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Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     Harvard Business School Press Books — Organizational Behavior  • To include an item in your complimentary custom book, click the item’s Add link. If there is a View link next to an item, you can view the pages by clicking on the link.  • To review the list of items you have selected so far, click on Step 2 in the progress bar above. You have successfully added all of the items to your order. Either click here to review your order or continue to add content from another title.    A Sense of Urgency   Add   View  19 pp.  It All Starts with a Sense of Urgency: Laying the Groundwork for Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4831BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Complacency is a serious problem, for organizations, nations, and individuals, yet we underestimate its power and its prevalence. In a fast-moving and changing world, contentment with the status quo can create disaster. This chapter describes why real urgency is an essential asset that must be created and recreated, and discusses the consequences of insufficient urgency.   Add   View  22 pp.  Complacency and False Urgency: Barriers to Successful Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4886BC Subjects: Action planning; Change management; Complacency; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: The first step in creating a true sense of urgency is to deeply understand its opposites: complacency and false urgency. This chapter shows you how to spot red flag behavior and help others see the problem.   Add   View  25 pp.  Increasing True Urgency: One Strategy and Four Tactics Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4887BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Underlying the urgent behavior that makes organizations succeed in a turbulent world is not only a set of thoughts — there must also be a set of feelings, a compulsive desire to move, and win, now. This chapter outlines several tactics for increasing urgency and winning the hearts, along with the minds, of those involved in a change effort.   Add   View  36 pp.  Bring the Outside In: Increasing True Urgency by Winning Hearts and Minds Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4888BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Organizations of any size or age tend to be too internally oriented. The disconnect between what insiders see, feel, and think, on the one hand, and external opportunities and hazards, on the other, can be astonishing. This inside-outside gap always reduces an organization's sense of urgency, and must be diminished if organizations hope to implement change successfully.   Add   View  24 pp.  Behave with Urgency Every Day: Winning the Hearts and Minds of Change Agents Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4889BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Almost everyone is too busy today. But when you're going from one meeting to the next, all on different topics, all run inefficiently, attitudes and feelings about urgency drain out through sheer exhaustion. A steadily growing wave of people behaving with real urgency each and every day can help organizations conquer cynicism and negativity.   Add   View  27 pp.  Find Opportunity in Crises: Increasing True Urgency by Winning Hearts and Minds Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4890BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Crises are not necessarily bad and may, under certain conditions, actually be required to succeed in an increasingly changing world. Even people who are solidly content with the status quo will begin to act differently if a fire starts on the floor beneath their feet. With fire spreading around them, everyone moves, the status quo is eliminated, and a new beginning is possible.   Add   View  26 pp.  Deal with NoNos: Increasing True Urgency and Managing People Who Resist Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4891BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: A NoNo is more than a skeptic — he is, in essence, an urgency killer. He's always ready with ten reasons why the current situation is fine, why the problems and challenges others see don't exist, or why you need more data before acting. This chapter describes methods for preventing difficult people from derailing change.   Add   View  21 pp.  Keeping Urgency Up: Creating a Culture that is Conducive to Continuous Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4892BC Subjects: Action planning; Change management; Corporate culture; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: An organization that can sustain a high sense of urgency over time has the potential to become a high-performance machine, where results go from good to great and beyond. But sustaining urgency over time requires that it not only be created, and created well, but that it be re-created again and again, becoming firmly ingrained in an organization's culture.   Add   View  8 pp.  The Future: Begin Today—Take Action Now to Increase True Urgency Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4893BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Creating a sense of urgency in your organization will become more relevant in the foreseeable future because of the constant change swirling around us. Not only is the world hitting us with new opportunities and hazards, but it is doing so in many arenas at an accelerating rate. Take action now to increase true urgency around important issues.    Alpha Male Syndrome   Add   View  39 pp.  The Alpha Male Syndrome: The Good, the Bad, the Ugly Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 2152BC Subjects: Accountability; Collaboration; Interpersonal communications; Leadership development; Personal strategy & style; Personal transformations; Power & influence Academic Discipline: Organizational behavior & leadership Product Description: This chapter introduces the concept of alpha male syndrome, promising tools and advice for alphas, their families, coworkers, and organizations to harness the immense power of alpha males while minimizing their potential downside. May be used with: (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real.   Add   View  31 pp.  The Variety of Alpha Males: The Roles They Play and the Masks They Wear Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 2153BC Subjects: Accountability; Collaboration; Interpersonal communications; Leadership development; Personal strategy & style; Personal transformations Academic Discipline: Organizational behavior & leadership Product Description: Not all alphas are the same. While they tend to have certain characteristics in common, many are markedly different from one another. In this chapter, the authors outline the four different types of alpha males — the commander, visionary, strategist, and executor — and provide tools for determining which category an alpha falls into. May be used with: (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real; (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly.   Add   View  34 pp.  The Alpha Commander: The Top Dog Who Can Be a Pit Bull Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 2154BC Subjects: Accountability; Collaboration; Interpersonal communications; Leadership development; Personal strategy & style; Personal transformations; Team leadership Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, the authors examine the strengths and potential problems that confront one of the four alpha male types — the commander — and suggest strategies for overcoming the alpha commander's central challenges. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real.   Add   View  27 pp.  The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 2155BC Subjects: Accountability; Collaboration; Interpersonal communications; Leadership development; Personal strategy & style; Personal transformations; Team leadership; Vision Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, the authors describe the strengths and potential problems that confront one of the alpha male types — the visionary — and suggest strategies for overcoming the alpha visionary's central challenges. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real.   Add   View  33 pp.  The Alpha Strategist: The Analytic Genius Who Can Be a Stubborn Know-It-All Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 2156BC Subjects: Accountability; Collaboration; Interpersonal communications; Leadership development; Personal strategy & style; Personal transformations; Team leadership Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, the authors address the distinct strengths and potential problems brought to the table by the alpha strategist, one of the four alpha male types, and sugget strategies for overcoming the alpha strategist's major challenges. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real.   Add   View  28 pp.  The Alpha Executor: The Driver Who Can Drive You Up the Wall Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 2157BC Subjects: Accountability; Collaboration; Interpersonal communications; Leadership development; Personal strategy & style; Personal transformations; Team leadership Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, the authors examine the unique strengths and potential problems that confront one of the alpha male types — the executor — and suggest some strategies for overcoming the alpha executor's central challenges. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real.   Add   View  28 pp.  The Alpha Male Team: The Club Where Everyone Wants to Be in Charge Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 2158BC Subjects: Accountability; Collaboration; Interpersonal communications; Leadership development; Personal strategy & style; Personal transformations; Team leadership; Teamwork Academic Discipline: Organizational behavior & leadership Product Description: Both the immense potential and the enormous challenges of teamwork are magnified when the players are alpha males. In this chapter, the authors illustrate how to harness the take-charge energy of alpha males which can ignite team members, enliven creative discussions, and drive productive action to new heights, while regulating the damage the same alphas can do if impatient, judgmental, and self-serving behavior goes unchecked. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real.   Add   View  30 pp.  The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 2159BC Subjects: Accountability; Collaboration; Interpersonal communications; Leadership development; Personal strategy & style; Personal transformations; Stress Academic Discipline: Organizational behavior & leadership Product Description: The excesses of all four alpha male types wreak havoc not only on co-workers but on the alphas' own brains and vital organs. This chapter describes processes for managing the risk of alpha breakdown or defective leadership, from detecting the symptoms of living in the hot-reacting, hyper-adrenaline fast lane, to building a repertoire of anti-stress tools. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real.   Add   View  11 pp.  Coaching for Alphas: Making Real Changes, Making Changes Real Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 2162BC Subjects: Accountability; Collaboration; Interpersonal communications; Leadership development; Personal strategy & style; Personal transformations Academic Discipline: Organizational behavior & leadership Product Description: Many alphas acknowledge that they stand to benefit from changing some of their ways, but they don't think they can. In this chapter, the authors recommend that alphas consider working with a coach to add focus, depth, and valuable assistance to efforts at changing behavior that could potentially impede performance and diminish results. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness.    Bad Leadership: What It Is, How It Happens, Why It Matters   Add   View  7 pp.  Webs of Significance: The Connection Between Leaders and Followers Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7572BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Leaders are inescapably tied to their followers. We must remember that leaders acting alone are not responsible for bad leadership; leaders cannot lead at all unless followers follow.   Add   View  17 pp.  Claiming the Bad Side: Recognizing Both the Good and Bad Sides of Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7673BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: We must come to grips with the fact that leadership can be both good and bad. Americans, for both historical and political reasons, tend to assume that leaders are by definition good. They refuse to label as leaders those who may be considered lacking — people such as Nixon and Hitler, for example. In order to truly encourage good leadership, however, it is imperative that we acknowledge the shades of gray — and black.   Add   View  18 pp.  Reasons for Being Bad: Why Leaders and Followers Behave Badly Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7651BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Leaders have various reasons for behaving badly, from the influence of others to being unwilling to control their desire for more. But why do people follow them? Using the extreme example of Nazi Germany, the author illustrates the different reasons followers put up with, or even actively support, a bad leader.   Add   View  25 pp.  Making Meaning of Being Bad: Different Forms of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7652BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Leaders are bad either because they are ineffective, or unethical. They can further be broken down into seven types, a list that ranges from incompetent to evil. Along with an overview of seven types, this chapter contains brief real-life examples of leaders who fit into each one. Examining this list will enable you to know more clearly what bad leadership looks like.   Add   View  24 pp.  Rigid: Mary Meeker—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7654BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: With change occurring faster, more often and sometimes more suddenly and dramatically than before, leaders and followers who hold fast to the familiar are likely to lag behind. Mary Meeker was one such leader, refusing to shift gears when the stock market did. Her inability, or unwillingness, to adapt cost her loyal, and equally rigid, followers a lot of money.   Add   View  28 pp.  Intemperate: Marion Barry Jr.—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7655BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Intemperate leaders lack self-control and are abetted by followers who are unwilling or unable to intervene. Marion Barry Jr., former mayor of Washington D.C. was caught numerous times during his time in the public eye indulging in illicit behavior. As the author explains, he was able to stay in office only because of his followers turning a blind eye to his indiscretions.   Add   View  34 pp.  Callous: Al Dunlap—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7656BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Too often, callous leaders get away with heartlessness toward the very people whose well-being they are supposed to enhance and protect. Take the case of “Chainsaw” Al Dunlap, whose story is explored in this chapter. He is a prime example of a callous leader, and what happens when followers allow this type of bad leadership to continue unchecked.   Add   View  27 pp.  Corrupt: William Aramony—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7657BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Corrupt leaders can be found everywhere, even in seemingly virtuous places such as charitable organizations. Proof of this is William Aramony, former head of United Way of America. He, along with the followers who enabled him, took money from those who needed it most and stained the reputation of American charities. Here the author tells Aramony's story, providing a hindsight view of what could have prevented this severe breach of trust.   Add   View  28 pp.  Insular: Bill Clinton—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7658BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: To insular leaders, human rights in general are less important than the rights, and even the needs and wants, of their specific constituencies. This chapter discusses the consequences of insular leadership using former President Bill Clinton's failure to intervene in the Rwanda genocide as a case in point. The author's analysis of the situation points out mistakes Clinton made and why those mistakes were so costly.   Add   View  32 pp.  Evil: Radovan Karadzic—Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7659BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: When leaders commit atrocities and still stay in power for years on end, their followers are anesthetized, inflamed, or terrorized — or they are in some way rewarded. A very powerful example is that of Radovan Karadzic, the leader responsible for ethnic cleansing in Bosnia. While he made the orders, many were only too eager to fall into line. Through his story, this chapter illustrates how this type of leadership wins the complicity of followers.   Add   View  14 pp.  Costs and Benefits: Why We Need to Study Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7660BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: Most books that examine leadership do so from the perspective that true leaders are good and ethical leaders, with little or no attention paid to bad leaders. With the costs of bad leadership being so high, ignoring its existence, and allowing it to continue, is a disservice to everyone involved. And focusing on leaders and shortchanging the role of followers, when the two should be looked at in tandem, only makes matters worse.   Add   View  19 pp.  