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Скачивание или чтение онлайн электронных книг.HBR's 10 Must Reads on Change Management (including featured article "Leading Change," by John P. Kotter)
Most company's change initiatives fail. Yours don't have to. If you read nothing else on change management, read these 10 articles ( featuring “Leading Change,” by John P. Kotter ). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you spearhead change in your organization. HBR's 10 Must Reads on Change Management will inspire you to:Lead change through eight critical stagesEstablish a sense of urgencyOvercome addiction to the status quoMobilize commitmentSilence naysayersMinimize the pain of changeConcentrate resourcesMotivate change when business is good This collection of best-selling articles includes: featured article «Leading Change: Why Transformation Efforts Fail» by John P. Kotter , «Change Through Persuasion,» «Leading Change When Business Is Good: An Interview with Samuel J. Palmisano,» «Radical Change, the Quiet Way,» «Tipping Point Leadership,» «A Survival Guide for Leaders,» «The Real Reason People Won't Change,» «Cracking the Code of Change,» «The Hard Side of Change Management,» and «Why Change Programs Don't Produce Change.»
HBR's 10 Must Reads on Managing Yourself (with bonus article "How Will You Measure Your Life?" by Clayton M. Christensen)
The path to your professional success starts with a critical look in the mirror. If you read nothing else on managing yourself, read these 10 articles ( plus the bonus article “How Will You Measure Your Life?” by Clayton M. Christensen ). We've combed through hundreds of Harvard Business Review articles to select the most important ones to help you maximize yourself. HBR's 10 Must Reads on Managing Yourself will inspire you to:Stay engaged throughout your 50+-year work lifeTap into your deepest valuesSolicit candid feedbackReplenish physical and mental energyBalance work, home, community, and selfSpread positive energy throughout your organizationRebound from tough timesDecrease distractibility and frenzyDelegate and develop employees' initiative</pThis collection of best-selling articles includes: bonus article “How Will You Measure Your Life?” by Clayton M. Christensen , «Managing Oneself,» «Management Time: Who's Got the Monkey?» «How Resilience Works,» «Manage Your Energy, Not Your Time,» «Overloaded Circuits: Why Smart People Underperform,» «Be a Better Leader, Have a Richer Life,» «Reclaim Your Job,» «Moments of Greatness: Entering the Fundamental State of Leadership,» «What to Ask the Person in the Mirror,» and «Primal Leadership: The Hidden Driver of Great Performance.»
HBR's 10 Must Reads on Strategy (including featured article "What Is Strategy?" by Michael E. Porter)
Is your company spending too much time on strategy development—with too little to show for it? If you read nothing else on strategy, read these 10 articles ( featuring “What Is Strategy?” by Michael E. Porter ). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you catalyze your organization's strategy development and execution. HBR's 10 Must Reads on Strategy will inspire you to:Distinguish your company from rivalsClarify what your company will and won't doCraft a vision for an uncertain futureCreate blue oceans of uncontested market spaceUse the Balanced Scorecard to measure your strategyCapture your strategy in a memorable phraseMake priorities explicitAllocate resources earlyClarify decision rights for faster decision making This collection of best-selling articles includes: featured article «What Is Strategy?» by Michael E. Porter , «The Five Competitive Forces That Shape Strategy,» «Building Your Company's Vision,» «Reinventing Your Business Model,» «Blue Ocean Strategy,» «The Secrets to Successful Strategy Execution,» «Using the Balanced Scorecard as a Strategic Management System,» «Transforming Corner-Office Strategy into Frontline Action,» «Turning Great Strategy into Great Performance,» and «Who Has the D? How Clear Decision Roles Enhance Organizational Performance.»
