In business, something that works well for a leader in one company is not easily replicated in another.
Today, many leaders are rejecting benchmarking--the practice, promoted by many big consulting firms, of adopting the best-practices from high-performing companies.
Leadership transition doesn't happen by simply taking someone else's leadership approach and using it as a template in one's organization. When Jacques A. Nasser, Ford Motor's ex-CEO, quickly implemented a General Electric-style performance evaluation system in the late 1990's, the new forced-ranking system resulted in a $10.5 million settlement of two class action suits with the company slipping into a crisis management mode of operation.
Leaders are better off when they think creatively of what people need and how they can give it to them.
Click for more information on benchmarking versus creative leadership by reading the article, Copycat or Born Leader?