Comments and Corrections: Strategies for Preventing Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter HBS Number: 7661BC Subjects: Behavior; Corruption; Ethics; Fraud; Leadership; Values Academic Discipline: Organizational behavior & leadership Product Description: How can we get from bad leadership to better leadership? In this chapter the author offers some thoughts on stopping bad leadership. Some of the suggestions for leaders include sharing power and not believing your own hype. Followers can help, too, by paying attention to what is happening, and being willing to take a stand, among other things.    Getting Unstuck: How Dead Ends Become New Paths   Add   View  19 pp.  Introduction: Embracing Psychological Impasse Author(s): Butler, Timothy Publication Date: 03/14/2007 Product Type: HBS Press Chapter HBS Number: 7566BC Subjects: Behavior; Career changes; Coaching; Personality; Psychology; Self-assessment; Stress Academic Discipline: Organizational behavior & leadership Product Description: Even if you have the “perfect job,” it is still possible to feel miserable and unfulfilled. The first step to fixing psychological impasse is realizing that you have a choice; you don't have to stay in a place that makes you unhappy. For those who choose to fully experience impasse life will prove more challenging and, at the same time, more authentic.   Add   View  22 pp.  Facing Crisis: The Source of Psychological Impasse Author(s): Butler, Timothy Publication Date: 03/14/2007 Product Type: HBS Press Chapter HBS Number: 7587BC Subjects: Behavior; Career changes; Coaching; Personality; Psychology; Self-assessment; Stress Academic Discipline: Organizational behavior & leadership Product Description: You can't overcome psychological impasse until you identify the source. To find that source, you must be willing to examine the feelings that come along with impasse, although that might be daunting. Once impasse is understood as a necessary crisis, it is possible to look at such tough times as opportunities to reclaim meaning in your daily life.   Add   View  27 pp.  Feeling Stuck and Doubting Ourselves: The Effect of the Past on Your Present Life Author(s): Butler, Timothy Publication Date: 03/14/2007 Product Type: HBS Press Chapter HBS Number: 7588BC Subjects: Behavior; Career changes; Coaching; Personality; Psychology; Self-assessment; Stress Academic Discipline: Organizational behavior & leadership Product Description: As psychological impasse deepens, it brings with it unresolved issues from the past. Ghosts — your past self, the overbearing parent, etc. — that you pushed to the back of your mind rear up, causing you to doubt yourself and your path in life. This chapter includes an exercise to help you acknowledge these ghosts so that you can finally banish them.   Add   View  16 pp.  Opening Up and Letting Go: The Practice of Free Attention Author(s): Butler, Timothy Publication Date: 03/14/2007 Product Type: HBS Press Chapter HBS Number: 7589BC Subjects: Behavior; Career changes; Coaching; Personality; Psychology; Self-assessment; Stress Academic Discipline: Organizational behavior & leadership Product Description: A crisis can provide a unique opportunity: a chance to figure out what's really important by challenging your mental model — your preconceived notions — of life. You can do this through the practice of “free attention,” which requires you to free yourself from distractions so that you can take in new information. Doing this is essential to moving past the feeling of being stuck.   Add   View  36 pp.  Shifting to a New Understanding: Changing the Way You See Your Life Author(s): Butler, Timothy Publication Date: 03/14/2007 Product Type: HBS Press Chapter HBS Number: 7590BC Subjects: Behavior; Career changes; Coaching; Personality; Psychology; Self-assessment; Stress Academic Discipline: Organizational behavior & leadership Product Description: An impasse is life's way of telling you to slow down and examine the themes and tensions in your life; you're missing something vital and the time has come to find it. You can do this by shifting to a deeper and more intuitive mode of understanding. This chapter includes multiple exercises that will help you reach that new level of self-awareness.   Add   View  26 pp.  Our Deepest Interests: The First Pattern in the Carpet—Exploring Lifelong Passions Author(s): Butler, Timothy Publication Date: 03/14/2007 Product Type: HBS Press Chapter HBS Number: 7591BC Subjects: Career changes; Careers & career planning; Coaching; Job satisfaction; Personality; Psychology; Self-assessment; Stress Academic Discipline: Organizational behavior & leadership Product Description: This chapter looks at what the author calls the “Ten Basic Interests,” which include the application of technology and creative production. Discovering what core interests are most important to you will allow you to better decide what kinds of challenges you want and need in your career.   Add   View  22 pp.  Learning to Let Our Passions Guide Us Author(s): Butler, Timothy Publication Date: 03/14/2007 Product Type: HBS Press Chapter HBS Number: 7592BC Subjects: Behavior; Career changes; Coaching; Job satisfaction; Personality; Psychology; Self-assessment; Stress Academic Discipline: Organizational behavior & leadership Product Description: Giving into your passions can be intimidating, especially if they conflict with your present life path. You have to learn to trust yourself and your instincts, or you will never find the place you're meant to be in. Through exercises and relevant anecdotes, this chapter encourages you to remember who you are and not fear your weaknesses.   Add   View  25 pp.  Power, People, and Achievement: Three Interwoven Patterns—Defining Motivation Author(s): Butler, Timothy Publication Date: 03/14/2007 Product Type: HBS Press Chapter HBS Number: 7593BC Subjects: Behavior; Career changes; Coaching; Motivation; Personality; Psychology; Self-assessment; Stress Academic Discipline: Organizational behavior & leadership Product Description: This chapter defines what the author calls “social motivators” and the personality archetypes driven by the three motivators discussed: power, people, and achievement. Using the example of a woman faced with a new job opportunity, these three sources of motivation are explored in detail. With the author's guidance, you can discover what motivates you and which archetype you best resemble.   Add   View  19 pp.  Mapping Our Insights: Patterns in the Sand—Finding Your Motivation Author(s): Butler, Timothy Publication Date: 03/14/2007 Product Type: HBS Press Chapter HBS Number: 7595BC Subjects: Behavior; Career changes; Coaching; Motivation; Personality; Psychology; Self-assessment Academic Discipline: Organizational behavior & leadership Product Description: In order to overcome psychological impasse, you must understand the social motivators that operate most powerfully in your life. With the help of the author's Motivation Map, you will learn how to better understand yourself. By revealing the inner workings of your mind you can make more informed choices in both your personal and work lives.   Add   View  17 pp.  Moving from Impasse to Action—How to Decide Which Path to Take Author(s): Butler, Timothy Publication Date: 03/14/2007 Product Type: HBS Press Chapter HBS Number: 7596BC Subjects: Behavior; Career changes; Coaching; Decision making; Personality; Psychology; Self-assessment; Stress Academic Discipline: Organizational behavior & leadership Product Description: While experiencing psychological impasse, you may find yourself faced with many possible choices — choices that might deeply conflict with one another. This chapter outlines steps you can take to ensure that the choice you eventually make is the most fitting and beneficial one for you, along with exercises to make the process as smooth as possible.   Add   View  8 pp.  Living at the Border—Life After Psychological Impasse Author(s): Butler, Timothy Publication Date: 03/14/2007 Product Type: HBS Press Chapter HBS Number: 7594BC Subjects: Behavior; Career changes; Coaching; Personality; Psychology; Self-assessment; Stress Academic Discipline: Organizational behavior & leadership Product Description: Everyone will eventually face an impasse crisis, whether it lasts a day or a number of years, but only you can decide what you take from the experience. Impasse invites you to shed your fears and see what is actually presenting itself to you, right now. This chapter discusses the benefits of allowing yourself to truly go through psychological impasse.   Add   View  6 pp.  A Note on Impasse and Depression Author(s): Butler, Timothy Publication Date: 03/14/2007 Product Type: HBS Press Chapter HBS Number: 7597BC Subjects: Behavior; Career changes; Coaching; Personality; Psychology; Self-assessment; Stress Academic Discipline: Organizational behavior & leadership Product Description: This chapter discusses the differences between impasse and depression, and gives suggestions on how to determine which one you're experiencing. The author takes care to note that regardless of whether you are feeling impasse or depression, you should never try to push through it alone.    Harvard Business Essentials: Creating Teams with an Edge: The Complete Skill Set to Build Powerful and Influential Teams   Add   View  15 pp.  Team Concepts: Understand These First Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 6945BC Subjects: Group decision making; Management by objectives; Management teams Academic Discipline: General management Product Description: The word “team” implies unity of purpose, collaboration, and. to some, a measure of equity. Working as a team offers some advantages, including a unified effort to achieve common goals and a new way for individuals to interact with one another. This chapter examines these advantages, and some disadvantages as well, and provides tools for determining whether a team effort is appropriate. May be used with: (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort; (7010BC) Becoming a Team Player: Your Most Important Assignment.   Add   View  18 pp.  Essentials for an Effective Team: The Foundation of Success Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 6952BC Subjects: Goal setting; Group behavior; Management by objectives; Management teams Academic Discipline: General management Product Description: Once you determine that creating a team is the best way to approach your goal, the next step is to assess what the team will need to be most effective. This chapter examines the characteristics of effective teams, which are composed of people who collectively bring all the critical competencies to the table. May be used with: (6945BC) Team Concepts: Understand These First; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort; (7010BC) Becoming a Team Player: Your Most Important Assignment.   Add   View  30 pp.  Forming the Team: The Crew and Its Charter Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 6969BC Subjects: Group behavior; Management by objectives; Management teams; Team building Academic Discipline: Organizational behavior & leadership Product Description: Organizing a team is the first step to accomplishing a common goal. At times, a team will self-organize; at other times, a manager will put together a team according to the critical competencies that each member brings. This chapter examines how effective teams are formed and the importance of a team charter. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort; (7010BC) Becoming a Team Player: Your Most Important Assignment.   Add   View  30 pp.  Getting Off on the Right Foot: Important First Steps Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 6976BC Subjects: Budgeting; Goal setting; Group decision making; Management by objectives; Management teams; Scheduling Academic Discipline: General management Product Description: Once the team and charter are in place, several important things must be accomplished before a team's work commences. Drawing up plans for reaching the intended goal and mapping out how the work will be broken down are critical to a team's ultimate success. This chapter shows how to address these preliminary tasks in an attempt to streamline the process. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort; (7010BC) Becoming a Team Player: Your Most Important Assignment.   Add   View  27 pp.  Team Management Challenges: Where Leaders Matter Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 6983BC Subjects: Group behavior; Group dynamics; Management teams; Team leadership Academic Discipline: Organizational behavior & leadership Product Description: Recognizing management and leadership challenges is key to creating an effective team. This chapter examines the role of the leader, and that of team identity, and how to manage these distinct identities in the context of team dynamics. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort; (7010BC) Becoming a Team Player: Your Most Important Assignment.   Add   View  20 pp.  Operating as a Team: Putting Ideas to Work Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 6990BC Subjects: Conflict; Management communication; Management teams; Motivation; Performance measurement; Teamwork Academic Discipline: General management Product Description: Many teams encounter problems operationally when the work first begins. Work patterns may develop that hinder the planned vision of the team. This chapter examines key aspects of team operations that help create the most effective group possible. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (7003BC) The Virtual Team: A Collaborative Effort; (7010BC) Becoming a Team Player: Your Most Important Assignment.   Add   View  23 pp.  The Virtual Team: A Collaborative Effort Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 7003BC Subjects: Communication; Groupware; Internet; Management teams; Technology; Virtual communities Academic Discipline: General management Product Description: Many of today's teams are virtual — groups of individuals who communicate over e-mail, voicemail, telephone, videoconferencing hardware, etc. This approach to team decision making has its own unique challenges and advantages; this chapter examines them in detail. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7010BC) Becoming a Team Player: Your Most Important Assignment.   Add   View  16 pp.  Becoming a Team Player: Your Most Important Assignment Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 7010BC Subjects: Alternative dispute resolution; Group decision making; Human relations; Interpersonal behavior; Management teams Academic Discipline: Organizational behavior & leadership Product Description: A team is only as strong as the collective performance of those involved. Each member of the team must be committed, collaborative, and competent. If one person doesn't agree with the common goal, chances are his or her performance will affect others in the group. This chapter examines what it means to be an effective team player. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort.    Harvard Business Essentials: Guide to Hiring and Keeping the Best People   Add   View  45 pp.  The Hiring Process: Attracting the Best People Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7027BC Subjects: Employee testing; Employment; Employment interviews; Job descriptions; Recruitment Academic Discipline: Human resources management Product Description: Like most activities undertaken by organizations, hiring is a business process in which inputs are turned into outputs. To maximize your output, this chapter begins with a five-step process for effective hiring, from determining the job requirements to making an offer to identifying and securing the best candidate. May be used with: (7034BC) Beyond the Hiring Basics: Details You Need to Know; (7058BC) Keeping the Best: Essential Retention Strategies; (7072BC) Market-Wise Retention: Competing in the War for Talent; (7089BC) Developing the Talent You Have: Strategies for Training and Development; (7096BC) Workplace Factors That Affect Hiring and Retention: Focusing on Culture; (7102BC) When All Else Fails: Keeping Talented Employees, Even After They Leave.   Add   View  31 pp.  Beyond the Hiring Basics: Details You Need to Know Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7034BC Subjects: Employee retention; Employee testing; Employment; Psychology; Recruitment Academic Discipline: Human resources management Product Description: Using a conceptual framework of “embedded life interests,” this chapter delves more deeply into how to recruit the most appropriate individual for a specific job. To that end, it also addresses online recruiting, the use of “head hunters” and search firms, and the pros and cons of psychological testing. May be used with: (7027BC) The Hiring Process: Attracting the Best People; (7058BC) Keeping the Best: Essential Retention Strategies; (7072BC) Market-Wise Retention: Competing in the War for Talent; (7089BC) Developing the Talent You Have: Strategies for Training and Development; (7096BC) Workplace Factors That Affect Hiring and Retention: Focusing on Culture; (7102BC) When All Else Fails: Keeping Talented Employees, Even After They Leave.   Add   View  33 pp.  Keeping the Best: Essential Retention Strategies Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7058BC Subjects: Diversity; Employee retention; Employees; Employment; Human resources management; Intellectual capital; Work force management Academic Discipline: Organizational behavior & leadership Product Description: Distilling recent research findings, this chapter explores why employee retention is valuable in terms of customer satisfaction, turnover costs, and business performance. It then provides eight practical steps to improving retention. May be used with: (7027BC) The Hiring Process: Attracting the Best People; (7034BC) Beyond the Hiring Basics: Details You Need to Know; (7072BC) Market-Wise Retention: Competing in the War for Talent; (7089BC) Developing the Talent You Have: Strategies for Training and Development; (7096BC) Workplace Factors That Affect Hiring and Retention: Focusing on Culture; (7102BC) When All Else Fails: Keeping Talented Employees, Even After They Leave.   