In What to Ask the Person in the Mirror, Kaplan offers a concise and engaging guide to help executives improve their effectiveness as leaders. At the core of the book is a series of critical questions to help you lead your organization more successfully and take ownership of your career. Based on his extensive experience as a senior business executive, professor at Harvard Business School, and an advisor to leaders worldwide, Kaplan provides a simple, powerful framework that includes seven key areas for inquiry that will resonate with business leaders in both the commercial and the nonprofit sectors.
"Ebullient corporate culture helped grow tony hsieh's zappos into a multi-billion-dollar, shoe-loving enterprise and spawned a consulting firm, dhw. Here's how the team finds their bliss--and how your people can claim their own."
"When we say that we're "waiting for the right time" to start on something, we tend to mean that we want to feel good about what we're doing--but new research suggests that a pinch of negativity can actually be a creative spark.
How so? Creativity, as we know, is both an emotional and intellectual process: Psychologists have found that positive emotions open up your inventory of possible actions--one of the many reasons that it's good to feel good. But, as new research in the Academy of Management Journal suggests, it's good to feel bad, too--depending on how you roll through the day."
Organizations struggling to fulfill their creative potential should reframe the questions they ask about their business, marketplace, and customers, according to the founders of Beautiful Mind, a London-based innovation consultancy launched this...
Drawing on over 60 years of experience at McKinsey & Co., Bower sets forth his vision of what's needed to lead people to work together effectively, efficiently, and enthusiastically. While the command-and-control style of leadership once contributed to the building of America's might, Bower argues it is no longer the best system for today's intensely competitive global marketplace. People down the line don't like the system and don't do their best work under it. Moreover, command-and-control management breeds rigidity and excessive reliance on authority. Bower urges companies to shift away from managing through authority and hierarchy to running a business with a network of leaders and leadership teams scattered strategically throughout the business. He describes the factors in designing a leadership company and explains how leadership can be learned on the job. Bower weaves in personal experiences from his own learning journey as he reflects on the implications for future leaders.
"How to be in the elite 30%. Studies put the failure rate of organizational change at 70% or higher. Yet, managers face increasing pressure to implement change to meet short- and long-term goals. Gregory P. Shea and Cassie A. Solomon share their approach to dealing with this challenge inLeading Successful Change: 8 Keys to Making Change Work. Jeff Klein, director of the Wharton Graduate Leadership Program, recently spoke with the authors about why we are not as good at change as we need to be, and how we can get better at it."
Fascinating new research shows that first generation immigrants are starting businesses at nearly twice the rate of their children's generation and a 27% higher rate than Americans who are not immigrants.
For the leader of a company powered by creativity, the difficulties of navigating today’s complex marketplace are compounded by the fact that, in every decision, two forces are loudly asserting their dominance: creativity and profitability.
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