“Worried that you’re not a born leader? That you lack charisma, the right talents, or some other secret ingredient? No need: leadership… — Harvard Business School Press Copy Share Image
“By contrast, those with leadership potential are motivated by a deeply embedded desire to achieve for the sake of achievement.” — Harvard Business School Press Copy Share Image
“When the 75 members of Stanford Graduate School of Business’s Advisory Council were asked to recommend the most important capability for leaders… — Harvard Business School Press Copy Share Image
“The most dramatic change will be the marketing department’s reinvention as a “customer department.” The first order of business is to replace… — Harvard Business School Press Copy Share Image
“Transformations often begin, and begin well, when an organization has a new head who is a good leader and who sees the… — Harvard Business School Press Copy Share Image
“Corporations that do a better-than-average job of developing leaders put an emphasis on creating challenging opportunities for relatively young employees.” — Harvard Business School Press Copy Share Image
“Indeed, our recent research has led us to conclude that one of the most reliable indicators and predictors of true leadership is… — Harvard Business School Press Copy Share Image
“leaders who do undertake a voyage of personal understanding and development can transform not only their own capabilities but also those of… — Harvard Business School Press Copy Share Image
“Leadership has many voices. You need to be who you are, not try to emulate somebody else.” — Harvard Business School Press Copy Share Image
“Executives are doers; they execute. Knowledge is useless to executives until it has been translated into deeds. But before springing into action, the executive… — Harvard Business School Press Copy Share Image
“The use of “war games” is a powerful antidote to the lack of thinking about competitors’ reactions to proposed moves. 11.” — Harvard Business School Press Copy Share Image
“If thinking is an intellectual response to a problem, then the absence of a problem leads to the absence of thinking.” — Harvard Business School Press Copy Share Image
“Business-unit managers should remain involved in corporate-level strategy planning that affects their units. But a focus on issues rather than business units better aligns… — Harvard Business School Press Copy Share Image
“More than anything else, this disconnect—between the way planning works and the way decision making happens—explains the frustration, if not outright antipathy, most executives… — Harvard Business School Press Copy Share Image
“Uhlaner put in place a Growth and Performance Planning Process that starts with agreement by Ballmer’s leadership team on a set of strategic themes—major… — Harvard Business School Press Copy Share Image
“Stockdale Paradox This finding is named after Admiral James Stockdale, winner of the Medal of Honor, who survived seven years in a Vietcong POW… — Harvard Business School Press Copy Share Image
“Management must think of itself not as producing products but as providing customer-creating value satisfactions. It must push this idea (and everything it means… — Harvard Business School Press Copy Share Image
“Worried that you’re not a born leader? That you lack charisma, the right talents, or some other secret ingredient? No need: leadership isn’t about… — Harvard Business School Press Copy Share Image
“Is that not what consumer research is for—to find out before the fact what is going to happen? The answer is that Detroit never… — Harvard Business School Press Copy Share Image
“By embracing decision-focused planning, companies will almost certainly find that the quantity and quality of their decisions will improve.” — Harvard Business School Press Copy Share Image
“they’ve also changed the nature of top management’s discussions about strategy—from “review and approve” to “debate and decide,” — Harvard Business School Press Copy Share Image