Add   View  19 pp.  Market-Wise Retention: Competing in the War for Talent Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7072BC Subjects: Compensation; Employee turnover; Employment; Intellectual capital; Value creation; Work force management Academic Discipline: Human resources management Product Description: From a market perspective, some employees add more value to a company than others. This chapter focuses on why managers should be less concerned with overall turnover and more concerned with focusing retention resources on those employees who offer the most value to the organization. May be used with: (7027BC) The Hiring Process: Attracting the Best People; (7034BC) Beyond the Hiring Basics: Details You Need to Know; (7058BC) Keeping the Best: Essential Retention Strategies; (7089BC) Developing the Talent You Have: Strategies for Training and Development; (7096BC) Workplace Factors That Affect Hiring and Retention: Focusing on Culture; (7102BC) When All Else Fails: Keeping Talented Employees, Even After They Leave.   Added   View  18 pp.  Developing the Talent You Have: Strategies for Training and Development Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7089BC Subjects: Career advancement; Employee retention; Employee training; Employment; Mentors Academic Discipline: Human resources management Product Description: While many companies consider employee training a good investment, others question how the organization benefits if employees move on and take that training elsewhere. Encouraging employee training and development, this chapter describes several cost-effective methods of doing it while retaining the most competent individuals. May be used with: (7027BC) The Hiring Process: Attracting the Best People; (7034BC) Beyond the Hiring Basics: Details You Need to Know; (7058BC) Keeping the Best: Essential Retention Strategies; (7072BC) Market-Wise Retention: Competing in the War for Talent; (7096BC) Workplace Factors That Affect Hiring and Retention: Focusing on Culture; (7102BC) When All Else Fails: Keeping Talented Employees, Even After They Leave.   Add   View  25 pp.  Workplace Factors That Affect Hiring and Retention: Focusing on Culture Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7096BC Subjects: Employee morale; Employee retention; Flexible hours; Human resources management; Women in business; Work environment; Work life balance Academic Discipline: Human resources management Product Description: This chapter explains the work-life balance factors that affect the retention of valuable employees and how managers can alter the workplace environment to appeal to new candidates and avoid employee burnout. May be used with: (7027BC) The Hiring Process: Attracting the Best People; (7034BC) Beyond the Hiring Basics: Details You Need to Know; (7058BC) Keeping the Best: Essential Retention Strategies; (7072BC) Market-Wise Retention: Competing in the War for Talent; (7089BC) Developing the Talent You Have: Strategies for Training and Development; (7102BC) When All Else Fails: Keeping Talented Employees, Even After They Leave.   Add   View  12 pp.  When All Else Fails: Keeping Talented Employees, Even After They Leave Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7102BC Subjects: Employee turnover; Employment; Employment interviews; Networking; Relationship management Academic Discipline: Organizational behavior & leadership Product Description: The departure of a good employee need not be the end of your relationship with that individual and may, instead, garner you new customers, sources of market intelligence, candidates for outsourced projects, and insight into the root causes of employee turnover. This chapter discusses using exit interviews and alumni networks to maintain these relationships. May be used with: (7027BC) The Hiring Process: Attracting the Best People; (7034BC) Beyond the Hiring Basics: Details You Need to Know; (7058BC) Keeping the Best: Essential Retention Strategies; (7072BC) Market-Wise Retention: Competing in the War for Talent; (7089BC) Developing the Talent You Have: Strategies for Training and Development; (7096BC) Workplace Factors That Affect Hiring and Retention: Focusing on Culture.    Harvard Business Essentials: Guide to Managing Change and Transition   Add   View  13 pp.  The Dimensions of Change: Examining the Different Types and Approaches Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7119BC Subjects: Change management; Organizational change; Performance Academic Discipline: Organizational behavior & leadership Product Description: Understanding the types of change programs and approaches that organizations use is critical to managing a change initiative effectively. This chapter provides an overview of the different approaches and their effects on business performance. May be used with: (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.   Add   View  18 pp.  Are You Change-Ready?: Preparing for Organizational Change Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7126BC Subjects: Change management; Leadership; Motivation; Organizational change Academic Discipline: Organizational behavior & leadership Product Description: For an organization to be change-ready, three key conditions must be present. This chapter explores these conditions and explains how to cultivate them if they don't already exist in the organization. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.   Add   View  24 pp.  Seven Steps to Change: A Systematic Approach Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7133BC Subjects: Action planning; Change management; Organizational change Academic Discipline: General management Product Description: Effective change happens only when an organization can approach change with the right attitude, from the right angle, and with the appropriate actionable steps to make it happen. This chapter offers the seven steps that general managers can and should use when trying to create real change in an organization. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.   Added   View  28 pp.  Implementation: Putting Your Plan in Motion Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7140BC Subjects: Change management; Implementation; Organizational change; Planning Academic Discipline: General management Product Description: Once an organization has committed to a change program, the next phase is implementation. Effective implementation requires some front-end work, a strategy, and prior planning. This chapter identifies six activities that are essential for a seamless, companywide implementation. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.   Add   View  17 pp.  Social and Human Factors: Reactions to Change Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7157BC Subjects: Change management; Employee attitude; Management styles; Organizational behavior; Organizational change; Social networks Academic Discipline: Organizational behavior & leadership Product Description: When implementing change companywide, it is important to remember the influence of social systems within the organization. Successful change management requires that managers recognize this influence and take it into consideration as they make necessary changes to their style of management. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.   Add   View  28 pp.  Helping People Adapt: Strategies to Reduce Stress and Anxiety Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7164BC Subjects: Change management; Employee attitude; Organizational change; Stress; Work environment Academic Discipline: General management Product Description: Workplace change often brings with it turmoil and stress as people begin to acclimate to the new environment. A good manager alone may not be capable of restoring morale companywide, but he or she can help to reestablish a productive frame of mind once a change program has been implemented. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7188BC) Toward Continuous Change: Staying Competitive Through Change.   Add   View  15 pp.  Toward Continuous Change: Staying Competitive Through Change Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7188BC Subjects: Change management; Employee attitude; Organizational change Academic Discipline: Organizational behavior & leadership Product Description: Change initiatives are incremental, building on previous change initiatives. Implementing continuous change is important to ensuring business growth. This chapter discusses the workplace as an ever-evolving environment that may require a one-time major change or smaller, more incremental change initiatives at more frequent intervals. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety.    Harvard Business Essentials: Guide to Managing Creativity and Innovation   Add   View  16 pp.  Types of Innovation: Several Types on Many Fronts Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7195BC Subjects: New process; Process innovation Academic Discipline: General management Product Description: Innovation is the embodiment, combination, or synthesis of knowledge in original, relevant, and valued new products, processes, or services. This chapter examines two major categories within which innovations fall: incremental and radical. The chapter also underscores the importance of process innovations. May be used with: (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.   Add   View  18 pp.  The S-Curve: A Concept and Its Lessons Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7201BC Subjects: Change management; Costs; Innovation; Investments; Performance; Technological change; Time management Academic Discipline: General management Product Description: Whatever type of innovation you pursue will come up against some sort of constraint that will inhibit progress. This chapter explains the idea of the S-curve — a chart that plots performance and cost against time and investment. This chart has implications for managers and innovators, and the chapter explains how to use the tool effectively. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.   Add   View  28 pp.  Idea Generation: Opening the Genie’s Bottle Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7218BC Subjects: Customer relations; Focus groups; Ideas; Planning; R&D Academic Discipline: General management Product Description: This chapter explores six sources of innovative thinking and discusses the importance of prior mental preparation to the innovative process. Essentially, new ideas are the nutrients of innovation, and this chapter helps uncover key sources of inspiration. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.   Add   View  13 pp.  Recognizing Opportunities: Don’t Let the Good Ones Slip By Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7225BC Subjects: Business growth; Ideas; Product development; Strategic market planning; Value creation Academic Discipline: General management Product Description: Most innovative ideas are fun and interesting. But from a crowded field, how can you recognize an idea that has real business potential? Opportunity recognition is a mental process that can help you make this assessment. This chapter gives you the tools you need to decide whether to invest in a new idea. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.   Add   View  37 pp.  Moving Innovation to Market: Will It Fly? Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7232BC Subjects: Breakeven analysis; Commercialization; Fixed costs; Ideas; Product development Academic Discipline: General management Product Description: Many ideas with commercial potential never make it to market. The innovator's challenge is to make the idea feasible, practical, not too costly to execute, and acceptable to customers. This chapter examines some best practices used to determine which ideas have the most merit and which ideas should be killed. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.   Add   View  24 pp.  Creativity and Creative Groups: Two Keys to Innovation Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7256BC Subjects: Creativity; Group behavior; Management communication; Management of professionals; Motivation; Teams Academic Discipline: Organizational behavior & leadership Product Description: Encouraging creativity is an important element to successful innovation. This chapter debunks certain myths about creativity and discusses the role of individual creativity and creative groups. The chapter offers six steps you can take to be more creative yourself and encourage creativity in your work groups. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.   Added   View  27 pp.  Enhancing Creativity: Enriching the Organization and Workplace Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7263BC Subjects: Creativity; Employee empowerment; Employee morale; Innovation; Management of professionals; Management philosophy; Teams; Work environment Academic Discipline: Organizational behavior & leadership Product Description: Crafting teams of creative people is an essential first step toward enhancing creativity. Equally important is making the workplace conducive to creative thinking and providing support to those with innovative thoughts. This chapter offers a checklist of organizational characteristics that support creativity and innovation. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7270BC) What Leaders Must Do: Making a Difference.   Add   View  20 pp.  What Leaders Must Do: Making a Difference Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7270BC Subjects: Creativity; Innovation; Leadership; Management communication; Management of professionals; Management philosophy; Organizational behavior; R&D Academic Discipline: Organizational behavior & leadership Product Description: For an idea generated by a middle manager to reach its full potential, there must be some support from higher ranking individuals. These people play an important role in shaping the culture, giving direction, and allocating funds. This chapter explains the importance of involving senior management and outlines what leaders must do to assure that innovation flourishes. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace.    Harvard Business Essentials: Manager’s Toolkit — The 13 Skills Managers Need to Succeed   Added   View  18 pp.  Setting Goals that Others Will Pursue: Committing to an Outcome Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5047BC Subjects: After action reviews; Goal setting; Management by objectives; Management communication; Management of professionals; Priorities Academic Discipline: General management Product Description: By setting goals and measuring their achievement, you can focus on what is most important, waste less energy on noncritical tasks, and achieve greater results. Whether your organization takes a top-down approach to goal setting or a bottom-up one, you are responsible for setting goals for your unit and for yourself. This chapter breaks down the priorities, the obstacles, and the after-action review of goal setting and achieving. May be used with: (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  28 pp.  Hiring the Best: The Role of Human Assets Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5078BC Subjects: Employee benefits; Employee training; Human capital; Human resources management; Interviews; Personnel policies; Recruitment Academic Discipline: General management Product Description: In a world where human assets have become the key differentiator between competing firms, the quality and capabilities of the people you bring onto your team will determine its success. And like many other activities undertaken by organizations, hiring is a business process — a set of activities that turn inputs into outputs. This chapter examines this five-step process for getting the most out of your personnel investments. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  26 pp.  Keeping the Best: Why Retention Matters Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5085BC Subjects: Compensation; Employee benefits; Employee morale; Employee retention; Employee training; Human resources management; Personnel policies Academic Discipline: General management Product Description: This chapter focuses on employee retention. It explains why it is so important to your business — and why it is so challenging. The chapter provides insights into why people stay with their current employers and what factors influence them to leave. It also offers suggestions on what you, as a manager, can do to retain your best people. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed.   Add   View  17 pp.  Delegating with Confidence: Avoid Being Overworked and Overwhelmed Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5108BC Subjects: Delegation of authority; Management communication; Management of professionals Academic Discipline: General management Product Description: Delegation is one of the most important skills demonstrated by successful managers and the one often neglected by overworked managers. Effective delegators spend less time doing and more time planning work assignments, organizing resources for delegates, and coaching people who need help. This chapter explains the principles of delegating and gives practical ideas for applying them. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  18 pp.  Managing Your Time: Making the Most Out of Your Day Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5115BC Subjects: Time wasters; Upper management; Work environment; Work hours Academic Discipline: General management Product Description: Time management is about forcing yourself to be explicit about what you value in your professional and personal life, which in turn helps avoid burnout stress while making you more productive. This chapter gives you the tools to manage your work week better while avoiding time wasters such as overreaching, reverse delegation, procrastination, avoidable travel, and unnecessary meetings. