HBR?s 10 Must Reads Leader?s Collection (3 Books) (HBR?s 10 Must Reads), Peter Drucker, Clayton Christensen, Daniel Goleman, Harvard Business Review, Michael Porter
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Peter Drucker,Clayton Christensen,Daniel Goleman,Harvard Business Review,Michael Porter

HBR?s 10 Must Reads Leader?s Collection (3 Books) (HBR?s 10 Must Reads)

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Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
Above all, effective executives treat change as an opportunity rather than a threat.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
The information flow from subordinate to boss is usually what gets the most attention. But executives need to pay equal attention to peers’ and superiors’ information needs.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
Making good decisions is a crucial skill at every level. It needs to be taught explicitly to everyone in organizations that are based on knowledge.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
Management involves planning and budgeting. Leadership involves setting direction.
• Management involves organizing and staffing. Leadership involves aligning people.
• Management provides control and solves problems. Leadership provides motivation.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
You get results by exploiting opportunities, not solving problems.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
You get results by exploiting opportunities, not solving problems.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
We’re taught in finance and economics that in evaluating alternative investments, we should ignore sunk and fixed costs, and instead base decisions on the marginal costs and marginal revenues that each alternative entails. We learn in our course that this doctrine biases companies to leverage what they have put in place to succeed in the past, instead of guiding them to create the capabilities they’ll need in the future
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
be sure that my relationship with my family is an enduring source of happiness
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
with a gift for recognizing strategic inflection points that can be exploited for competitive advantage.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
The question is not whether you can avoid stress but how you can control it to maintain your own sense of equilibrium.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
understanding of three intersecting circles: what a company can be the best in the world at, how its economics work best, and what best ignites the passions of its people.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
They also act quietly, calmly, and determinedly—relying on inspired standards, not inspiring charisma, to motivate.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
Smith’s turnaround of Kimberly-Clark is one the best examples in the twentieth century of a leader taking a company from merely good to truly great.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
They want more. They want someone who cares passionately about the people and the work—just as they do.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
Tough empathy means giving people what they need, not what they want.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
The voices from below are usually not as articulate as one would wish. People speaking beyond their authority usually feel self-conscious and sometimes have to generate “too much” passion to get themselves geared up for speaking out. Of course, that often makes it harder for them to communicate effectively. They pick the wrong time and place, and often bypass proper channels of communication and lines of authority. But buried inside a poorly packaged interjection may lie an important intuition that needs to be teased out and considered.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
Getting people to assume greater responsibility is not easy. Not only are many lower-level employees comfortable being told what to do, but many managers are accustomed to treating subordinates like machinery that requires control. Letting people take the initiative in defining and solving problems means that management needs to learn to support
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
People who sense early changes in the marketplace are often at the periphery, but the organization will thrive if it can bring that information to bear on tactical and strategic decisions. When people do not act on their special knowledge, businesses fail to adapt.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
Scapegoating, denial, focusing only on today’s technical issues, or attacking individuals rather than the perspectives they represent—all forms of work avoidance—are to be expected when an organization undertakes adaptive work.
Kamran Iskenderov
Kamran Iskenderovhat Zitat gemachtvor 3 Jahren
Business leaders have to be able to view patterns as if they were on a balcony.
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