateful call from a Boeing engineer led to some market research that changed everything.
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