HBR's 10 Must Reads Boxed Set (6 Books) (HBR's 10 Must Reads)
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We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you transition from being an outstanding individual contributor to a great manager of others. Even though the current edition is 10 years old and Porter’s original essay is 25 years old, rendering many of the case studies out of date, the thinking is so clear that it remains current and relatable. It's easy to get caught up in the day-to-day demands of your current job and lose sight of the big picture, but with a typical career spanning 50 years or more, you do so at your own peril.
Chapter Three - What Leaders Really Do: This third article in the book was written by John Kotter and originally published in the HBR in 1990. Please specify the e-mail subject: “Informing the intention to exercise the right of the personal data owner. Many organizations appear to have misconstrued this point, and in the making of strategy, they end up somewhere else, mostly ending up finding new techniques – not strategy. Boost their performance by tailoring your management styles to their temperaments, motivating with responsibility rather than money, and fostering trust through solicited input. Wcale to nie oznacza, że trzeba daleko odpłynąć od red ocean, wiele blue oceans pochodzi z branż będących red oceans.They rely heavily on intuition to gauge the appropriate timing and course of action: Their ability to collect and interpret soft data helps them know just when and how to act.
Purpose should last at least 100 years, it is like a guiding star on the horizon - forever pursued but never reached.
Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. Learn how to motivate others to excel, build your team's confidence, set direction, encourage smart risk-taking, credit others for your success, and draw strength from adversity.