When discussing being stuck in a «win-win vs. win-lose» debate, most negotiation books focus on face-to-face tactics. Yet, table tactics are only the «first dimension» of David A. Lax and James K. Sebenius' pathbreaking 3-D Negotiation (TM) approach, developed from their decades of doing deals and analyzing great dealmakers. Moves in their «second dimension»—deal design—systematically unlock economic and noneconomic value ...
Moving beyond mere toleranceUs-versus-them is the costly mind-set in which organizations, communities, and whole nations too often find themselves trapped. In fact, recognizing difference as a positive force can bring astonishing value to even the most diverse organizations.In Us Plus Them, leadership scholar Todd Pittinsky introduces a groundbreaking new science of diversity that:• Debunks the assumption that wherever there is differen ...
What does it take to lead a global business?What makes being a global business leader today such a complex task? It’s more than mastering your knowledge of various geographies and cultures, though that is essential. But to succeed, you must also master the complex mind-set and competencies needed to lead in today’s fully globalized world. Not an easy assignment.Enter Ángel Cabrera and Gregory Unruh. In Being Global, ...
Why do good teams fail? Very often, argue Deborah Ancona and Henrik Bresman, it is because they are looking inward instead of outward. Based on years of research examining teams across many industries, Ancona and Bresman show that traditional team models are falling short, and that what’s needed–and what works–is a new brand of team that emphasizes external outreach to stakeholders, extensive ties, expandable tiers, and flexible member ...
Meet Jim Barton, new CEO of Santa Monica Aerospace. Jim's job won't be easy: the company's hemorrhaging cash, struggling to regain investors' trust after an accounting scandal, and striving to transform its military and manufacturing culture to become a global aerospace integrator.Jim isn't real: Harder Than I Thought is a novel. But his story–developed in consultation with seasoned, actual CEOs–contains crucial lessons ...
How is Saddam Hussein like Tony Blair? Or Kenneth Lay like Lou Gerstner? Answer: They are, or were, leaders. Many would argue that tyrants, corrupt CEOs, and other abusers of power and authority are not leaders at all–at least not as the word is currently used. But, according to Barbara Kellerman, this assumption is dangerously naive. A provocative departure from conventional thinking, Bad Leadership compels us to see leadership in its entirety. ...
Experience may be a leader's best teacher–but there's a hitch. Two people can have identical experiences, but one blossoms while the other is depleted. The same can be said for any pair of fired CEOs, unsuccessful political candidates, or rookie supervisors. In Crucibles of Leadership , Robert J. Thomas concludes that what matters most is what one makes of experience, particularly the traumatic and often unplanned crucible events tha ...
Most of us think of leaders as courageous risk takers, orchestrators of major events. In a word: heroes. Although such figures are inspiring, Joseph Badaracco argues that their larger-than-life accomplishments are not what makes the world work. What does, he says, is the sum of millions of small yet consequential decisions that individuals working far from the limelight make every day. Badaracco calls them «quiet leaders»–people who choose respo ...
Most organizational change initiatives fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller Leading Change, John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book became the change bible for managers worldwide.Now, in A Sense of Urgency, Kotter shines the spotlight on the crucial first step in his framework: c ...