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Added   View  25 pp.  Managing Teams: Forming a Team that Makes a Difference Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5139BC Subjects: Collaboration; Employee morale; Group decision making; Group dynamics; Interpersonal behavior; Management communication; Management of professionals; Management teams; Team leadership Academic Discipline: General management Product Description: Individuals are the source of most innovative ideas, but teams of people working together are an organization's best instruments for turning those ideas into marketable products and services. You, as a manager, must learn how to act in this setting — where you cannot be the boss — finding a collaborative way to contribute and support your colleagues. This chapter teaches you that skill. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Added   View  31 pp.  Appraisal and Coaching: Improving Results with Feedback Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5146BC Subjects: Coaching; Employee development; Employee morale; Feedback; Management of professionals; Performance effectiveness; Performance measurement Academic Discipline: General management Product Description: The first half of this chapter shows you how to handle a performance appraisal and offers eight steps for doing it right. The balance of the chapter explains how to improve performance through coaching. These two activities provide opportunities for both the manager and the subordinate to provide feedback to one another on what is working and what is not — feedback that is an essential element of management. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  23 pp.  Handling Problem Employees: Motivating and Letting Go Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5153BC Subjects: Employees; Motivation; Performance management; Terminations Academic Discipline: Human resources management Product Description: Although some employees can be helped through coaching that corrects performance pitfalls, others are able to do the job, but for some reason or another, are not motivated to do it. This chapter deals with the unmotivated employee. It concentrates on motivating problem employees, dealing with “C” employees, and handling dismissals when necessary. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  19 pp.  Dealing with Crises: Don’t Wait Until They Hit Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5160BC Subjects: Change management; Crisis management; Decision making; Problem solving; Risk management Academic Discipline: General management Product Description: Crises affect all businesses sooner or later. Some are preventable. Others can be anticipated. But no matter what their origins, the things managers do and the decisions they make can make the situation a lot worse — or better. This chapter offers practical ideas for preventing crises, anticipating them, and managing them when they occur. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  25 pp.  Developing Your Career: And Theirs Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5184BC Subjects: Career advancement; Career changes; Careers & career planning; Management communication; Mentors Academic Discipline: Organizational behavior & leadership Product Description: Career development is the process of assessing where you are in your work life, deciding where you want to be, and then making the changes necessary to get there. It's a process you can manage and an opportunity for you to lead by example. This chapter gives you practical ideas for managing your career and mentoring the careers of those who work for you — whether you are both just beginning or well along the road. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  19 pp.  Becoming a Leader: The Final Challenge Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5191BC Subjects: Conflict; Leadership; Management by objectives; Management communication; Management of professionals; Motivation; Vision Academic Discipline: General management Product Description: To be effective, leadership cannot only be about inspiration and grand visions; it must also be about getting results. Managers become leaders when they create a vision that others will follow, align people and resources with their vision, use communication skills to muster support, gather resources, motivate others to do their best, and harness the power of creative conflict. This chapter helps you navigate this course. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  14 pp.  Strategy: A Primer Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5214BC Subjects: Competitive advantage; Competitive decision making; Strategic market planning; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: Operational efficiency is about doing things right; strategy is about doing the right things. This chapter focuses on how to formulate strategies that will differentiate your enterprise, giving it competitive advantage, and on how to scan the horizon for new opportunities or for changes that may undermine your current strategy. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  31 pp.  Budgeting: Seeing the Future Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5221BC Subjects: Budgeting; Business expenses; Financial literacy; Financial management; Financing; Long term financing; Operating costs; Short term financing Academic Discipline: Finance Product Description: Budgeting can cause stress and conflict, eating up lots of hours. But a good budget can be the difference between financial success and insolvency. In this chapter, you'll learn about the many types of budgets that serve different purposes. You'll also learn how to determine which type most effectively helps you meet your business goals. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  22 pp.  Understanding Financial Statements: Making More Authoritative Decisions Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5238BC Subjects: Balance sheets; Business expenses; Cash flow statements; Financial accounting; Financial literacy; Financial management; Financial planning; Financial reporting; Income statements Academic Discipline: Finance Product Description: What is the state of your company's financial health? This chapter helps you answer that question by explaining the three essential financial statements: the balance sheet, the income statement, and the cash flow statement. It also helps you understand some of the managerial issues implicit in them and broadens your financial know-how through discussion of two vital concepts: financial leverage and the financial structure of the firm. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  18 pp.  Net Present Value and Internal Rate of Return: Accounting for Time Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5245BC Subjects: Decision making; Financial analysis; Financial management; Financial strategy; Inflation; Present value; Rates of return Academic Discipline: Finance Product Description: This chapter introduces you to financial decision-making tools that account for time value: specifically, present and future value, net present value, and internal rate of return. These are among the most powerful and useful decision tools available to managers. Whether you're considering the development of a new product, the purchase of a new asset, or any other type of investment, these time-value tools are essential. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  8 pp.  Breakeven Analysis and Operating Leverage: Understanding Cash Flow Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5252BC Subjects: Breakeven analysis; Budgeting; Cash flow; Contribution margin; Financial analysis; Financial literacy; Financial management; Fixed costs; Operating leverage; Variable costs Academic Discipline: Finance Product Description: This chapter explains breakeven analysis — how much (or how much more) you need to sell to pay for a fixed investment — another financial tool that many managers find useful in making decisions. The chapter elucidates this and several other concepts that that every manager should understand (fixed costs, variable costs, contribution margin, and operating leverage) to determine at what point you will break even on your cash flow and when you will exceed it. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time.    Leading Quietly: An Unorthodox Guide to Doing the Right Thing   Add   View  13 pp.  Introduction: Leading Quietly Author(s): Badaracco, Joseph L., Jr. Publication Date: 02/11/2002 Product Type: HBS Press Chapter HBS Number: 2357BC Subjects: Decision making; Ethics; Leadership; Management philosophy; Personal strategy & style; Problem solving; Values Academic Discipline: Organizational behavior & leadership Product Description: This chapter describes a new approach to leadership, quiet leadership, which, despite its slow pace, often turns out to be the quickest way to make an organization — and the world — a better place. May be used with: (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2360BC) Buy a Little Time: Problem-Solving Strategies for Quiet Leaders; (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership.   Add   View  25 pp.  Don’t Kid Yourself: Guiding Principles for Quiet Leaders Author(s): Badaracco, Joseph L., Jr. Publication Date: 02/11/2002 Product Type: HBS Press Chapter HBS Number: 2358BC Subjects: Decision making; Ethics; Leadership; Management philosophy; Personal strategy & style; Problem solving Academic Discipline: Organizational behavior & leadership Product Description: Quiet leaders are realists. This chapter advises people facing difficult problems not to kid themselves about how well they understand the situation or how much they can control. May be used with: (2360BC) Buy a Little Time: Problem-Solving Strategies for Quiet Leaders; (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership; (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2357BC) Introduction: Leading Quietly.   Add   View  24 pp.  Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders Author(s): Badaracco, Joseph L., Jr. Publication Date: 02/11/2002 Product Type: HBS Press Chapter HBS Number: 2359BC Subjects: Decision making; Ethics; Leadership; Management philosophy; Personal strategy & style; Problem solving; Values Academic Discipline: Organizational behavior & leadership Product Description: This chapter explains why, in difficult situations, leaders should expect their motives to be mixed and even confused and explores how valuable and useful mixed motives can be. May be used with: (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly; (2360BC) Buy a Little Time: Problem-Solving Strategies for Quiet Leaders; (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership.   Add   View  19 pp.  Buy a Little Time: Problem-Solving Strategies for Quiet Leaders Author(s): Badaracco, Joseph L., Jr. Publication Date: 02/11/2002 Product Type: HBS Press Chapter HBS Number: 2360BC Subjects: Decision making; Ethics; Leadership; Management philosophy; Personal strategy & style; Problem solving; Time management Academic Discipline: Organizational behavior & leadership Product Description: This chapter looks at some important strategies for quiet leaders trying to make good decisions in very tough and often time-sensitive situations. May be used with: (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership; (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly.   Add   View  23 pp.  Invest Wisely: Problem-Solving Strategies for Quiet Leaders Author(s): Badaracco, Joseph L., Jr. Publication Date: 02/11/2002 Product Type: HBS Press Chapter HBS Number: 2361BC Subjects: Decision making; Ethics; Leadership; Management philosophy; Networking; Personal strategy & style; Power & influence; Problem solving Academic Discipline: Organizational behavior & leadership Product Description: Political capital — consisting mainly of a person's reputations and relationships at work — is the hard currency of organizational life. This chapter illustrates how quiet leaders pay close attention to how much political capital they are risking and the likely returns on their investment before taking action on a difficult problem. May be used with: (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly; (2360BC) Buy a Little Time: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership.   Add   View  23 pp.  Drill Down: Problem-Solving Strategies for Quiet Leaders Author(s): Badaracco, Joseph L., Jr. Publication Date: 02/11/2002 Product Type: HBS Press Chapter HBS Number: 2362BC Subjects: Decision making; Ethics; Leadership; Management philosophy; Personal strategy & style; Problem solving Academic Discipline: Organizational behavior & leadership Product Description: This chapter examines recent events at one of America's most important high technology companies to illustrate how quiet leaders face a problem entwined with complexities by working patiently and persistently to grasp what they know, what they need to learn, and whose help they require. May be used with: (2360BC) Buy a Little Time: Problem-Solving Strategies for Quiet Leaders; (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership; (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly.   Add   View  19 pp.  Bend the Rules: Problem-Solving Strategies for Quiet Leaders Author(s): Badaracco, Joseph L., Jr. Publication Date: 02/11/2002 Product Type: HBS Press Chapter HBS Number: 2363BC Subjects: Decision making; Ethics; Leadership; Management philosophy; Personal strategy & style; Problem solving; Values Academic Discipline: Organizational behavior & leadership Product Description: This chapter looks at how quiet leaders often respond to ambiguous situations by imaginatively and creatively trying to bend the rules without breaking them. May be used with: (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly; (2360BC) Buy a Little Time: Problem-Solving Strategies for Quiet Leaders; (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership.   Add   View  22 pp.  Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders Author(s): Badaracco, Joseph L., Jr. Publication Date: 02/11/2002 Product Type: HBS Press Chapter HBS Number: 2364BC Subjects: Decision making; Ethics; Experimentation; Leadership; Management philosophy; Personal strategy & style; Problem solving Academic Discipline: Organizational behavior & leadership Product Description: In fluid situations with many contingencies, successful leadership depends on learning and taking the right small steps. This chapter examines how quiet leaders gradually get a sense of the flow of events, hazards to be avoided, and opportunities they can exploit by testing, probing, and experimenting. May be used with: (2360BC) Buy a Little Time: Problem-Solving Strategies for Quiet Leaders; (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership; (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly.   Add   View  24 pp.  Craft a Compromise: Problem-Solving Strategies for Quiet Leaders Author(s): Badaracco, Joseph L., Jr. Publication Date: 02/11/2002 Product Type: HBS Press Chapter HBS Number: 2365BC Subjects: Decision making; Ethics; Leadership; Management philosophy; Negotiations; Personal strategy & style; Problem solving Academic Discipline: Organizational behavior & leadership Product Description: This chapter illustrates that crafting a compromise is often a valuable opportunity to learn and exercise practical wisdom, and that crafting responsible, workable compromises is not just something quiet leaders do — it defines who they are. May be used with: (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly; (2360BC) Buy a Little Time: Problem-Solving Strategies for Quiet Leaders; (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership.   Add   View  13 pp.  Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership Author(s): Badaracco, Joseph L., Jr. Publication Date: 02/11/2002 Product Type: HBS Press Chapter HBS Number: 2366BC Subjects: Decision making; Ethics; Leadership; Management philosophy; Personal strategy & style; Problem solving; Values Academic Discipline: Organizational behavior & leadership Product Description: This chapter suggests that the key to using the tools and tactics of quiet leadership in responsible and effective ways lies in embracing three unglamorous virtues: restraint, modesty, and tenacity. May be used with: (2357BC) Introduction: Leading Quietly; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2360BC) Buy a Little Time: Problem-Solving Strategies for Quiet Leaders; (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders.    Rapid Transformation: A 90-Day Plan for Fast and Effective Change   Add   View  23 pp.  Model Overview: The 90 Days Transformation Model Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8191BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Companies need to constantly reinvent themselves to remain competitive in today's world. The 90 days transformation model presented in this chapter provides companies with a framework for transforming themselves in order to stay ahead of the curve. May be used with: (8193BC) Pretransformation: Planting the Seeds; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8199BC) Phase 2: Envisioning the Future — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation; (8203BC) Transformation Implementation: Execution.   Add   View  47 pp.  Pretransformation: Planting the Seeds Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8193BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Pretransformation is the first stage of a transformation effort and holds special importance in setting the tone for the effort. This chapter examines the general steps you must take to plant the seeds for a successful transformation effort, from how to select a transformation leader to how to gain buy-in and momentum. