He lays out areas of inquiry, and does it reflect who i truly am?packed with real-life situations, including questions such as:do i clearly articulate my vision and top priorities to my employees and key constituencies?Does the way I spend my time enable me to achieve my top priorities?Do I give subordinates timely and direct feedback they can act on? Do I actively seek feedback myself?Have I developed a succession roadmap?Is my organization’s design aligned with the achievement of its objectives?Is my leadership style still effective, this highly readable and practical guide helps you learn to ask the right questions―and work through the answers in ways that are right for you.
What to Ask the Person in the Mirror: Critical Questions for Becoming a More Effective Leader and Reaching Your Potential #ad - Successful leaders know that leadership is less often about having all the answers―and more often about asking the right questions.
What You're Really Meant to Do: A Road Map for Reaching Your Unique PotentialHarvard Business Review Press #ad - Too often, we charge down a path leading to “success” as defined by those around us―and ultimately, are left feeling dissatisfied. Each of us is unique and brings distinctive skills and qualities to any situation. So why is it that most of us fail to spend sufficient time learning to understand ourselves and creating our own definition of success? The truth is, it can seem so natural and so much easier to just do what everyone else is doing―for now―leaving it for later to develop our best selves and figure out our own unique path.
Harvard Business School Press. In this indispensable new book, Kaplan shares a specific and actionable approach to defining your own success and reaching your potential. Is there a road map that will enable you to defy conventional wisdom, leadership expert and author of the highly successful book What to Ask the Person in the Mirror, and carve out a path that fits your unique skills and passions?Robert Steven Kaplan, resist peer pressure, regularly advises executives and students on how to tackle these questions.
What You're Really Meant to Do: A Road Map for Reaching Your Unique Potential #ad - . How do you create your own definition of success―and reach your unique potential?Building a fulfilling life and career can be a daunting challenge. It takes courage and hard work. Drawing on his years of experience, Kaplan proposes an integrated plan for identifying and achieving your goals. He outlines specific steps and exercises to help you understand yourself more deeply, take control of your career, and build your capabilities in a way that fits your passions and aspirations.
Are you doing what you’re really meant to do? If you’re ready to face this question, this book can help you change your life.
What You Really Need to Lead: The Power of Thinking and Acting Like an OwnerHarvard Business Review Press #ad - It requires a process of hard work, willingness to ask questions, and openness to learning. This book aims to demystify leadership and outlines a specific regimen that will empower you to build your leadership skills. He asks probing questions, create new habits, provides exercises, and suggests concrete follow-up steps that will help you develop your skills, and move you toward reaching your unique leadership potential.
What you really need to lead will help you develop your capacity to lead by unlocking your power to think and act like an owner. Perhaps you think that you need to hold an important job to be a leader―that you need permission to lead. Kaplan tells real-life stories from his own experience of working with various types of leaders seeking to improve their effectiveness and make their organizations more successful.
What You Really Need to Lead: The Power of Thinking and Acting Like an Owner #ad - Harvard Business School Pr. Yet there is enormous disagreement and confusion about what leadership means and whether it can really be learned. As leadership expert robert steven Kaplan explains in this powerful new book, leadership qualities are not something you either have or you don’t. Leadership is about what you do, rather than who you are, and it starts with an ownership mind-set.
Harvard Business School Press. Leadership is not a destination or a state of being.
The Balanced Scorecard: Translating Strategy into ActionHarvard Business Review Press #ad - In the first part, finally, they describe the steps organizations must take to build their own Scorecards; and, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they discuss how the Balanced Scorecard can be used as a driver of change. Harvard Business School Pr.
Harvard Business School Press. Harvard Business School Press. The four perspectives of the scorecard--financial measures, and between hard objective measures and softer, between outcomes desired and performance drivers of those outcomes, internal business processes, customer knowledge, and learning and growth--offer a balance between short-term and long-term objectives, more subjective measures.
The Balanced Scorecard: Translating Strategy into Action #ad - The balanced scorecard translates a company's vision and strategy into a coherent set of performance measures.
Act Like a Leader, Think Like a LeaderHarvard Business Review Press #ad - You know you have to carve out time from your day job to build your leadership skills, but it’s easy to let immediate problems and old mind-sets get in the way. Harvard Business School Press. Harvard Business School Press. As opposed to insight, ultimately, outsight will then help change the way you think as a leader: about what kind of work is important; how you should invest your time; why and which relationships matter in informing and supporting your leadership; and, who you want to become.
Packed with self-assessments and practical advice to help define your most pressing leadership challenges, this book will help you devise a plan of action to become a better leader and move your career to the next level. Herminia ibarraan expert on professional leadership and development and a renowned professor at INSEAD, a leading international business schoolshows how managers and executives at all levels can step up to leadership by making small but crucial changes in their jobs, their networks, and themselves.
Act Like a Leader, Think Like a Leader #ad - It’s time to learn by doing. Harvard Business School Pr. Harvard Business School Press. The problem is you’re busy executing on today’s demands. You aspire to lead with greater impact. In act like a leader, and learn from, think like a leader, she offers advice to help you: redefine your job in order to make more strategic contributions Diversify your network so that you connect to, a bigger range of stakeholders Become more playful with your self-concept, allowing your familiarand possibly outdatedleadership style to evolveIbarra turns the usual think first and then act” philosophy on its head by arguing that doing these three things will help you learn through action and will increase what she calls your outsightthe valuable external perspective you gain from direct experiences and experimentation.
Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and CompassionHarvard Business Review Press #ad - Harvard Business School Press. Drawing from extensive multidisciplinary research and real-life stories, Resonant Leadership offers a field-tested framework for creating the resonance that fuels great leadership. Resonant leadership offers the inspiration--and tools--to spark and sustain resonance in ourselves and in those we lead.
Now, richard boyatzis and annie mcKee provide an indispensable guide to overcoming the vicious cycle of stress, sacrifice, and dissonance that afflicts many leaders. Rather than constantly sacrificing themselves to workplace demands, leaders can manage the cycle using specific techniques to combat stress, and renew themselves physically, avoid burnout, mentally, and emotionally.
Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion #ad - Great leaders are resonant leaders. The book reveals that the path to resonance is through mindfulness, hope, and compassion and shows how intentionally employing these qualities creates effective and enduring leadership. Harvard Business School Press. Leaders everywhere recognized the validity of resonant leadership, but struggled with how to achieve and sustain resonance amid the relentless demands of work and life.
. Harvard Business School Press. Harvard Business School Pr. The blockbuster best seller primal Leadership introduced us to "resonant" leaders--individuals who manage their own and others' emotions in ways that drive success.
Own the Room: Discover Your Signature Voice to Master Your Leadership PresenceHarvard Business Review Press #ad - Harvard Business School Press. Harvard Business School Press. Leaders who are able to be authentic while connecting with and impacting others have what the authors call a signature voice”a means of self-expression that is uniquely and distinctly their own. Once you discover and express your own signature voice, you’ll be ready to take your leadership presence to the next level.
Filled with real-life stories and examples, Own the Room demystifies the concept of presence and gives you the tools you need to identify and embrace your unique leadership voiceand have a greater impact on the world around you. Find your signature voicePeople are drawn to and influenced by leaders who communicate authentically, connect easily with people, and have immediate impact.
. Harvard Business Review Press. They offer a simple and compelling framework, as well as practical advice about how you can develop your own personal presence. No matter where you sit in an organization, and second, demonstrate your authentic value and distinction, you can own the room” if you are able to do two things well: first, connect to others in a positive way.
Own the Room: Discover Your Signature Voice to Master Your Leadership Presence #ad - So how do you become one of them? How can you learn to own the room”? This book will help you develop your leadership presence. Harvard Business School Press. According to amy jen su and muriel Maignan Wilkins, leadership presence is the ability to consistently and clearly articulate your value proposition while influencing and connecting with others.
The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business EnvironmentHarvard Business Review Press #ad - Harvard Business School Press. The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. Harvard Business School Press. Harvard Business School Pr. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.
Drawing from more than twenty in-depth case studies--including Mobil, CIGNA, and AT&T Canada--Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. In the strategy-focused organization, robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard.
The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment #ad - Harvard Business School Press. Harvard Business School Press. Harvard Business Review Press. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems. Kaplan and norton articulate the five key principles required for building strategy-focused organizations: 1 translate the strategy into operational terms, 3 make strategy everyone's everyday job, 2 align the organization to the strategy, 4 make strategy a continual process, and 5 mobilize change through strong, effective leadership.
Used book in Good Condition.
What to Ask the Person in the Mirror: Critical Questions for Becoming a More Effective Leader and Reaching Your Potential 7.2.2011 - By Robert S KaplanHarvard Business School Press #ad - Harvard Business School Press. Harvard Business School Press. Harvard Business School Pr. Harvard Business Review Press. Used book in Good Condition. Harvard Business School Press. Harvard Business School Press.
WinningHarper Business #ad - Harvard Business School Press. Used book in Good Condition. This main part of the book is split into three sections. Voice, winning offers deep insights, original thinking, and solutions to nuts-and-bolts problems that will change the way people think about work. Harvard Business School Press. Harvard Business School Press.
. Non fiction Narrative. His goal is to help everyone who has a passion for success. Welch begins winning with an introductory section called "Underneath It All, " which describes his business philosophy. Jack welch knows how to win. Harvard Business Review Press. It clearly lays out the answers to the most difficult questions people face both on and off the job.
Winning #ad - Welch's objective is to speak to people at every level of an organization, in companies large and small. The first looks inside the company, from leadership to picking winners to making change happen. Packed with personal anecdotes and written in Jack's distinctive no b. S. The second section looks outside, and Six Sigma, with chapters on strategy, at the competition, mergers, to name just three.
Harvard Business School Pr.
Strategy Maps: Converting Intangible Assets into Tangible OutcomesHarvard Business Review Press #ad - Harvard Business School Press. Harvard Business Review Press. Kaplan and David P. Kaplan and norton argue that the most critical aspect of strategy--implementing it in a way that ensures sustained value creation--depends on managing four key internal processes: operations, customer relationships, innovation, and regulatory and social processes.
The authors show how companies can use strategy maps to link those processes to desired outcomes; evaluate, informational, measure, and improve the processes most critical to success; and target investments in human, and organizational capital. Then, in the strategy-focused organization, Kaplan and Norton showed how organizations achieved breakthrough performance with a management system that put the Balanced Scorecard into action.
Strategy Maps: Converting Intangible Assets into Tangible Outcomes #ad - Now, using their ongoing research with hundreds of balanced Scorecard adopters across the globe, the authors have created a powerful new tool--the "strategy map"--that enables companies to describe the links between intangible assets and value creation with a clarity and precision never before possible.
Harvard Business School Press. More than a decade ago, Robert S. Norton introduced the balanced Scorecard, a revolutionary performance measurement system that allowed organizations to quantify intangible assets such as people, information, and customer relationships. Harvard Business School Pr. Non fiction Narrative.