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Blog Posts |
Ron Ashkenas | Feb 01, 2011
Not long ago, I was talking with a senior executive who was frustrated that some of her high priority initiatives...
After exploring various reasons for the slow uptake, I asked her to look at her calendar and calculate the amount of time she personally spent on these initiatives... In my years of consulting, I've found that this disconnect between stated priorities and the actual allocation of managerial time is extremely common, and often happens without the manager even realizing it... Somewhere in this mix are interactions with customers, either external or internal, depending on your job...
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Blog Posts |
Ron Ashkenas | Dec 30, 2009
When management changes were announced at General Motors earlier this month, most people focused on the firing of CEO Fritz...
When management changes were announced at General Motors earlier this month, most people focused on the firing of CEO Fritz Henderson and his replacement by Chairman Ed Whitacre... Taken together, these shifts (with more to come) sent a strong message to everyone in GM that it was time for fundamentally new perspectives and faster decisions... That's right — take yourself out of your job so that you'll get some distance from it...
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HBR Articles |
Boris Groysberg,
Robin Abrahams | Jan 01, 2010
The average baby boomer switches jobs 10 times in his or her career. Though such moves are just about inevitable, they're seldom easy--and they often lead to a noticeable decline in both short- and lo...
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Other Articles |
Thomas A. Stewart,
Russ Edelman,
Tim Hiltabiddle,
Jonathan Gosling,
Henry Mintzberg,
Rosabeth Moss Kanter,
John J. Gabarro,
John P. Kotter,
Heike Bruch,
Sumantra Ghoshal,
Nadim F. Matta,
Ronald N. Ashkenas,
Stanley R. Rich,
David E. Gumpert,
Marcus Buckingham,
Robert Morison,
Tamara Erickson,
Ken Dychtwald,
Herminia Ibarra | Nov 14, 2006
Middle managers are the backbone of most organizations--the ones typically charged with executing the plans made by the C-suite. They have to motivate their teams, provide honest feedback to top-level...
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Books |
Daniel Goleman,
Peter F. Drucker,
John P. Kotter,
Ronald A. Heifetz,
Donald L. Laurie,
Robert Goffee,
Gareth Jones,
Warren G. Bennis,
Robert J. Thomas,
Jim Collins,
David Rooke,
William R. Torbert,
William W. George,
Peter Sims,
Andrew N. McLean,
Diana Mayer,
Deborah Ancona,
Thomas W. Malone,
Wanda J. Orlikowski,
Peter M. Senge | Jun 07, 2010
How can you transform yourself from a good manager into an extraordinary leader? We've combed through hundreds of Harvard Business Review articles on leadership and selected the most important ones to...
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HBR Articles |
Stephen P. Kaufman,
Robert S. Kaplan,
Deborah Ancona,
Thomas W. Malone,
Wanda J. Orlikowski,
Peter M. Senge | Oct 01, 2008
When top executives stumble, they risk taking their companies down with them. How can you stay steady on your feet, so you keep delivering high-quality leadership? Feedback. But getting feedback on yo...
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Cases |
Elizabeth A. Powell,
Antar Al-Qawwee | Mar 05, 2009
Antar Al-Qawwee describes in vivid detail his first days on the job at his summer internship in Sales and Trading and reflects on the lessons he learned through careful observation. Among the lessons ...
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Blog Posts |
Ron Ashkenas | Feb 28, 2011
The ideas discussed in this post (along with those from the book Simply Effective) will be covered in a free...
Managing complexity has always been part of the leader's job — be it sorting out the variables involved in strategic decisions, orchestrating the interaction of different functions, or responding to unanticipated events... They've learned how quickly problems in one sector (e.g., housing) can affect other industries and spark a worldwide contagion... Just over the past year or so, we've seen formerly "best in class" companies like Goldman Sachs, Toyota, BP, and Johnson & Johnson take huge hits to their reputations (and balance sheets) in ways that no one could have predicted...
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Blog Posts |
Shawn Achor | Feb 15, 2011
I had gone to bed at midnight. It was now two in the morning. I was still awake, stressed thinking...
It was now two in the morning... And I realized this is exactly how corporate trainings talk about stress at work... As a Harvard man myself, I usually make it a rule to not work with people from Yale...
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Blog Posts |
Paul Atchley | Dec 21, 2010
The year end is a busy time for almost everyone. As we use our smartphones to confirm online gift orders,...
The year end is a busy time for almost everyone... We feel overwhelmed but also productive, pleased with our ability to juggle so many things... Knowing and improving our status, expanding awareness of our group, is important to us, and as a result information that helps us do that is often processed automatically, no matter what else we are trying to focus on...
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