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8199BC) Phase 2: Envisioning the Future — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation; (8203BC) Transformation Implementation: Execution.   Add   View  38 pp.  Cross-Functional Rapid Response Teams: Harnessing the Power—Rapid Transformation Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8195BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Cross-functional rapid response teams are often considered the heart of the transformation effort. This chapter introduces the concept of these teams and explains their crucial role in the overall transformation effort, highlighting some important advantages to implementing rapid response teams.   Add   View  55 pp.  Phase 1: Diagnosing the Patient—Rapid Transformation Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8197BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Diagnosis of an organization's underlying issues is the most important phase in the transformation process. This chapter outlines the process and methodology for a successful diagnosis, providing rapid response teams with tools and examples of key areas to analyze. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8193BC) Pretransformation: Planting the Seeds; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation; (8203BC) Transformation Implementation: Execution.   Add   View  34 pp.  Phase 2: Envisioning the Future—Rapid Transformation Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8199BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Once rapid response teams have identified the major pain points for the organization, it is time for the teams to shift their focus and start looking at solutions for these problems. This chapter lays out this part of the transformation process, looking at how teams work to identify various alternatives for treatment and remedy. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8193BC) Pretransformation: Planting the Seeds; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation; (8203BC) Transformation Implementation: Execution.   Add   View  36 pp.  Phase 3: Paving the Road—Rapid Transformation Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8201BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: In the final planning stage of a transformation effort, rapid response teams must plant the seeds and pave the road for a successful implementation. This chapter discusses how these teams, who have diagnosed the organization's major pain points and generated creative solutions, must now develop a transformation implementation plan. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8193BC) Pretransformation: Planting the Seeds; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8199BC) Phase 2: Envisioning the Future — Rapid Transformation; (8203BC) Transformation Implementation: Execution.   Add   View  41 pp.  Transformation Implementation: Execution Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8203BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: On completion of a 90 days transformation planning effort, the company stands ready to embark on the most critical phase of the process: the execution phase. This chapter highlights several best practices for transformation implementation and describes some of the more common barriers to implementation. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8195BC) Cross-Functional Rapid Response Teams: Harnessing the Power — Rapid Transformation; (8197BC) Phase 1: Diagnosing the Patient — Rapid Transformation; (8199BC) Phase 2: Envisioning the Future — Rapid Transformation; (8201BC) Phase 3: Paving the Road — Rapid Transformation.

Remember Who You Are: Life Stories That Inspire the Heart and Mind   Add   View  16 pp.  The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter HBS Number: 2803BC Geographic Setting: Global Subjects: Career advancement; Careers & career planning; Decision making; Leadership; Leadership development; Personal strategy & style Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, the CEO of Marketspace LLC and former Harvard Business School professor, Jeffrey Rayport, reflects on what it takes to meet the challenges of living and doing business in an uncertain age. May be used with: (2804BC) Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2806BC) A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark.   Add   View  13 pp.  Be Like Yourself: Draw a nuanced distinction between who you are and what you do Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter HBS Number: 2804BC Geographic Setting: Global Subjects: Career advancement; Careers & career planning; Leadership; Leadership development; Personal strategy & style Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, Richard Tedlow, author and professor in Harvard Business School's business history program, discusses the advantages of maintaining a distinction between who you are at the office and who you are at home. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2806BC) A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark.   Add   View  13 pp.  A Matter of Black and White: Examine your own past, where your ideas come from Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter HBS Number: 2805BC Geographic Setting: Global Subjects: Career advancement; Careers & career planning; Decision making; Leadership; Leadership development; Personal strategy & style Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, Thomas McCraw, Pulitzer Prize-winning author and Harvard Business School professor, argues that to be a successful business leader, you must reflect on and understand where you — and by extension, your ideas — come from. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2804BC) Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow; (2806BC) A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark.   Add   View  16 pp.  A Bad Meal, and the Truth: Stay grounded and accessible Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter HBS Number: 2806BC Geographic Setting: Global Subjects: Career advancement; Careers & career planning; Leadership; Leadership development; Personal strategy & style; Power & influence Academic Discipline: Organizational behavior & leadership Product Description: One of the keys to being successful at the executive level is to be conscious of the treatment you receive because of your position, and how it affects you. In this chapter, Stephen Kaufman, Harvard Business School professor, former strategy consultant and CEO of Arrow Electronics, Inc., considers the importance of not letting success go to your head. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2804BC) Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark.   Add   View  12 pp.  Reunion: Reframe the way you think about risk Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter HBS Number: 2808BC Geographic Setting: Global Subjects: Career advancement; Careers & career planning; Decision making; Leadership; Leadership development; Personal strategy & style; Risk; Risk assessment Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, David Bell, chair of the marketing department at HBS and an expert at risk assessment, cautions against avoiding risk in favor of safer choices that might not be right for you and your career. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2804BC) Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2806BC) A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark.   Add   View  16 pp.  On the Fallacy of Perfection: Let a new image of yourself emerge Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter HBS Number: 2809BC Geographic Setting: Global Subjects: Career advancement; Careers & career planning; Leadership; Leadership development; Personal strategy & style Academic Discipline: Organizational behavior & leadership Product Description: In a culture that views success as binary — either you have it or you don't — our expectations for ourselves and our own success can become skewed and unreasonable. In this chapter, Harvard Business School professor Nancy Koehn reflects on the pitfalls of stubbornly pursuing perfection. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2804BC) Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2806BC) A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark.   Add   View  10 pp.  Sara’s Story: Realize that no one is a number Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter HBS Number: 2811BC Geographic Setting: Global Subjects: Career advancement; Careers & career planning; Ethics; Leadership; Leadership development; Personal strategy & style; Values Academic Discipline: Organizational behavior & leadership Product Description: As you move up in the ranks, you will increasingly be confronted with tough decisions that will affect the lives and the livelihood of other people. In this chapter, Harvard Business School professor and the founder of Leaders for Manufacturing at MIT, H. Kent Brown, asks leaders to consider the humanity of everyone working to make a company run. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2804BC) Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2806BC) A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark.   Add   View  13 pp.  In the Moment: Give the gift of high expectations Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter HBS Number: 2812BC Geographic Setting: Global Subjects: Career advancement; Careers & career planning; Leadership; Leadership development; Personal strategy & style; Values Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, Harvard Business Professor Frances Frei encourages readers to appreciate and invest themselves in experiences that are precious and finite. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2804BC) Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2806BC) A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark.   Add   View  12 pp.  Why People Will Work for You: Sacrifice some measure of your own power Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter HBS Number: 2813BC Geographic Setting: Global Subjects: Career advancement; Careers & career planning; Leadership; Leadership development; Management philosophy; Management techniques; Personal strategy & style; Values Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, Harvard Business School's director of career development programs, Timothy Butler, encourages leaders to harness the full talents of their employees, giving up some control and abandoning fear as a management tool. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2804BC) Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2806BC) A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark.   Add   View  12 pp.  The Mount Rushmore Question: Help people gain more positive perspectives on themselves Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter HBS Number: 2814BC Geographic Setting: Global Subjects: Career advancement; Careers & career planning; Interpersonal communications; Leadership; Leadership development; Management philosophy; Management techniques; Personal strategy & style Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, Harvard Business School professor and former chief development officer at Morgan Stanley, Thomas DeLong, celebrates the opportunities we have to influence individuals in a positive way through a heightened awareness of our interactions at home and work. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2804BC) Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2806BC) A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark.   Add   View  14 pp.  The Race: Be tough, lucky, selfless, and fair Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter HBS Number: 2816BC Geographic Setting: Global Subjects: Career advancement; Careers & career planning; Decision making; Ethics; Leadership; Leadership development; Personal strategy & style; Values Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, Henry Reiling, Harvard Business School professor, addresses the critical factors, beyond simple intelligence, that contribute to an individual's success. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2804BC) Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2806BC) A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark.   Add   View  12 pp.  The Oath: Begin to fix what has been broken Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter HBS Number: 2817BC Geographic Setting: Global Subjects: Career advancement; Careers & career planning; Ethics; Leadership; Leadership development; Personal strategy & style; Values Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, Nitin Nohria, professor of organizational behavior and director of research at Harvard Business School, asks how management can construct a collectively agreed-upon moral foundation, in light of widespread distrust of corporate leadership. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2804BC) Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2806BC) A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark.   Add   View  12 pp.  Remember Who You Are: Dream and hope and believe in yourself Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter HBS Number: 2818BC Geographic Setting: Global Subjects: Career advancement; Careers & career planning; Leadership; Leadership development; Personal strategy & style; Values Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, Kim Clark, dean of the Harvard Business School, offers his advice for building a life and career that is true to who you are. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2804BC) Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2806BC) A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria.    Resonant Leadership   Add   View  15 pp.  Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005 Product Type: HBS Press Chapter HBS Number: 2627BC Subjects: Emotions; Leadership; Leadership development; Management philosophy; Organizational behavior; Personal strategy & style; Stress Academic Discipline: Organizational behavior & leadership Product Description: Leaders today face unprecedented challenges that can result in a vicious cycle of stress, pressure, sacrifice, and dissonance. This chapter describes what it takes to become a resonant leader — someone who inspires and gets results — capable of leading teams and organizations through the dangerous and shifting terrain of an uncertain age. May be used with: (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) “Be the Change You Wish to See in the World”: Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Becoming a Resonant Leader.   Add   View  27 pp.  The Leader’s Challenge: Resonant Leadership Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005 Product Type: HBS Press Chapter HBS Number: 2628BC Subjects: Emotions; Leadership; Leadership development; Management philosophy; Motivation; Organizational behavior; Personal strategy & style Academic Discipline: Organizational behavior & leadership Product Description: This chapter addresses the leader's primary challenge of igniting people's passion and mobilizing the resources of the organization toward the emerging and unpredictable future, drawing from the experiences of two real leaders. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) “Be the Change You Wish to See in the World”: Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Becoming a Resonant Leader.   Add   View  28 pp.  Dissonance Is the Default: The Leader’s Struggle to Sustain Resonance Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005 Product Type: HBS Press Chapter HBS Number: 2630BC Subjects: Emotions; Leadership; Leadership development; Management philosophy; Organizational behavior; Personal strategy & style; Stress Academic Discipline: Organizational behavior & leadership Product Description: This chapter explains how dissonance — often the result of pressure and unchecked stress — becomes the default and how easy it is, even for effective leaders who can be resonant, to slip into dissonance with themselves and others around them. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) “Be the Change You Wish to See in the World”: Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Becoming a Resonant Leader.   Add   View  37 pp.  Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005 Product Type: HBS Press Chapter HBS Number: 2632BC Subjects: Emotions; Leadership; Leadership development; Management philosophy; Organizational behavior; Personal strategy & style; Personal transformations; Stress Academic Discipline: Organizational behavior & leadership Product Description: Reversing the slide into dissonance and keeping yourself energized as a leader are possible only through the renewal process. This chapter looks at this process, illustrating how it facilitates the restoration or building of the resonant relationships that are so critical to leadership effectiveness. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) “Be the Change You Wish to See in the World”: Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Becoming a Resonant Leader.   Add   View  31 pp.  Intentional Change: The Leader’s Journey to Renewal Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005 Product Type: HBS Press Chapter HBS Number: 2633BC Subjects: Emotions; Leadership; Leadership development; Management philosophy; Organizational behavior; Personal strategy & style; Personal transformations Academic Discipline: Organizational behavior & leadership Product Description: Part of the challenge of creating and sustaining excellent leadership is to recognize, manage, and even direct one's own process of learning and change. This chapter reviews the process of Intentional Change and how it leads to sustainable changes in one's habits, perceptions, and moods. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) “Be the Change You Wish to See in the World”: Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Becoming a Resonant Leader.   Add   View  43 pp.  