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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Some negotiators try to extract an extra concession at the last minute. If that happens, ask yourself, “Do I understand why they want this extra concession?”
The vain attempt to be all things to all people continues to debilitate leaders and organizations.
Every leader runs up against direct challenges. Some common ones threaten.
Strategic planning starts by understanding how your product or service differs from what’s already available in the marketplace. To pinpoint true differentiators, study what competitors sell without letting your biases interfere.
After 30 years in the advertising business, Rick Segal understands how to maximize employees’ creativity: Give up-and-coming stars a chance to shine.
Think your job is complicated? Consider what’s on Patrick Walsh’s plate. He’s CEO of AirSign, a company that provides airplane advertising and skywriting to clients ranging from corporations like Google to a guy who wants a memorable way to propose marriage.
In 1715, the top workplace traditions were putting low performers in iron shackles, plotting castle sieges around the water cooler, and slapping “and Sons” onto every startup. Things change faster these days, and it shouldn’t take 300 years to snuff out some other tired norms that, as a company that aspires to walk the cutting edge, it might be better to slowly distance yourself from so as not to look hopelessly outdated by the next time America hosts the World Cup.
Among several fundamentals of leadership in the workplace are these three.
The fictional Business Thingies Unlimited knows how easy it is to get lost in the Twitter crowd of companies jostling for attention, so they mix it up and make sure no tweet is wasted.

CEOs at big corporations often let their marketing managers make local sponsorship deals. A company might wind up supporting Little League teams, arts festivals and other community events. David D’Alessandro rejects that approach. When he was CEO of John Hancock Financial Services from 2000 to 2004, he adopted a “go big or go home” philosophy.

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