Begin every conversation geared toward problem-solving by identifying the problem and how it might be solved. Six questions should guide your actions.
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.
In 2011, Tim Cook replaced the late Steve Jobs as CEO of Apple. Since then, the 52-year-old has gradually established himself as a leader in his own right.
Arnold Hiatt was visiting Hong Kong in 1990 when he noticed a child wearing an unusual shoe. It closed with Velcro and had a loop on the back, allowing the child to pull it on easily. Within months, Hiatt’s Massachusetts company, Stride Rite, produced a similar model. Lesson: Watch and listen.
One thing we can learn from blogger Bob Lefsetz is to seize the moment. A wannabe music journalist turned industry lawyer in the 1970s, he wormed his way into his original ambition by starting a trade publication, the Lefsetz Letter. Then, in 2000, he put it online, just in time for the war over music file-sharing ...
In today’s economy, leaders must look beyond borders and develop a global mindset. The ability to broaden your perspective and understand different cultures gives you an edge in collaborating with foreign partners or negotiating deals abroad. To diagnose to what extent you exhibit a global mindset, apply this self-test.
Dr. Bronner’s liquid castile soap, aptly described as “one of America’s great weird brands,” made its U.S. debut in the late 1940s. Emanuel Bronner liked to talk about “constructive capitalism,” which he described as sharing profits with workers and going gentle on the earth. His heirs codified this concept.