Mindfulness: An Essential Element of Resonant Leadership Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005 Product Type: HBS Press Chapter HBS Number: 2634BC Subjects: Emotions; Leadership; Leadership development; Management philosophy; Organizational behavior; Personal strategy & style; Personal transformations Academic Discipline: Organizational behavior & leadership Product Description: Leaders develop their resonance and renew themselves by cultivating three essential elements: mindfulness, hope, and compassion. This chapter looks at what mindfulness is, how it works, and how effective leaders cultivate it to manage the inevitable cycle of sacrifice and renewal and to sustain their resonance. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) “Be the Change You Wish to See in the World”: Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Becoming a Resonant Leader.   Add   View  38 pp.  Hope: An Essential Element of Resonant Leadership Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005 Product Type: HBS Press Chapter HBS Number: 2635BC Subjects: Emotions; Leadership; Leadership development; Management philosophy; Organizational behavior; Personal strategy & style; Personal transformations Academic Discipline: Organizational behavior & leadership Product Description: Leaders develop their resonance and renew themselves by cultivating three essential elements: mindfulness, hope, and compassion. This chapter explores hope and how effective leaders cultivate it to sustain resonance and to guide their decisions and future actions. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) “Be the Change You Wish to See in the World”: Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Becoming a Resonant Leader.   Add   View  33 pp.  Compassion: An Essential Element of Resonant Leadership Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005 Product Type: HBS Press Chapter HBS Number: 2636BC Subjects: Emotions; Leadership; Leadership development; Management philosophy; Organizational behavior; Personal strategy & style; Personal transformations Academic Discipline: Organizational behavior & leadership Product Description: Leaders develop their resonance and renew themselves by cultivating three essential elements: mindfulness, hope, and compassion. This chapter highlights the concrete leadership benefits of compassion, looking at how effective leaders embrace it and employ it in their lives and work. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2638BC) “Be the Change You Wish to See in the World”: Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Becoming a Resonant Leader.   Add   View  7 pp.  "Be the Change You Wish to See in the World": Choosing to Be a Resonant Leader Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005 Product Type: HBS Press Chapter HBS Number: 2638BC Subjects: Emotions; Leadership; Leadership development; Management philosophy; Organizational behavior; Personal strategy & style; Personal transformations Academic Discipline: Organizational behavior & leadership Product Description: Becoming a great and resonant leader does not happen by accident. This chapter asks leaders to tackle the challenges of personal transformation and renewal to achieve resonance. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Becoming a Resonant Leader.   Add   View  19 pp.  Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005 Product Type: HBS Press Chapter HBS Number: 2639BC Subjects: Emotions; Leadership; Leadership development; Management philosophy; Personal strategy & style; Personal transformations; Psychology Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, the authors describe the physiological basis for the Sacrifice Syndrome and the Cycle of Sacrifice and Renewal to help readers understand a holistic approach to leadership and how the body, as well as the mind, heart, and spirit contribute to resonant leadership. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) “Be the Change You Wish to See in the World”: Choosing to Be a Resonant Leader; (2640BC) Appendix B: Additional Exercises: Becoming a Resonant Leader.   Add   View  22 pp.  Appendix B: Additional Exercises: Becoming a Resonant Leader Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005 Product Type: HBS Press Chapter HBS Number: 2640BC Subjects: Emotions; Leadership; Leadership development; Management philosophy; Personal strategy & style; Personal transformations Academic Discipline: Organizational behavior & leadership Product Description: This chapter provides a number of activities to inspire self-reflection, achieve a better understanding of your approach to leadership, evaluate your current situation, and move deliberately forward toward the future of your dreams. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) “Be the Change You Wish to See in the World”: Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership.    Results-Based Leadership   Add   View  31 pp.  Connecting Leadership Attributes to Results Author(s): Smallwood, Norm; Ulrich, Dave; Zenger, Jack Publication Date: 04/06/1999 Product Type: HBS Press Chapter HBS Number: 4944BC Subjects: Leadership development; Management performance; Management philosophy; Management styles; Managerial behavior Academic Discipline: Organizational behavior & leadership Product Description: People often associate effective leadership with certain leadership attributes, but leadership capability must be put to appropriate, purposeful use. This chapter describes the perils of developing leadership attributes only, without connecting these attributes to results. May be used with: (5061BC) Defining Desired Results: Developing Results-Based Leaders; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming a Results-Based Leader; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders.   Add   View  29 pp.  Defining Desired Results: Developing Results-Based Leaders Author(s): Smallwood, Norm; Ulrich, Dave; Zenger, Jack Publication Date: 04/06/1999 Product Type: HBS Press Chapter HBS Number: 5061BC Subjects: Leadership development; Management performance; Management philosophy; Management styles; Managerial behavior Academic Discipline: Organizational behavior & leadership Product Description: This chapter outlines the reliable criteria leaders need to consistently pay attention to in order to attain their short- and long-term objectives, along with a set of tools to make sure that leadership attributes translate into the right results. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming a Results-Based Leader; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders.   Add   View  32 pp.  Employee Results: Investing in Human Capital Author(s): Smallwood, Norm; Ulrich, Dave; Zenger, Jack Publication Date: 04/06/1999 Product Type: HBS Press Chapter HBS Number: 5060BC Subjects: Leadership development; Management performance; Management philosophy; Management styles; Managerial behavior Academic Discipline: Organizational behavior & leadership Product Description: Leaders achieve employee results when human capital increases over time and consistently meets the needs of the organization. This chapter focuses on how to build employee capability and commitment to achieve desired results in this important stakeholder area. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5061BC) Defining Desired Results: Developing Results-Based Leaders; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming a Results-Based Leader; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders.   Add   View  30 pp.  Organization Results: Creating Capabilities Author(s): Smallwood, Norm; Ulrich, Dave; Zenger, Jack Publication Date: 04/06/1999 Product Type: HBS Press Chapter HBS Number: 5059BC Subjects: Leadership development; Management performance; Management philosophy; Management styles; Managerial behavior Academic Discipline: Organizational behavior & leadership Product Description: Leaders can and should deliver organization results and help others develop the skills they need to make that happen. This chapter addresses the questions: Do I have the right organization? and What can I do to ensure my organization has the capabilities required to achieve results? May be used with: (4944BC) Connecting Leadership Attributes to Results; (5061BC) Defining Desired Results: Developing Results-Based Leaders; (5060BC) Employee Results: Investing in Human Capital; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming a Results-Based Leader; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders.   Add   View  35 pp.  Customer Results: Building Firm Equity Author(s): Smallwood, Norm; Ulrich, Dave; Zenger, Jack Publication Date: 04/06/1999 Product Type: HBS Press Chapter HBS Number: 5058BC Subjects: Leadership development; Management performance; Management philosophy; Management styles; Managerial behavior Academic Discipline: Organizational behavior & leadership Product Description: If a firm's customers don't appreciate or value what the firm offers, customer results will fall short. This chapter explores ways to create customer results through firm equity, demonstrating how to maintain a distinctive relationship with customers while remaining profitable. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5061BC) Defining Desired Results: Developing Results-Based Leaders; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming a Results-Based Leader; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders.   Add   View  33 pp.  Investor Results: Building Shareholder Value Author(s): Smallwood, Norm; Ulrich, Dave; Zenger, Jack Publication Date: 04/06/1999 Product Type: HBS Press Chapter HBS Number: 5057BC Subjects: Leadership development; Management performance; Management philosophy; Management styles; Managerial behavior Academic Discipline: Organizational behavior & leadership Product Description: Results-based leaders must demonstrate an ability to make decisions and act in ways that build investor confidence. This chapter offers suggestions to leaders in publicly traded firms for increasing shareholder value. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5061BC) Defining Desired Results: Developing Results-Based Leaders; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5056BC) Becoming a Results-Based Leader; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders.   Add   View  25 pp.  Becoming a Results-Based Leader Author(s): Smallwood, Norm; Ulrich, Dave; Zenger, Jack Publication Date: 04/06/1999 Product Type: HBS Press Chapter HBS Number: 5056BC Subjects: Leadership development; Management performance; Management philosophy; Management styles; Managerial behavior Academic Discipline: Organizational behavior & leadership Product Description: This chapter addresses how any person currently in a leadership position can modify his or her leadership behavior to better focus on results and take charge of his or her own leadership development to become a more effective results-based leader. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5061BC) Defining Desired Results: Developing Results-Based Leaders; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders.   Add   View  28 pp.  Leaders Building Leaders: Tools for Developing Results-Based Leaders Author(s): Smallwood, Norm; Ulrich, Dave; Zenger, Jack Publication Date: 04/06/1999 Product Type: HBS Press Chapter HBS Number: 5055BC Subjects: Leadership development; Management performance; Management philosophy; Management styles; Managerial behavior Academic Discipline: Organizational behavior & leadership Product Description: Ultimately, the results-based leader succeeds because the next generation of leaders exceeds the results of the current generation. This chapter provides leaders with a road map for building a deep leadership bench and suggests innovative ways to invest development dollars most effectively to upgrade the quality of leadership. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5061BC) Defining Desired Results: Developing Results-Based Leaders; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming a Results-Based Leader; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders.    The Heart of Change Field Guide: Tools and Tactics for Leading Change in Your Organization   Add   View  12 pp.  Introduction: Leading Organizational Change Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter HBS Number: 4833BC Subjects: Change management; Emotions; Organizational management; Organizational transformations; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: Change is a crucial challenge for organizations in the twenty-first century, and the pace, amount, and complexity of change are increasing with no sign of letting up. This chapter outlines the eight-step process for leading successful change originally introduced by John Kotter in his book, “Leading Change,” and further developed by Kotter and co-author Dan Cohen in “The Heart of Change.”   Add   View  23 pp.  Increase Urgency: Creating a Climate for Change Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter HBS Number: 7532BC Subjects: Change management; Emotions; Motivation; Organizational management; Organizational transformations; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: To bring about significant change, an organization needs significantly more than the usual effort and commitment from its people. Creating a clear sense of urgency around the needed change is crucial to gaining cooperation and sustaining the momentum of change. This chapter provides a practical, hands-on guide to help you tackle the challenges of generating a shared sense of urgency. Worksheets and diagnostic tools are included.   Add   View  30 pp.  Build Guiding Teams: Creating a Climate for Change Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter HBS Number: 7533BC Subjects: Change management; Emotions; Organizational management; Organizational transformations; Strategy implementation; Teams Academic Discipline: Organizational behavior & leadership Product Description: Significant change needs a number of powerful guiding teams who can actively champion the effort and take the necessary action when the effort encounters barriers. Without strong guiding teams, change initiatives seldom have the support, energy, speed, and sense of urgency needed to succeed. This chapter describes the critical elements required to create guiding teams that work and provides practical advice and assessment tools to help you through this process.   Add   View  26 pp.  Get the Vision Right: Creating a Climate for Change Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter HBS Number: 7534BC Subjects: Change management; Emotions; Motivation; Organizational management; Organizational transformations; Strategy implementation; Vision Academic Discipline: Organizational behavior & leadership Product Description: A shared sense of urgency for change may push people into action, but it is the vision that steers them in the right direction. A good vision offers a compelling, motivating picture of the future and serves several important purposes. This chapter lays out the four key phases of developing a compelling vision, providing diagnostic tools and assessments to help you along the way.   Add   View  30 pp.  Communicate for Buy-In: Engaging and Enabling the Whole Organization Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter HBS Number: 7535BC Subjects: Change management; Emotions; Organizational management; Organizational transformations; Strategy implementation; Vision Academic Discipline: Organizational behavior & leadership Product Description: Organizational change, by definition, cannot take place in a vacuum; communicating in a concise, candid, heart-felt manner is critical to the success of your change effort. This chapter describes key activities and tactics, and provides several assessment tools that will help you move individuals from total lack of awareness of the problem to understanding and committing to the vision.   Add   View  26 pp.  Enable Action: Removing Barriers to Implementing Change Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter HBS Number: 7536BC Subjects: Change management; Emotions; Motivation; Organizational management; Organizational transformations; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: Once you've given employees a reason to change, you must provide them with the means to make change happen. The purpose of this step in the change process is to enable a broad base of people to take action by removing as many barriers to the implementation of the change vision as possible. This chapter provides practical advice and assessment tools for removing the barriers that block action and encouraging people to take risks and be innovative.   Add   View  22 pp.  Create Short-Term Wins: Reinforcing the Change Effort Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter HBS Number: 7537BC Subjects: Change management; Emotions; Motivation; Organizational management; Organizational transformations; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: Short-term wins that are timely, visible, and meaningful are critical to building the credibility needed to sustain the change effort over time. But delivering short-term results can be a challenge. This chapter provides exercises and assessment tools to help you overcome this challenge, outlining the steps you can take to maximize the benefits of short-term wins and bolster your change effort.   Add   View  27 pp.  Don’t Let Up: Implementing and Sustaining Change Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter HBS Number: 7538BC Subjects: Change management; Emotions; Motivation; Organizational management; Organizational transformations; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: The momentum created by short-term wins often propels the change effort forward, but it is essential to recognize the dangers that can follow short-term successes, and to realize that the change process can still fail to take root. This chapter provides practical advice and tools to help you tackle the change leader's challenge: to continue to convey drive and commitment to employees and managers in order to sustain action through full implementation of the change, and to monitor and measure progress on a consistent basis.   