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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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Fred Manske Jr. is the president and CEO of Purolator Courier, Canada’s largest distribution company with $1 billion in revenues and 13,000 employees. Yet despite all his power, Manske insists the key to getting ahead is to act like a humble servant.
“Know your place” can sound like an insult. But when you’re on a team, it’s excellent advice.
You’re tired of hiring consultants to train your staff. You want your employees to learn about change management, teamwork and communication skills by doing—not sitting and listening to “experts” lecture about it.
“Know your place” can sound like an insult. But when you’re on a team, it’s excellent advice.
Advice on how to handle these sticky situations at work...
On the first page of John P. Kotter on What Leaders Really Do (Harvard Business School Press, 1999), the author declares that “most organizations today lack the leadership they need.” He then fills 170 pages with insights into how to solve this problem.
When interviewing for a job, determine whether the hiring manager cares more about “hard” qualifications, such as your technical experience, or “soft” skills, such as your work ethic.
It’s wise to make the work environment fun and spread good cheer. Just make sure your sense of humor matches your employees’ need to trust and respect your leadership.
Hiring managers are using structured role-playing more than ever.
You want to encourage teamwork, so you organize employees in small groups and let them solve problems. That’s not enough. You must take steps to foster trust and collaboration if you really want your participants to produce outstanding results.
Many small businesses are adding mandatory arbitration clauses to their routine customer contracts.
Advice on how to handle these sticky situations at work...
In marketing parlance, positioning is what sets you apart from the competition. This applies to your career.
Chief executives often tell us that one of their favorite ways to evaluate managers is to watch how they make decisions. And it’s true: The way people seek out facts, process information and communicate their conclusions reveals much about their poise and leadership.
Rod Walsh, a former Marine and Vietnam veteran, founded Blue Chip Inventory Service in 1970. Today, the California-based company employs 200 people and serves as a model of enlightened leadership.
As the boss, you figure some of your staff will covet your position. Maybe so. But it’s also surprisingly common for managers to envy an employee who possesses certain strengths or charisma that they lack.
You already know that to lead more effectively, you must delegate many tasks to underlings to free yourself for more important matters.
Until recent years, the first rule of smart hiring was, “Match the right skills with the right job.” But today’s managers know that attitude counts more than skill when they fill most job openings.
The authors of Semper Fi (Amacom, 1998) are convinced that managers can boost their leadership skills by borrowing tips from the Marine Corps.
An interview with Winston Wallin, former president of Pillsbury Company and CEO of Medtronic, Inc.
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