HBR's 10 Must Reads on Leadership (with featured article "What Makes an Effective Executive," by Peter F. Drucker)
Go from being a good manager to an extraordinary leader. If you read nothing else on leadership, read these 10 articles ( featuring “What Makes an Effective Executive,” by Peter F. Drucker ). We've combed through hundreds of Harvard Business Review articles on leadership and selected the most important ones to help you maximize your own and your organization's performance. HBR's 10 Must Reads On Leadership will inspire you to:Motivate others to excelBuild your team's self-confidence in othersProvoke positive changeSet directionEncourage smart risk-takingManage with tough empathyCredit others for your successIncrease self-awarenessDraw strength from adversity This collection of best-selling articles includes: featured article «What Makes an Effective Executive» by Peter F. Drucker , «What Makes a Leader?» «What Leaders Really Do,» «The Work of Leadership,» «Why Should Anyone Be Led by You?» «Crucibles of Leadership,» «Level 5 Leadership: The Triumph of Humility and Fierce Resolve,» «Seven Transformations of Leadership,» «Discovering Your Authentic Leadership,» and «In Praise of the Incomplete Leader.»
Buy-In
You've got a good idea. You know it could make a crucial difference for you, your organization, your community. You present it to the group, but get confounding questions, inane comments, and verbal bullets in return. Before you know what's happened, your idea is dead, shot down. You're furious. Everyone has lost: Those who would have benefited from your proposal. You. Your company. Perhaps even the country.It doesn't have to be this way, maintain John Kotter and Lorne Whitehead. In Buy-In, they reveal how to win the support your idea needs to deliver valuable results. The key? Understand the generic attack strategies that naysayers and obfuscators deploy time and time again. Then engage these adversaries with tactics tailored to each strategy. By «inviting in the lions» to critique your idea–and being prepared for them–you'll capture busy people's attention, help them grasp your proposal's value, and secure their commitment to implementing the solution.The book presents a fresh and amusing fictional narrative showing attack strategies in action. It then provides several specific counterstrategies for each basic category the authors have defined–including:· Death-by-delay: Your enemies push discussion of your idea so far into the future it's forgotten.· Confusion: They present so much data that confidence in your proposal dies.· Fearmongering: Critics catalyze irrational anxieties about your idea.· Character assassination: They slam your reputation and credibility.Smart, practical, and filled with useful advice, Buy-In equips you to anticipate and combat attacks–so your good idea makes it through to make a positive change.
Empowered
It's the new normal. Now all of your employees are Twittering away and friending clients on Facebook. Not to mention customers–who feel obligated to update your Wikipedia entry with product complaints.In this new world, dealing with empowered employees and customers –Insurgents – is only going to get more challenging. Employees are using this technology in the workplace and customers are using it in the marketplace, and neither obey the rules you set up.This chaos is your future as a manager. You could try to shut it down and shut it off. Or you can harness it and reap the business benefits.According to Josh Bernoff and Ted Schadler of Forrester Research (the organization that brought you Groundswell), your defense against insurgents is to enable them. At its heart, this is a book about how to scale the management of insurgency, both the innovation of insurgent employees and the energy of insurgent customers. The key is a process Forrester calls E Triple S, for the four elements of managing insurgents effectively: empowering, selecting, scaling, and socializing.While it's based in current trends, the core concept of Managing Insurgents – that the next management and innovation challenge is harnessing individuals empowered by mobile, social, and connected technology – is a new idea. In the wake of Groundswell, dozens of social-technology-for-business books cropped up. And there are plenty of books on improving your customer service. But there's no serious business book about management, marketing, and innovation in the throes of this trend. When Insurgency hits, it will be perceived not just as a sequel to Groundswell but as the start of a new management philosophy.
