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.
Allison Evanow was sleeping one summer night when it hit her. She woke up next morning, turned to her husband and said, “I have this crazy idea.” Already working in the spirits industry, Evanow had noticed a “sophisticated and energized cocktail movement” ...
In 1940, Britain was on the verge of surrender. Winston Churchill exhorted the public to stay the course. “It is in adversity that British qualities shine the brightest.”
Crocs, a global apparel and accessories company that began as a shoemaker, has grown quickly in recent years. Why? "We’ve become an $850 million global business by putting our customers first," says John McCarvel, president and chief executive.
Born into a life of privilege in New York City in 1897, Margaret Rudkin learned to bake bread from her Irish grandmother. Marrying a broker, she began a life in high society. Then two calamities hit: the Depression and an accident that laid up her husband for months. Here's how Rudkin proved it's possible to bounce back from adversity to achieve success.
Most historians say that Robert E. Lee’s decision to head the Confederate army was inevitable. Not true. Lee was almost equally devoted to the United States and to his home state of Virginia. Two trunks of recently retrieved family papers show how hard he suffered in choosing sides ...
Entrepreneurs spend much of their day putting out fires related to customers, employees and money. But the smartest companies work hard to prevent the same problems from rekindling again and again. How? By “leaving a fire extinguisher behind” ...
“Frugal engineering,” coined by Carlos Ghosn, chairman and CEO of the Renault-Nissan Alliance, describes the way Indian engineers innovate under resource constraints. Renault-Nissan has embraced frugal engineering to become a top producer of electric and low-cost cars. How any firm can do more with less:
Employees of all ages, but especially millennials, are quick to change jobs if they feel bored, unappreciated or not part of a team. A great way to keep everyone engaged and committed is through company volunteer programs.
Legendary business journalist Marshall Loeb spent decades interviewing the greatest leaders of American business. Along the way, he defined these steps to effective leadership ...
Is your decision-making as effective as you’d like? Here are five barriers to decision-making and possible solutions from Kevin Eikenberry, Chief Potential Officer of The Kevin Eikenberry Group, a leadership and learning consulting firm.
Clarence Birdseye was the classic American inventor who became rich by finding marketable solutions to everyday problems. Before his company came along in the early 20th century, frozen food was so bad that New York state ruled it inedible for prisoners.
Your innovation methods should produce a bunch of ideas, including “crazy” ones. After paring them down based on critique and analysis, have your designers try out the surviving ideas with “cheap and dirty” prototypes.
“In today’s reputation economy, what you stand for matters more than what you produce and sell,” says Kasper Ulf Nielsen, executive partner of Reputation Institute. “People’s willingness to buy, recommend, work for and invest in a company is driven 60% by their perceptions of the company ... "
“Success really only comes when you nail one thing. … It requires honesty and clarity to focus, but that’s usually how businesses succeed,” says Aaron Levie, chief executive of file-sharing application Box.
As chief of the New York City and Los Angeles police departments, William Bratton experienced firsthand how powerful a force collaboration could be. Bratton offers several principles for leaders to follow in building a collaborative organization:
One principle of commando business operations: Repeat your successes. Restaurant chains are good at replication.
Culture matters. It affects both performance and outcomes. A quick review of early American history shows a parallel between building a house then and building an organization now.
After a diagnosis, patients at the Mayo Clinic meet with a team of specialists who help them understand what’s happening so they can decide about treatment together, says president and CEO Denis Cortese. This kind of teamwork is the stock-in-trade of Cortese, who won last year’s top leadership award from the National Center for Healthcare Leadership.
Perhaps you’ve seen the show Undercover Boss, in which an executive goes undercover and tags along with an employee during his or her daily tasks.You do not have to go to this extreme to find out what is going on in your department. But ask yourself when the last time was that you left your desk to walk through the cubicles or manufacturing floor or visit a customer or a client.
Who are we to argue with the assertion that America’s greatest leader was its first? It’s all true: George Washington ran two major start-ups—the army and the presidency—in addition to his farm and other businesses. Not to mention the Constitutional Convention, which he chaired. In a nutshell, here’s how Washington worked.