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Understand Your Roles: Identifying the Values You Represent in Your Role(s) as Leader of Adaptive Change
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3288BC-ELeadership and People ManagementContext counts. In addition to your own values, priorities, and sensitivities, you embody your organization's values, priorities, and sensitivities. So does every team or group in the organization. The roles you play as a leader of adaptive change and your behavior in those roles depends on the values and contexts of a given situation. What are these roles? This chapter will help you determine the answer to that question and help you identify you...Starting at €8.20
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Articulate Your Purposes: Identifying the Motivations behind the Drive to Lead Adaptive Change
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3289BC-ELeadership and People ManagementTaking on adaptive challenges isn't easy. The only reason you would want to do this kind of work is to serve purposes that matter to you deeply. Identifying your higher purposes--figuring out what is so important to you that you would be willing to put yourself in peril--is a key element in the process of understanding yourself on a deep level. Understanding your purposes will help you orient yourself and your decisions within a larger context, w...Starting at €8.20
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Stay Connected to Your Purposes: Tuning in to the Motivations that Inspire and Energize the Practice of Adaptive Leadership
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3290BC-ELeadership and People ManagementThere is no reason to shoulder the difficult work of adaptive leadership if you do not have compelling, higher purposes to serve, whether saving the world, renewing your organization, or helping your community meet longstanding challenges and thrive through tough times. Your purposes provide the inspiration and the direction for your actions. This chapter describes five practices to help you keep your purposes alive as you lead adaptive change. T...Starting at €8.20
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Engage Courageously: Building the Emotional Awareness and Capacity for Leading Adaptive Change
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3291BC-ELeadership and People ManagementThere are important emotional components to leading adaptive change. When you move people from a familiar place to a less familiar place, you operate on their emotions in addition to their heads. To connect with them authentically and powerfully, you must come from that place in yourself as well. This chapter identifies five major constraints that can hold you back from summoning the courage it takes to lead and offers ideas for overcoming them. ...Starting at €8.20
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From Ladder to Lattice: The New Workforce Imperative
Benko, Cathleen; Weisberg, AnneBook Chapter HBS-3881BC-ELeadership and People ManagementScaling the corporate ladder has been the enduring gold standard for personal success since organizational hierarchy was invented at the beginning of the industrial age. However, a confluence of market and demographic forces in the past twenty years has compressed hierarchies, shortened the ladder, and reduced the qualified pool of high-potential employees available to climb it. Another set of business and societal influences has reshaped the Ame...Starting at €8.20
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The Nontraditional Is the New Traditional: Six Trends that have Created a New Workforce Imperative
Benko, Cathleen; Weisberg, AnneBook Chapter HBS-3882BC-ELeadership and People ManagementWhy is here and now the time to acknowledge and respond to the notion that corporate structures are morphing from a ladder to a lattice construct? One reason is that six key trends are converging in ways that create an unprecedented workforce challenge for business executives. This convergence is creating sweeping changes in workforce composition, attitudes, and capabilities. This chapter dissects the six trends and illustrates how each is exacer...Starting at €8.20
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Inside the Crucible: Learning and Leading with Resilience
Thomas, Robert J.Book Chapter HBS-4475BC-ELeadership and People ManagementWhile resilience may be innate to some individuals, it can also be practiced much like a deliberate sequence of moves or enacted like a diagnostic routine. This chapter explores three key moments in the process of resilience. This chapter is excerpted from "Crucibles of Leadership: How to Learn from Experience to Become a Great Leader."Starting at €8.20
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The Core of a Personal Learning Strategy: Recognizing and Transforming Crucible Experiences
Thomas, Robert J.Book Chapter HBS-4477BC-ELeadership and People ManagementOutstanding leaders, consciously or unconsciously, devise a personal strategy for recognizing and transforming crucible experiences into lessons that keep them refreshed and responsive to the demands of a changing world. This chapter offers a practical, actionable guide to devising a Personal Learning Strategy (PLS). This chapter is excerpted from "Crucibles of Leadership: How to Learn from Experience to Become a Great Leader."Starting at €8.20
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Creating Your Own Personal Learning Strategy: A Step-by-Step Approach
Thomas, Robert J.Book Chapter HBS-4478BC-ELeadership and People ManagementA Personal Learning Strategy (PLS) will aid you in the process of learning from experience-especially, though not exclusively, crucible experiences-and it will enhance your ability to adapt to change as a leader. This chapter shows you how to craft a Personal Learning Strategy. This chapter is excerpted from "Crucibles of Leadership: How to Learn from Experience to Become a Great Leader."Starting at €8.20
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Invigorating the Practice of Leadership: Aligning Organizational Needs with Individual Capabilities
Thomas, Robert J.Book Chapter HBS-4481BC-ELeadership and People ManagementThis chapter introduces an experience-based approach to leader development that can help organizations grow more leaders, over a larger terrain and faster than ever before. This chapter is excerpted from "Crucibles of Leadership: How to Learn from Experience to Become a Great Leader."Starting at €8.20