The Corporate Lattice
With roots planted firmly in the industrial age, the corporate ladder has been the metaphor used to describe the prevailing one-size-fits-all model for success. At its heart, the ladder is derived from inflexible, hierarchical, organization models in which prestige, individual rewards, information flow, power and influence are tied to the rung each employee occupies. Yet the workplace as we know it is in transition – evolving away from the linear, one-size-fits-all model of the corporate ladder toward a multidimensional approach that Cathy Benko calls the corporate lattice.This book will serve to widen an organization's strategic lens, representing a fundamentally new way to work and run a company. It offers a framework to help senior leaders and HR directors harness the talent in their company in a way that provides a strategic advantage, not only for recruiting but also for achieving and maintain better individual performance.In the bestselling book Mass Career Customization (Harvard Business Press/2007), Cathy Benko and Deloitte provided the breakthrough MCC dashboard for understanding the important variables of individual employees' career-life profiles, but she also coined a new metaphor – the corporate lattice – as a way to think about the changed career landscape. This book delves much deeper into the power of the lattice for organizations, fully exploring its contours and applying it to real-life practice throughout a company.It explores how the corporate lattice model creates value by:1. Ensuring a flow of talent into and through the organization. 2. Increasing the efficiency of and return on organizational investments. 3. Improving financial and operating results through greater employee engagement.The three-part framework of the book presents specific ways managers and organizations can use The Corporate Lattice to manage talent, measure results, collaborate across teams, engage employees, and reor"
Decide and Deliver
Dithering. Decisions that turn out wrong. Decisions that people sabotage or don't know how to implement. If your company's experiencing these problems, it's not alone. Most organizations don't know how to make and execute good decisions. And they're paying a high price—as profitability and competitiveness erode.It doesn't have to be this way. In Decide and Deliver, the authors draw on Bain & Company's extensive research to present a five-step process for improving your firm's decision effectiveness:1. Assess your decision effectiveness—and how your organization affects it.2. Identify your critical decisions.3. Set individual critical decisions up for success.4. Ensure that your company enables and reinforces great decision making and execution.5. Embed the changes in everyday practice.Master this process, and you see immediate results: people across your organization collaborate to make crucial decisions better and faster than your rivals. And they execute them flawlessly-fueling unprecedented financial performance.Filled with powerful hands-on tools and detailed examples from companies as varied as Ford Motor Company, British American Tobacco, Telstra, Lafarge, and ABB UK, Decide and Deliver helps you make decision management a potent competitive weapon in your company.
Failure to Communicate
Your stomach's churning; you're hyperventilating – you're in a badly deteriorating conversation at work. Such exchanges, which run the gamut from firing subordinates to parrying verbal attacks from colleagues, are so loaded with anger, confusion, and fear that most people handle them poorly: they avoid them, clamp down, or give in.But dodging issues, appeasing difficult people, and mishandling tough encounters all carry a high price for managers and companies – in the form of damaged relationships, ruined careers, and intensified problems.In Failure to Communicate, Holly Weeks shows how to master the combat mentality, emotional maelstrom, and confusion that poison difficult conversations. Drawing on her many years as a consultant and coach to leaders and executives, the author explains:· Why we turn to ineffective tactics when the heat is on· How to avoid the worst pitfalls of difficult conversations, and how to pull yourself out if you fall in· Ways to regain your balance and inject respect into stressful conversations, even when you've been confronted, infuriated, or wronged· Strategies for mitigating aggression and defensiveness, and for clearing the fog of misconceptions· How to get through the hardest conversations with your reputation and relationships intactUsing proven techniques paired with detailed real-life examples, Weeks equips you with the strategies and practices you need to transform even the toughest conversations.
HBR'S 10 Must Reads: The Essentials
Change is the one constant in business, and we must adapt or face obsolescence. Yet certain challenges never go away. That's what makes this book «must read.» These are the 10 seminal articles by management's most influential experts, on topics of perennial concern to ambitious managers and leaders hungry for inspiration–and ready to run with big ideas to accelerate their own and their companies' success. If you read nothing else – full stop – read:Michael Porter on creating competitive advantage and distinguishing your company from rivalsJohn Kotter on leading change through eight critical stagesDaniel Goleman on using emotional intelligence to maximize performancePeter Drucker on managing your career by evaluating your own strengths and weaknessesClay Christensen on orchestrating innovation within established organizationsTom Davenport on using analytics to determine how to keep your customers loyalRobert Kaplan and David Norton on measuring your company's strategy with the Balanced ScorecardRosabeth Moss Kanter on avoiding common mistakes when pushing innovation forwardTed Levitt on understanding who your customers are and what they really wantC. K. Prahalad and Gary Hamel on identifying the unique, integrated systems that support your strategy