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 excel- Build your team's self-confidence in others- Provoke positive change- Set direction- Encourage smart risk-taking- Manage with tough empathy- Credit others for your success- Increase self-awareness- Draw strength from adversityThis 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."

    What’s it like to work at Walt Disney World?Amber Sewell spent two semesters “earning her ears” at the Happiest Place on Earth, first in the CareerStart Program and then in the better known Disney College Program.During her time backstage, as the Cast Member areas of the theme park are called, Amber kept a diary of her successes and her failures, her moments of delight and her moments of despair, and most of all, her discoveries about what happens when the pixie dust settles and the guests have gone home.Amber will never feel the same about Walt Disney World again.After you’ve read her book, neither will you.

    It's full of evidence and provocative ideas to help every talent leader' Dr Adam Grant, Wharton Professor, New York Times bestselling author, Originals and Give and Take 'This is the book I want to hand every manager I've ever worked with . . . Every chapter is filled with quotes, findings, and ideas that I want to post on Twitter and share with the world' Dr. Todd Carlisle, VP of HR, Twitter WHY THE SCIENCE OF PEOPLE IS YOUR KEY WEAPON IN THE WAR FOR TALENT All organisations have problems, and they nearly always concern people: how to manage them; whom to hire, fire or promote; and how to motivate, develop and retain high potential employees. Psychology, the main science for understanding people, should be a pivotal tool for solving these problems - yet most companies play it by ear, and billions of dollars are wasted on futile interventions to attract and retain the right people for key roles.Bridging the gap between the psychological science of talent and common real-world talent practices, The Talent Delusion aims to educate HR practitioners and leaders on how to measure, predict and manage talent. It will provide readers with data-driven solution to the common problems around employee selection, development and engagement; how to define and evaluate talent; how to detect and inhibit toxic employee behaviours; and how to identify and harness leadership potential.

    With ten simple rules, this book shows you how to deliver both healthy profit margins and robust revenue growth while kicking the dreaded discounting habit. The authors destroy the conventional wisdom that you have to trade margins for revenues and show you how to fully exploit the value your company offers customers. This is a proven plan for increasing sales without sacrificing profits.

    Students uncover how real-world managers design, implement, and use planning and control systems to implement business strategies. The 12th edition builds on the strengths of prior editions by offering a rich diversity of cases balanced with current content and research.

    For more than three decades, Zig Ziglar, one of the great motivators of our age, has traveled the world, encouraging, uplifting, and inspiring audiences. His groundbreaking best-seller, See You at the Top, remains an authentic American classic. This revised and updated edition stresses the importance of honesty, loyalty, faith, integrity, and strong personal character.

    Focusing on the business implications of Internet of Things (IoT), this book describes the sheer impact, spread, and opportunities arising every day, and how business leaders can implement IoT today to realize tangible business advantages. The discussion delves into IoT from a business, strategy and organizational standpoint, and includes use-cases that illustrate the ripple effect that this latest disruption brings; you'll learn how to fashion a viable IoT plan that works with your organization's strategy and direction, and how to implement that strategy successfully by integrating IoT into your organization tomorrow. For business managers, the biggest question surrounding the Internet of Things is what to do with it. This book examines the way IoT is being used today—and will be used in the future—to help you craft a robust plan for your organization. Grasp the depth and breadth of the Internet of Things Create a secure IoT recipe that aligns with your company's strategy Capitalize on advances while avoiding disruption from others Leverage the technical, organizational, and social impact of IoT In the past five years, the Internet of Things has become the new frontier of technology that has everyone talking. It seems that almost every week a major vendor announces a new IoT strategy or division; is your company missing the boat? Learn where IoT fits into your organization, and how to turn disruption into profit with the expert guidance in Building the Internet of Things.

    The renewal of interest in India is all the greater because of what’s happening in neighboring China. For over thirty years, China was the growth engine for many Western multinational companies, but the combination of a slowing economy, rising wages, and increasing political risk has most companies looking for the next China. No other country is better positioned to play that role than India. In the short term, though, India will remain a challenging market, with a well-deserved reputation for corruption, uncertainty, and stultifying bureaucracy. Those hurdles are unlikely to go away soon. Yet India may be on the verge of unprecedented growth. Can you afford to wait or should you plunge into this complex market today? What does it really take to win there? How do executives deal with India’s volatility, uncertainty, and intense competition—and even prosper from it? Ravi Venkatesan, the former Chairman of Microsoft India and Cummins India, offers expert advice on how your company can overcome the unique challenges of the Indian market. He argues that India is in fact an archetype for most developing nations, many of which present similar challenges. Succeeding in India is important not just because it is a big market but also because it is a litmus test for your corporation’s ability to succeed in other emerging markets. If you can win in India, you should be able to win anywhere. Hard as these frontier markets are, Venkatesan argues, the bigger hurdle may well be the internal culture and mind-set at a multinational’s headquarters. The unwillingness to make a long-term commitment or to adequately trust local leadership, combined with the propensity to rigidly replicate the products, business models, and operating systems that have worked at home, drives many companies into a “midway trap.” That often results in India remaining an irrelevantly small contributor to the company’s global growth and profits. Combining personal experience and in-depth interviews with CEOs and senior leaders at dozens of companies—including Microsoft, GE, JCB, Dell, Honeywell, Volvo, Bosch, Deere, Unilever, and Nestlé—Venkatesan shows you how to tackle political changes, policy uncertainty, and corruption and thrive in India. He proves that you can break through, but it takes a very different type of leadership, both locally and at corporate headquarters. If you want to succeed in the twenty-first century, you must succeed in emerging markets. This practical book, written by one of India’s most respected CEOs, gives you the keys to win in India, other emerging markets, and, indeed, globally.

