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Very Model of a Modern Senior Manager (HBR Case Study and Commentary)
Morrison, Mike; Mark, Reuben; Ray, Rebecca; Manderlink, George; Ulrich, DaveArticle HBS-R0701B-ELeadership and People ManagementA leadership crisis has erupted at Barker Foods. Doug Lothian, the national sales director of the chocolates and confections division, was just fired for making some bad marketing choices, engaging in questionable selling behaviors, and, ultimately, losing the confidence of his customers and his staff. As a result, there's a schism in Sales. Senior managers are wondering whether a competency model would help the company replace Doug with the righ...Starting at €8.20
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Rule 2: Make Things Happen--A Cardinal Rule of Effective Leadership
Ulrich, Dave; Smallwood, Norm; Sweetman, KateBook Chapter HBS-3925BC-EExecution is the ability to turn what we know into what we do. As a leader, your ability to execute will enable you to turn strategic aspirations into actions, desires into results, and desired futures into present reality. Leaders who execute connect the present to the future, focus on linking the short term to the long term, manage their time, engage others, and ensure accountability and consequences for delivering on time. These leaders accept...Starting at €8.20
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Rule 4: Build the Next Generation--A Cardinal Rule of Effective Leadership
Ulrich, Dave; Smallwood, Norm; Sweetman, KateBook Chapter HBS-3927BC-EToday's talent matters, but tomorrow's talent matters just as much. Leaders who invest in tomorrow's talent build for the future, create sustainability, and ensure a legacy. Human capital should be enhanced just as financial, information, and relationship capital are. To build the next generation, you must be a human capital developer--this chapter shows you how. This chapter is excerpted from "The Leadership Code: Five Rules to Lead By."Starting at €8.20