Two leadership gurus would like to remind us that most problems at work are behavioral and not the result of using the wrong tools. The authors of High Altitude Leadership—one an Ivy League scientist and the other a mountaineer associated with Wharton —agree that tools are important. But they ask: Are you using the tools or are they using you?
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.
Billie Williamson’s biggest mistake, she says, was not realizing earlier in her career that leaders are interdependent, not independent. “You need to build relationships all around you,” says the Ernst & Young partner.
As your organization shifts more responsibility to employees to manage their own health and retirement expenses, you risk alienating your work force. But it doesn’t have to be that way ...
Irvin and Pamela Trotman Reid learned this year what it’s like to work as both the president of a higher-education institution and also as the president’s spouse. Here’s some advice they prepared for presidents and their spouses.