Add   View  20 pp.  Make It Stick: Embedding Change in Organizational Culture Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter HBS Number: 7539BC Subjects: Change management; Emotions; Organizational management; Organizational transformations; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: If your organizational transformation is not properly supported and reinforced by a vital organizational culture, the effort needed to maintain the desired outcome will continue to seem like extra effort, and will become too difficult to sustain. In order to achieve lasting integration of the change, leaders must model the new behavior themselves, and reward and recognize others who also demonstrate the new behavior. This chapter includes hands-on tools that will help you make change, and the new behavior it requires, stick.   Add   View  21 pp.  The Final Module—Change Readiness: Tools and Assessments Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter HBS Number: 7540BC Subjects: Change management; Emotions; Organizational management; Organizational transformations; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: Is your organization ready for change? What are the key issues you will face in phase I, II, and III of John Kotter's eight-step change program? This chapter shows you why and how you should assess your organization's readiness for change. Practical advice and assessment tools are included.    The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action   Add   View  34 pp.  Knowing "What" to Do Is Not Enough: Understanding the Knowing-Doing Gap Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 10/05/1999 Product Type: HBS Press Chapter HBS Number: 2394BC Subjects: Business education; Knowledge management; Knowledge transfer; Organizational behavior; Organizational learning; Performance management; Performance measurement; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: This chapter outlines the many facets of the knowing-doing problem — the challenge of turning knowledge about how to enhance organizational performance into actions consistent with that knowledge — and points toward possible solutions based on the successes of some organizations. May be used with: (2395BC) When Talk Substitutes for Action: Understanding the Knowing-Doing Gap; (2396BC) When Memory Substitutes for Thinking: Understanding the Knowing-Doing Gap; (2397BC) When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap; (2398BC) When Measurement Obstructs Good Judgment: Understanding the Knowing-Doing Gap; (2399BC) When Internal Competition Turns Friends into Enemies: Understanding the Knowing-Doing Gap; (2400BC) Firms That Surmount the Knowing-Doing Gap; (2401BC) Turning Knowledge into Action: Reducing the Knowing-Doing Gap; (2402BC) Appendix: The Knowing-Doing Survey.   Add   View  47 pp.  When Talk Substitutes for Action: Understanding the Knowing-Doing Gap Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 10/05/1999 Product Type: HBS Press Chapter HBS Number: 2395BC Subjects: Business education; Knowledge management; Knowledge transfer; Organizational behavior; Organizational learning; Performance management; Performance measurement; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: Many organizations and managers would rather talk, conceptualize, and rationalize about problems and issues than confront them directly. This chapter considers how talk often substitutes for action and, in the process, impedes many companies from turning what they know about enhancing performance into action. May be used with: (2394BC) Knowing “What” to Do Is Not Enough: Understanding the Knowing-Doing Gap; (2396BC) When Memory Substitutes for Thinking: Understanding the Knowing-Doing Gap; (2397BC) When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap; (2398BC) When Measurement Obstructs Good Judgment: Understanding the Knowing-Doing Gap; (2399BC) When Internal Competition Turns Friends into Enemies: Understanding the Knowing-Doing Gap; (2400BC) Firms That Surmount the Knowing-Doing Gap; (2401BC) Turning Knowledge into Action: Reducing the Knowing-Doing Gap; (2402BC) Appendix: The Knowing-Doing Survey.   Add   View  45 pp.  When Memory Is Substitute for Thinking: Understanding the Knowing-Doing Gap Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 10/05/1999 Product Type: HBS Press Chapter HBS Number: 2396BC Subjects: Business education; Knowledge management; Knowledge transfer; Organizational behavior; Organizational learning; Performance management; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: Organizations that fail to implement performance knowledge often rely on precedent, doing what has always been done without reflection. In this chapter, the authors show how a strong organizational memory can both produce and undermine performance. May be used with: (2395BC) When Talk Substitutes for Action: Understanding the Knowing-Doing Gap; (2394BC) Knowing “What” to Do Is Not Enough: Understanding the Knowing-Doing Gap; (2397BC) When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap; (2398BC) When Measurement Obstructs Good Judgment: Understanding the Knowing-Doing Gap; (2399BC) When Internal Competition Turns Friends into Enemies: Understanding the Knowing-Doing Gap; (2400BC) Firms That Surmount the Knowing-Doing Gap; (2401BC) Turning Knowledge into Action: Reducing the Knowing-Doing Gap; (2402BC) Appendix: The Knowing-Doing Survey.   Add   View  36 pp.  When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 10/05/1999 Product Type: HBS Press Chapter HBS Number: 2397BC Subjects: Business education; Knowledge management; Knowledge transfer; Organizational behavior; Organizational learning; Performance management; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: According to the authors, fear is an enemy of the ability to question the past or break free from precedent. In this chapter, they show how fear and distrust of management remain problems in many workplaces today, undermining organizational performance and, more specifically, the ability to turn knowledge into action. May be used with: (2395BC) When Talk Substitutes for Action: Understanding the Knowing-Doing Gap; (2394BC) Knowing “What” to Do Is Not Enough: Understanding the Knowing-Doing Gap; (2396BC) When Memory Substitutes for Thinking: Understanding the Knowing-Doing Gap; (2398BC) When Measurement Obstructs Good Judgment: Understanding the Knowing-Doing Gap; (2399BC) When Internal Competition Turns Friends into Enemies: Understanding the Knowing-Doing Gap; (2400BC) Firms That Surmount the Knowing-Doing Gap; (2401BC) Turning Knowledge into Action: Reducing the Knowing-Doing Gap; (2402BC) Appendix: The Knowing-Doing Survey.   Add   View  42 pp.  When Measurement Obstructs Good Judgment: Understanding the Knowing-Doing Gap Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 10/05/1999 Product Type: HBS Press Chapter HBS Number: 2398BC Subjects: Business education; Knowledge management; Knowledge transfer; Organizational behavior; Organizational learning; Performance management; Performance measurement; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: Poorly designed performance measurement systems are among the biggest barriers to turning knowledge into action. This chapter examines the reasons why organizations persist in using flawed measurement practices and presents some general principles to help organizations distinguish measurements that cause problems from those that help solve problems. May be used with: (2395BC) When Talk Substitutes for Action: Understanding the Knowing-Doing Gap; (2394BC) Knowing “What” to Do Is Not Enough: Understanding the Knowing-Doing Gap; (2396BC) When Memory Substitutes for Thinking: Understanding the Knowing-Doing Gap; (2397BC) When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap; (2399BC) When Internal Competition Turns Friends into Enemies: Understanding the Knowing-Doing Gap; (2400BC) Firms That Surmount the Knowing-Doing Gap; (2401BC) Turning Knowledge into Action: Reducing the Knowing-Doing Gap; (2402BC) Appendix: The Knowing-Doing Survey.   Add   View  42 pp.  When Internal Competition Turns Friends into Enemies: Understanding the Knowing-Doing Gap Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 10/05/1999 Product Type: HBS Press Chapter HBS Number: 2399BC Subjects: Business education; Competition; Competitive environment; Knowledge management; Organizational behavior; Organizational learning; Performance management; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: Although the creation of internal competition is a common management practice, zero-sum contests that produce winners and losers undermine the overall ability of companies to turn knowledge into action. This chapter examines why this approach to management remains so pervasive and illustrates how some organizations have avoided the negative effects of internal competitive dynamics. May be used with: (2395BC) When Talk Substitutes for Action: Understanding the Knowing-Doing Gap; (2394BC) Knowing “What” to Do Is Not Enough: Understanding the Knowing-Doing Gap; (2396BC) When Memory Substitutes for Thinking: Understanding the Knowing-Doing Gap; (2397BC) When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap; (2398BC) When Measurement Obstructs Good Judgment: Understanding the Knowing-Doing Gap; (2400BC) Firms That Surmount the Knowing-Doing Gap; (2401BC) Turning Knowledge into Action: Reducing the Knowing-Doing Gap; (2402BC) Appendix: The Knowing-Doing Survey.   Add   View  34 pp.  Firms That Surmount the Knowing-Doing Gap Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 10/05/1999 Product Type: HBS Press Chapter HBS Number: 2400BC Subjects: Business education; Knowledge management; Knowledge transfer; Organizational behavior; Organizational learning; Performance management; Performance measurement; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: This chapter provides detailed case studies of three firms — British Petroleum, Barclays Global Investors, and the New Zealand Post — that have been successful at either avoiding the knowing-doing gap or transcending barriers to turning knowledge into action. May be used with: (2395BC) When Talk Substitutes for Action: Understanding the Knowing-Doing Gap; (2394BC) Knowing “What” to Do Is Not Enough: Understanding the Knowing-Doing Gap; (2396BC) When Memory Substitutes for Thinking: Understanding the Knowing-Doing Gap; (2397BC) When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap; (2398BC) When Measurement Obstructs Good Judgment: Understanding the Knowing-Doing Gap; (2399BC) When Internal Competition Turns Friends into Enemies: Understanding the Knowing-Doing Gap; (2401BC) Turning Knowledge into Action: Reducing the Knowing-Doing Gap; (2402BC) Appendix: The Knowing-Doing Survey.   Add   View  25 pp.  Turning Knowledge into Action: Reducing the Knowing-Doing Gap Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 10/05/1999 Product Type: HBS Press Chapter HBS Number: 2401BC Subjects: Business education; Knowledge management; Knowledge transfer; Organizational behavior; Organizational learning; Performance management; Performance measurement; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: This chapter summarizes the many sources of the knowing-doing gap and some ways of addressing it. May be used with: (2395BC) When Talk Substitutes for Action: Understanding the Knowing-Doing Gap; (2394BC) Knowing “What” to Do Is Not Enough: Understanding the Knowing-Doing Gap; (2396BC) When Memory Substitutes for Thinking: Understanding the Knowing-Doing Gap; (2397BC) When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap; (2398BC) When Measurement Obstructs Good Judgment: Understanding the Knowing-Doing Gap; (2399BC) When Internal Competition Turns Friends into Enemies: Understanding the Knowing-Doing Gap; (2400BC) Firms That Surmount the Knowing-Doing Gap; (2402BC) Appendix: The Knowing-Doing Survey.   Add   View  7 pp.  Appendix: The Knowing-Doing Survey Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 10/05/1999 Product Type: HBS Press Chapter HBS Number: 2402BC Subjects: Business education; Knowledge management; Knowledge transfer; Organizational behavior; Organizational learning; Performance management; Performance measurement; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: Organizations should work to identify the gaps in what leaders know, and what is actually going on in the company can provide an agenda for action. This chapter is a tutorial in asking managers the right questions to identify and tackle knowing-doing gaps. May be used with: (2394BC) Knowing “What” to Do Is Not Enough: Understanding the Knowing-Doing Gap; (2395BC) When Talk Substitutes for Action: Understanding the Knowing-Doing Gap; (2396BC) When Memory Substitutes for Thinking: Understanding the Knowing-Doing Gap; (2397BC) When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap; (2398BC) When Measurement Obstructs Good Judgment: Understanding the Knowing-Doing Gap; (2399BC) When Internal Competition Turns Friends into Enemies: Understanding the Knowing-Doing Gap; (2400BC) Firms That Surmount the Knowing-Doing Gap; (2401BC) Turning Knowledge into Action: Reducing the Knowing-Doing Gap.    The Ultimate Question: Driving Good Profits and True Growth   Add   View  29 pp.  Bad Profits, Good Profits, and the Ultimate Question Author(s): Reichheld, Fred Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8185BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Bad profits choke off a company's best opportunities for true growth, they endanger its reputation, and alienate customers and demoralize employees. This chapter shows companies how to tell the difference between good and bad profits and asks the ultimate question that will determine the future of your business. May be used with: (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction; (8181BC) How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8179BC) The Enterprise Story — Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8173BC) Design Winning Customer Stratgies; (8171BC) Deliver — Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8169BC) Develop a Community of Promoters — By Listening: Let Customers Show You How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships.   Add   View  23 pp.  The Measure of Success: Better Metrics for Customer Satisfaction Author(s): Reichheld, Fred Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8183BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Conventional customer satisfaction measures have proven inaccurate predictors of actual customer behavior or a company's growth. This chapter recounts the author's development and implementation of a better metric for determining what customers think and feel about the companies they do business with, known as a Net Promoter Score (NPS). May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8181BC) How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8179BC) The Enterprise Story — Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8173BC) Design Winning Customer Stratgies; (8171BC) Deliver — Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8169BC) Develop a Community of Promoters — By Listening: Let Customers Show You How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships.   Add   View  28 pp.  How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships Author(s): Reichheld, Fred Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8181BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Companies need to understand the economic value that results from building better customer relationships. This chapter looks at some real-life examples of high-quality customer relationships generating economic benefits. May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction; (8179BC) The Enterprise Story — Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8173BC) Design Winning Customer Stratgies; (8171BC) Deliver — Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8169BC) Develop a Community of Promoters — By Listening: Let Customers Show You How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships.   Add   View  26 pp.  The Enterprise Story—Measuring What Matters Author(s): Reichheld, Fred Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8179BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: This chapter looks at the case of Enterprise Rent-A-Car, examining the company's quest to tie measurement into action and to increase the number of customer promoters and reduce the number of detractors to improve the overall business. May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8181BC) How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8173BC) Design Winning Customer Stratgies; (8171BC) Deliver — Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8169BC) Develop a Community of Promoters — By Listening: Let Customers Show You How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships.   Add   View  26 pp.  Why Satisfaction Surveys Fail Author(s): Reichheld, Fred Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8177BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: This chapter looks at why you cannot build an effective customer-feedback system based on the shaky foundation of current satisfaction-survey methods and practices. May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction; (8181BC) How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8179BC) The Enterprise Story — Measuring What Matters; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8173BC) Design Winning Customer Stratgies; (8171BC) Deliver — Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8169BC) Develop a Community of Promoters — By Listening: Let Customers Show You How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships.   