This book challenges the way we think about both leadershipdevelopment and ourselves as leaders. Leadership developmentprograms are meant to help people become better leaders at work.But, as author Stew Friedman knows through years of working withthousands of executives, people improve their performance asleaders only when they enhance their performance in other domainsof their life at the same time. People are most successful in theirleadership roles in organisations when they are also leaders oftheir own lives; that is, when they increase their capacity toinfluence everything they care about most in life, including work,family, the broader community, and their own sense of self. This iswhat Friedman calls Total Leadership and has been teaching to MBAsand Executive Education students at Wharton and to executives inseveral companies like Ford, Booz Allen Hamilton, and LehmanBrothers for several years.

Most of us think of leaders as courageous risk takers,orchestrators of major events-in a word, heroes. Yet while suchfigures are inspiring and admirable, Harvard Business SchoolProfessor Joseph Badaracco argues that their larger-than-lifeaccomplishments are simply not what makes the world work. Whatdoes, he says, is the sum of millions of small yet consequentialdecisions that men and women working far from the limelight makeevery day: how a line worker for a pharmaceutical company respondswhen he discovers a defect in a product's safety seal; how amanager deals with a valued employee suspected of stealing; how atrader handles a transaction error that will cost a clientmoney.Badaracco calls them "quiet leaders"-people who chooseresponsible, behind-the-scenes action over public heroism toresolve tough leadership challenges. These individuals don't fitthe stereotype of the bold and gutsy leader, and they don't wantto. What they want is to do the "right thing" for theirorganizations, their coworkers, and t

This volume captures the spirit of discovery that pervades"Great Groups". It describes the free-form organization of suchteams, more interested in their mission than their hierarchy. Theauthors discuss how "Great Groups" believe both that they'reunderdogs up against a powerful foe and that they're bound tosucceed. The book also illuminates the roles of a "Great Group"leader as a gatherer of talent, a source of inspiration and abridge to the outside world. Today, organizations require creativethinking from every member, not just a few. The world's complexityand pace mean that people can no longer rely on individual leadersand "Lone Rangers" to solve problems. Rather, people must learn towork together, to identify their own missions, to form their own"Great Groups". The stories and advice from the book show readershow. Warren Bennis is the author of "On Becoming a Leader","Leaders" and "Learning to Lead".

Too many companies are managed not by leaders, but by mere roleplayers and faceless bureaucrats. What does it take to be a realleader—one who is confident in who they are and what they stand forand who truly inspires people to achieve extraordinaryresults? In this lively and practical book, Goffee and Jones draw fromextensive research to reveal how to hone and deploy one’s uniqueleadership assets while managing the inherent tensions at the heartof successful leadership. Why Should Anyone Be Led By You? will forever change how we view,develop and practice the art of leadership, wherever we live andwork.

In Seduced by Success, Robert J. Herbold, the former Chief Operating Officer of Microsoft, shows you how to avoid the nine traps of success-the “legacy practices” that almost felled such giants as General Motors, Kodak and Sony. Herbold, a 26-year-veteran of Procter & Gamble who lived through each trap, gives you proven tactics for preventing arrogance, bloat, and neglect while capitalizing on your accomplishments, sustaining your momentum, and retaining your position in the marketplace. The nine traps every successful organization must avoid are Neglect: Sticking with Yesterday's Business Model Pride: Allowing Your Products to Become Outdated Boredom: Clinging to Your Once-Successful Branding Complexity: Ignoring Your Business Processes Bloat: Rationalizing Your Loss of Speed and Agility Mediocrity: Letting Your Star Employees Languish Lethargy: Getting Lulled into a Culture of Comfort Timidity: Not Confronting Turf Wars and Obstructionists

Companies have long engaged in head-to-head competition insearch of sustained, profitable growth. They have fought forcompetitive advantage, battled over market share, and struggled fordifferentiation. Yet in today’s overcrowded industries, competing head-on resultsin nothing but a bloody “red ocean” of rivals fighting over ashrinking profit pool. In a book that challenges everything youthought you knew about the requirements fro strategic success, W.Chan Kim and Renee Mauborgne contend that while most companiescompete within such red oceans, this strategy is increasinglyunlikely to create profitable growth in the future. Based on a study of 150 strategic moves spanning more then ahundred years and thirty industries, Kim and Mauborgne argue thattomorrow’s leading companies will succeed not by battlingcompetitors, but by creating “blue ocean” of uncontested marketspace ripe for growth. Such strategies moves—termed “valueinnovation”-create powerful leaps in value for both th

From the man the Wall Street Journal hailed as "theguru of Revenue Management" comes revolutionary ways to recoverfrom the after effects of downsizing and refocus your business ongrowth. Whatever happened to growth? In Revenue Management, RobertG. Cross answers this question with his ground-breaking approach torevitalizing businesses: focusing on the revenue side of the ledgerinstead of the cost side. The antithesis of slash-and-burn methodsthat left companies with empty profits and dissatisfiedstockholders, Revenue Management overturns conventionalthinking on marketing strategies and offers the key to initiatingand sustaining growth. Using case studies from a variety of industries, smallbusinesses, and nonprofit organizations, Cross describes no-tech,low-tech, and high-tech methods that managers can use to increaserevenue without increasing products or promotions; predict consumerbehavior; tap into new markets; and deliver products and servicesto customers effectively and efficiently

Often managers need to assess both financial and non-financialperformance. What process would you use to measure things that arenot easily quantifiable?

Teams can be a driving force for organizationalperformance--and managers can play a key role in teams' ultimatesuccess or failure. Highlighting the latest research on teamdevelopment and dynamics--and including hands-on tools forimproving communication, resolving conflicts, promotinginterdependence, and more--this guide helps managers at all levelsto motivate teams to achieve higher performance.

You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're not alone. As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It's trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses. This new book explains how to avoid that fate, by mastering three imperatives: Manage yourself: Learn that management isn't about getting things done yourself. It's about accomplishing things through others. Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment. Manage a team: Forge a high-performing "we" out of all the "I"s who report to you. Packed with comp