HBSP (USA)
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A Players or "A Positions"? The Strategic Logic of Workforce Management (Spanish version)
Huselid, Mark A.; Beatty, Richard W.; Becker, Brian E.Article HBS-R0512GLeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Companies simply can't afford to have "A players" in all positions. Rather, businesses need to adopt a portfolio approach to workforce management, systematically identifying their strategically important A positions, supporting B positions and surplus C positions, ...Starting at €8.20
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Put Strategy, Not People, First: An Introduction to Differentiated Workforce Strategy
Becker, Brian E.; Huselid, Mark A.; Beatty, Richard W.Book Chapter HBS-3237BC-ELeadership and People ManagementSenior managers and readers of popular business literature are probably familiar with the mantra that people are the new source of competitive advantage. But despite all the talk about a new strategic emphasis on the workforce, most companies haven't yet capitalized on the opportunity for strategic success that effective workforce management can provide. The authors believe that a fundamental change in the entire approach to workforce strategy is...Starting at €8.20
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Establish Leadership Accountability for Workforce Success: The Line Manager's HR Role
Becker, Brian E.; Huselid, Mark A.; Beatty, Richard W.Book Chapter HBS-3246BC-ELeadership and People ManagementHow do we ensure that firms clearly understand the unique strategic capabilities required to execute their business strategies and develop a differentiated workforce strategy? The first step is to recognize that the workforce is not just HR's problem, and that line managers and HR leaders have joint responsibility for developing talent throughout the organization. Management must ensure that top talent is allocated to the strategic roles that cre...Starting at €8.20
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Design an HR Architecture for the Differentiated Workforce
Becker, Brian E.; Huselid, Mark A.; Beatty, Richard W.Book Chapter HBS-3247BC-ELeadership and People ManagementIt is important that a firm's workforce strategy--and its workforce--is as differentiated as its business strategy. In this chapter, the authors discuss the importance of developing a culture of accountability and a workforce philosophy to help drive succStarting at €8.20
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Before You Begin: Preparing Yourself for the Challenges of Adaptive Leadership
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3274BC-ELeadership and People ManagementTo successfully lead adaptive change, you must connect with the values, beliefs, and anxieties of the people you are trying to move. But in addition to mobilizing others, adaptive leadership requires you to do some introspective work as well. Practicing adaptive leadership is difficult on the one hand and profoundly meaningful on the other--it is not something you should enter into casually. This chapter provides four tips to consider before taki...Starting at €8.20
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Diagnose the System: The First Step in Leading Adaptive Change
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3275BC-ELeadership and People ManagementThe first step in tackling any adaptive challenge is to take a step back so you can see how your organizational system is responding to it. From this perspective, you will gain a clearer view of your company's structures, culture, and default responses to problems. You will grasp the nature of the adaptive challenges at hand, and map the networks of political relationships that will be relevant to how effectively you mobilize people to deal with ...Starting at €8.20
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Diagnose the Political Landscape: Understanding Political Relationships in the Organization Will Help You Lead Adaptive Change
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3277BC-ELeadership and People ManagementUnderstanding the political relationships in your organization is key to seeing how your organization works as a system. This activity, which the authors call thinking politically, can help you design more effective strategies for leading adaptive change. The key assumption behind thinking politically is that people in an organization are seeking to meet the expectations of their various constituencies. When you understand the nature of those exp...Starting at €8.20
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Qualities of an Adaptive Organization: How Does Your Organization Measure Up
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3278BC-ELeadership and People ManagementDiagnosing the organizational system, the adaptive challenge at hand, and the political landscape in an enterprise takes time, careful thought, and courage. You have to improvise creatively and responsively as you engage stakeholders inside and across the boundaries of your organization. Some organizations have the keen external sensors, internal norms, and a critical mass of people to do this. What distinguishes these enterprises? What makes som...Starting at €8.20
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Make Interpretations: Helping Your Team Recognize and Deal with Adaptive Challenges
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3279BC-ELeadership and People ManagementWhen a problem is identified, people gravitate toward interpretations of the problem that are technical rather than adaptive, benign instead of conflictual, and individual rather than systemic. These kinds of problems are seen as having easy, painless solutions. Your job in exercising adaptive leadership is to wean people away from these interpretations and nudge them towards recognizing adaptive elements of the challenge, with the ultimate goal ...Starting at €8.20
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Design Effective Interventions: Mobilizing People to Tackle an Adaptive Challenge
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3280BC-ELeadership and People ManagementEffective interventions mobilize people to tackle an adaptive challenge. They may be designed to make progress at any point in the process: for example, to surface a difficult issue, quash a diversion, or move people forward through a difficult period. At whatever stage of the process you are intervening, this chapter provides a checklist, a series of practices that can make your interventions more effective. This chapter was originally published...Starting at €8.20