Add   View  29 pp.  The Rules of Measurement: Principles for Building an Effective Customer Feedback System Author(s): Reichheld, Fred Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8175BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: This chapter sets out a number of key principles for calculating your customers' satisfaction in a fashion that is accurate, granular, timely, and credible. By following these principles, you can use Net Promoter Scores (NPS) to assess what your customers really feel and to focus attention on the customer throughout your organization. May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8181BC) How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8179BC) The Enterprise Story — Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8173BC) Design Winning Customer Stratgies; (8171BC) Deliver — Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8169BC) Develop a Community of Promoters — By Listening: Let Customers Show You How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships.   Add   View  28 pp.  Design Winning Customer Strategies Author(s): Reichheld, Fred Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8173BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Measuring customers' feelings about your organization alone isn't sufficient. Just as you plan how to raise your profits, you must plan how to increase the number of customers who will act as promoters for your organization rather than detractors. This chapter examines how companies have designed winning customer strategies. May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction; (8179BC) The Enterprise Story — Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8171BC) Deliver — Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8169BC) Develop a Community of Promoters — By Listening: Let Customers Show You How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships.   Add   View  26 pp.  Deliver—Building an Organization That Creates Promoters: Winning Over Customers Day After Day Author(s): Reichheld, Fred Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8171BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: The battle to convert customers into promoters for the organization can be won only if frontline employees are promoters themselves. This chapter looks at the strategies implemented by companies to win over customers on a daily basis. May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8181BC) How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8179BC) The Enterprise Story — Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8173BC) Design Winning Customer Stratgies; (8169BC) Develop a Community of Promoters — By Listening: Let Customers Show You How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships.   Add   View  27 pp.  Develop a Community of Promoters—By Listening: Let Customers Show You How to Delight Them Author(s): Reichheld, Fred Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8169BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: What does it take to convert more customers into promoters for your organization? This chapter suggests that you need to listen to your customers to find innovative ways to delight them, turning them into fans who will sing your praises to their friends and colleagues. May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction; (8181BC) How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8179BC) The Enterprise Story — Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8173BC) Design Winning Customer Stratgies; (8171BC) Deliver — Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8167BC) One Goal, One Number: Accountability for Customer Relationships.   Add   View  24 pp.  One Goal, One Number: Accountability for Customer Relationships Author(s): Reichheld, Fred Publication Date: 02/19/2008 Product Type: HBS Press Chapter HBS Number: 8167BC Subjects: Change management; Academic Discipline: Organizational behavior & leadership Product Description: Too many managers have come to believe that increasing shareholder value requires exploiting customer relationships. This chapter discusses why this approach is no longer acceptable and suggests that a trustworthy customer feedback process is necessary to allow free markets to reward organizations that practice Golden Rule behavior and punish those that don't. May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction; (8181BC) How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8179BC) The Enterprise Story — Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8173BC) Design Winning Customer Stratgies; (8171BC) Deliver — Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8169BC) Develop a Community of Promoters — By Listening: Let Customers Show You How to Delight Them.    Why Should Anyone Be Led by You? What It Takes to Be an Authentic Leader   Add   View  25 pp.  Be Yourself—More--With Skill: How to Be a More Effective Leader Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter HBS Number: 2163BC Subjects: Authenticity; Leadership; Leadership development; Motivation; Performance management; Personal strategy & style; Power & influence Academic Discipline: Organizational behavior & leadership Product Description: Given the hunger for leadership, why are leaders in such short supply? In this chapter, the authors suggest that effective leadership rests with full self-knowledge and tackle the key question: how can we leverage this self-knowledge to become more effective as leaders and developers of leaders? May be used with: (2165BC) Introduction: Why Should Anyone Be Led by You?; (2164BC) Know and Show Yourself — Enough: How to Be a More Effective Leader; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read — and Rewrite — The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic — but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2170BC) Communicate — with Care: How to Be a More Effective Leader; (2172BC) Authentic Followership: Being a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential.   Add   View  34 pp.  Know and Show Yourself—Enough: How to Be a More Effective Leader Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter HBS Number: 2164BC Subjects: Authenticity; Interpersonal relations; Leadership; Leadership development; Motivation; Performance management; Personal strategy & style; Power & influence Academic Discipline: Organizational behavior & leadership Product Description: It is unlikely that as a leader you will be able to inspire, arouse, excite, or motivate people unless you can show them who you are, what you stand for, and what you can and cannot do. This chapter explores how leaders come to know and deploy their differences and illustrates the impact this has on their followers. May be used with: (2163BC) Be Yourself — More — with Skill: How to Be a More Effective Leader; (2165BC) Introduction: Why Should Anyone Be Led by You?; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read — and Rewrite — The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic — but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2170BC) Communicate — with Care: How to Be a More Effective Leader; (2172BC) Authentic Followership: Being a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential.   Add   View  10 pp.  Why Should Anyone Be Led by You? Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter HBS Number: 2165BC Subjects: Authenticity; Leadership; Leadership development; Motivation; Performance management; Power & influence Academic Discipline: Organizational behavior & leadership Product Description: Leaders at all levels make a difference to performance. They do so because they make performance meaningful. This chapter examines the modern obsession with the quest for authenticity, describing why authentic leadership in particular has become such a prized organizational and individual asset. May be used with: (2163BC) Be Yourself — More — with Skill: How to Be a More Effective Leader; (2164BC) Know and Show Yourself — Enough: How to Be a More Effective Leader; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read — and Rewrite — The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic — but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2170BC) Communicate — with Care: How to Be a More Effective Leader; (2172BC) Authentic Followership: Being a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential.   Add   View  27 pp.  Take Personal Risks: How to Be a More Effective Leader Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter HBS Number: 2166BC Subjects: Authenticity; Interpersonal relations; Leadership; Leadership development; Motivation; Performance management; Personal strategy & style; Power & influence Academic Discipline: Organizational behavior & leadership Product Description: Showing yourself as a leader inevitably involves taking personal risks and a willingness to reveal weaknesses. This chapter discusses how caring deeply about what you're doing and acknowledging your weaknesses as well as strengths in a skillful way will make you a more authentic leader. May be used with: (2163BC) Be Yourself — More — with Skill: How to Be a More Effective Leader; (2164BC) Know and Show Yourself — Enough: How to Be a More Effective Leader; (2165BC) Introduction: Why Should Anyone Be Led by You?; (2167BC) Read — and Rewrite — The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic — but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2170BC) Communicate — with Care: How to Be a More Effective Leader; (2172BC) Authentic Followership: Being a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential.   Add   View  30 pp.  Read—and Rewrite--the Context: How to Be a More Effective Leader Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter HBS Number: 2167BC Subjects: Authenticity; Change management; Interpersonal behavior; Leadership; Leadership development; Motivation; Personal strategy & style; Team leadership Academic Discipline: Organizational behavior & leadership Product Description: The exercise of leadership is always contextual, and effective leadership involves recognizing the limitations of context as well as the potential opportunities. This chapter explores how to develop a keen situation-sensing ability, the skill necessary to read and interpret diverse situations. May be used with: (2163BC) Be Yourself — More — with Skill: How to Be a More Effective Leader; (2164BC) Know and Show Yourself — Enough: How to Be a More Effective Leader; (2165BC) Introduction: Why Should Anyone Be Led by You?; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2168BC) Remain Authentic — but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2170BC) Communicate — with Care: How to Be a More Effective Leader; (2172BC) Authentic Followership: Being a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential.   Add   View  29 pp.  Remain Authentic—But Conform Enough: How to Be a More Effective Leader Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter HBS Number: 2168BC Subjects: Authenticity; Change management; Interpersonal relations; Leadership; Leadership development; Motivation; Networks; Personal strategy & style Academic Discipline: Organizational behavior & leadership Product Description: Leaders who succeed in changing organizations challenge the norms — but rarely all of them, all at once. This chapter focuses on reading organizational context and understanding the complex social architecture to which the leader must adapt in order to gain traction in an organization. May be used with: (2163BC) Be Yourself — More — with Skill: How to Be a More Effective Leader; (2164BC) Know and Show Yourself — Enough: How to Be a More Effective Leader; (2165BC) Introduction: Why Should Anyone Be Led by You?; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read — and Rewrite — The Context: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2170BC) Communicate — with Care: How to Be a More Effective Leader; (2172BC) Authentic Followership: Being a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential.   Add   View  29 pp.  Manage Social Distance: How to Be a More Effective Leader Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter HBS Number: 2169BC Subjects: Authenticity; Interpersonal relations; Leadership; Leadership development; Management techniques; Motivation; Performance management; Personal strategy & style Academic Discipline: Organizational behavior & leadership Product Description: In this chapter, the authors discuss how good leaders manage relationships by knowing when to be close — to empathize and build relations of warmth and loyalty; and when to be distant — to keep people focused on the goal, address poor performance, and give relationships an edge. May be used with: (2163BC) Be Yourself — More — with Skill: How to Be a More Effective Leader; (2164BC) Know and Show Yourself — Enough: How to Be a More Effective Leader; (2165BC) Introduction: Why Should Anyone Be Led by You?; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read — and Rewrite — The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic — but Conform Enough: How to Be a More Effective Leader; (2170BC) Communicate — with Care: How to Be a More Effective Leader; (2172BC) Authentic Followership: Being a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential.   Add   View  30 pp.  Communicate—With Care: How to Be a More Effective Leader Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter HBS Number: 2170BC Subjects: Authenticity; Communication; Interpersonal relations; Leadership; Leadership development; Performance management; Personal strategy & style Academic Discipline: Organizational behavior & leadership Product Description: Effective leaders pay careful attention to how they are seen and heard. This chapter explores the ways in which leaders construct compelling narratives about themselves and their contexts, and the ways in which they identify the channels of communication that work best for them. May be used with: (2165BC) Introduction: Why Should Anyone Be Led by You?; (2163BC) Be Yourself — More — with Skill: How to Be a More Effective Leader; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read — and Rewrite — The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic — but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2172BC) Authentic Followership: Being a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2164BC) Know and Show Yourself — Enough: How to Be a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential.   Add   View  16 pp.  Authentic Followership: Being a More Effective Leader Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter HBS Number: 2172BC Subjects: Authenticity; Corporate culture; Employees; Interpersonal relations; Leadership; Leadership development; Motivation Academic Discipline: Organizational behavior & leadership Product Description: If leadership is a relationship, as the authors suggest, then followers also have a vital part to play. This chapter addresses the elements of effective leadership identified as most important to followers. May be used with: (2163BC) Be Yourself — More — with Skill: How to Be a More Effective Leader; (2164BC) Know and Show Yourself — Enough: How to Be a More Effective Leader; (2165BC) Introduction: Why Should Anyone Be Led by You?; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read — and Rewrite — The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic — but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2170BC) Communicate — with Care: How to Be a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential.   Add   View  18 pp.  The Price and Prize of Leadership: Being a More Effective Leader Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter HBS Number: 2174BC Subjects: Authenticity; Ethics; Leadership; Leadership development; Motivation; Performance management; Risk Academic Discipline: Organizational behavior & leadership Product Description: Leadership is complicated, and the secrets of great leadership resist simple recipes. The fact is that leadership is a risky occupation. This chapter revisits some important strategies for achieving authentic leadership, assuring leaders that whatever the price of taking risks, the prize is worth it. May be used with: (2163BC) Be Yourself — More — with Skill: How to Be a More Effective Leader; (2164BC) Know and Show Yourself — Enough: How to Be a More Effective Leader; (2165BC) Introduction: Why Should Anyone Be Led by You?; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read — and Rewrite — The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic — but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2170BC) Communicate — with Care: How to Be a More Effective Leader; (2172BC) Authentic Followership: Being a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential.   Add   View  7 pp.  Tools for Maximizing Your Leadership Potential Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter HBS Number: 2714BC Subjects: Authenticity; Leadership; Leadership development; Performance management; Skills Academic Discipline: Organizational behavior & leadership Product Description: This chapter asks a series of questions that will help leaders in any context focus on their potential and how it might be developed, and presents an exercise that shows the right combination of skills and authenticity to strive for. May be used with: (2165BC) Introduction: Why Should Anyone Be Led by You?; (2163BC) Be Yourself — More — with Skill: How to Be a More Effective Leader; (2164BC) Know and Show Yourself — Enough: How to Be a More Effective Leader; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read — and Rewrite — The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic — but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2170BC) Communicate — with Care: How to Be a More Effective Leader; (2172BC) Authentic Followership: Being a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader.

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