    The reason is simple: no matter what you think you're saying, your words, gestures, and tone of voice can actually communicate something entirely different.Too often, negative micromessages undermine morale, business opportunities, and ultimately your organization. Micromessaging examines the nuanced behaviors that we all blindly use and react to in our dealings with others. Yet as Young points out, these micromessages can reveal a lot about our own-and our superiors'-biases and preconceived notions. Learning how to constructively address these behaviors can bring about positive change.Young offers a common language for encouraging open discussion in the workplace, along with skills to identify and address familiar micromessages; tools for deploying microadvantages; and real-life workplace scenarios, self-assessments, and solutions that help readers interpret and alter ingrained behaviors and their effects. He delivers valuable information onCruicial leadership skills and how to acquire themUniversal workplace cultural issuesHow expectations affect the performance of othersWays to speak fairly, not falselyTechniques that eliminate group thinkHow to reset the filters you use to screen othersBased on research from MIT, Young's approach has already helped numerous Fortune 500 clients, including Merck, Intel, Lockheed Martin, Starbucks, IBM, Boeing, Wells Fargo, Bank of America, Cisco, and Raytheon to increase leadership effectiveness. With its proven wisdom, you can experience what so many business executives worldwide have discovered and make it a powerful part of your leadership skill set.

    Do they start with cost reduction? Or should they go for process improvements first? The authors--who have helped hundreds of companies and individuals change and improve--say spend time and money adjusting the systems in which people operate, rather than targeting people and their performance directly. The authors show that it's in fact possible to change everything at once--with a focus on making such transformations permanent and repeatable.Brand-new Introduction written for the paperback edition Filled with illustrative examples from Northrup Grumman, BHP-Billiton, Reebok, Harvard Business School, and many others Two experts in the field show how to make major transformations happen The book outlines a process for engaging all employees to buy-in to an improved vision of an organization's new and improved future.

    Feedback, compensation, coaching, promotion, and legal documentation are all covered, as well as a variety of new alternatives that produce better results for both managers and employees.

    As newly appointed captain of the USS Santa Fe, a nuclear-powered submarine, he was responsible for more than a hundred sailors, deep in the sea. In this high-stress environment, where there is no margin for error, it was crucial his men did their job and did it well.But the ship was dogged by poor morale, poor performance, and the worst retention in the fleet. Marquet acted like any other captain until, one day, he unknowingly gave an impossible order, and his crew tried to follow it anyway. When he asked why the order wasn't challenged, the answer was "Because you told me to." Marquet realized he was leading in a culture of followers, and they were all in danger unless they fundamentally changed the way they did things. That's when Marquet took matters into his own hands and pushed for leadership at every level. Turn the Ship Around! is the true story of how the Santa Fe skyrocketed from worst to first in the fleet by challenging the U.S. Navy's traditional leader-follower approach. Struggling against his own instincts to take control, he instead achieved the vastly more powerful model of giving control. Before long, each member of Marquet's crew became a leader and assumed responsibility for everything he did, from clerical tasks to crucial combat decisions. The crew became fully engaged, contributing their full intellectual capacity every day, and the Santa Fe started winning awards and promoting a highly disproportionate number of officers to submarine command.No matter your business or position, you can apply Marquet's radical guidelines to turn your own ship around. The payoff: a workplace where everyone around you is taking responsibility for their actions, where people are healthier and happier, where everyone is a leader.

    Finding productive ways to work across the generation gap is essential, and the organizations that do this well will have significant strategic advantages over those that don’t.What’s in it For We?: Closing the Gap Between Millennials and Management addresses a very real concern of large and small businesses nationwide: how to motivate, collaborate with, and manage the millennial generation, who now make up almost 50% of the American workforce. The key is to change Boomer attitudes from disbelief and derision to acceptance and respect without giving up work standards. Using real world examples, author Lee Caraher gives leaders data-driven steps to take to co-create a productive workplace for today and tomorrow.

    There is no A-to-Z path, and there are no magic beans that will carry you upward overnight. Have you ever wondered how to start, scale up, build teams, and flourish in an uncontested market? I can tell you. I did it. In 1992, I landed in Estonia with $400 in my pocket. There, I discovered a truth that changed my life and the way I conducted business: You can make a lot of money as an entrepreneur by moving decisively in blue-sky markets - markets where you face very little competition and the tide can carry you to riches.Over the next decade and a half, I built a portfolio of businesses worth $200 million. Now, I want to share the paths that led me to success, passing on my knowledge to you. In Why Sell Tacos in Africa? I explain sixteen principles that allowed me to drive such tremendous growth. May you, too, find a blue-market and watch your business soar.

    Brought up to compete rigorously in all areas of his life, he dropped out of Harvard in 1975 to follow his dream of starting his own firm. He formed "Micro-Soft" and set about coding his way to the top. But creating software language was just the beginning of a journey that would eventually see Gates become the wealthiest man in the world. He not only knew how to develop a product, but was great at selling it too, becoming a figurehead of the staid but booming corporate America. In recent years, Gates turned away from the computer screen to combat injustices in the world, channeling huge amounts of his personal fortune into the Bill and Melinda Gates Foundation, a body whose operations are changing the way the charity sector goes about its business. How to Think Like Bill Gates reveals the key motivations, decisions, and philosophies that made Gates a name synonymous with success. Studying how he honed his business acumen, faced down all competitors, overcame adversity, and stood strong in the face of overwhelming odds, with quotes and passages by and about him, you too can learn to think like Bill Gates.