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HBSP (USA)
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Managing Oneself (Spanish version)
Drucker, Peter F.Article HBS-R0501KLeadership and People ManagementWhat are my strengths? How do I perform? What are my values? Where do I belong? What should my contribution be? Don't try to change yourself, Drucker cautions. Instead, concentrate on improving the skills you have and accepting assignments that are tailored to your individual way of working. If you do that, you can transform yourself from an ordinary worker into an outstanding performer. Today's successful careers are not planned out in advance....Starting at €8.20
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Change Through Persuasion (Spanish version)
Garvin, David A.; Roberto, Michael A.Article HBS-R0502FLeadership 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. Faced with the need for a massive change, most managers respond predictably. They revamp the organization's strategy, shift around staff, and root out inefficiencies. They then wait patiently for performance to improve--only to be bitterly disappointed because they...Starting at €8.20
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What Great Managers Do (Spanish version)
Buckingham, MarcusArticle HBS-R0503DLeadership and People Managementher strengths, the triggers that activate those strengths, and how she learns. By asking the right questions, squeezing the right triggers, and becoming aware of your employees' learning styles, you will discover what motivates each person to excel.Starting at €8.20
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Want Collaboration? Accept--and Actively Manage--Conflict (Spanish version)
Weiss, Jeff; Hughes, JonathanArticle HBS-R0503FLeadership and People ManagementDevise and implement a common method for resolving conflict; provide people with criteria for making trade-offs; use the escalation of conflict as an opportunity for coaching; establish and enforce a requirement of joint escalation; ensure that managers resolve escalated conflicts directly with their counterparts; and make the process for escalated conflict-resolution transparent. The first three strategies focus on the point of conflict; the se...Starting at €8.20
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Seven Transformations of Leadership (Spanish version)
Rooke, David; Torbert, William R.Article HBS-R0504DLeadership and People ManagementOpportunists, Diplomats, Experts, Achievers, Individualists, Strategists, and Alchemists--the first three associated with below-average performance, the latter four with medium to high performance. These leadership styles are not fixed, the authors say, and executives who are willing to work at developing themselves and becoming more self-aware can almost certainly move toward one of the more effective action logics. A Diplomat, for instance, ca...Starting at €8.20
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Your Company's Secret Change Agents (Spanish version)
Pascale, Richard Tanner; Sternin, JerryArticle HBS-R0505DLeadership and People ManagementMake the group the guru--the members of the community are engaged in the process of their own evolution. Reframe through facts, which entails restating the problem in a way that opens minds to new possibilities. Make it safe to learn, creating an environment that supports innovative ideas. Make the problem concrete; the community combats abstraction by stating uncomfortable truths. Leverage social proof; here the community looks to the larger so...Starting at €8.20
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Competent Jerks, Lovable Fools, and the Formation of Social Networks (Spanish version)
Casciaro, Tiziana; Lobo, Miguel SousaArticle HBS-R0506ELeadership and People Managementthe competent jerk, who knows a lot but is unpleasant; the lovable fool, who doesn't know much but is a delight; the lovable star, who's both smart and likeable; and the incompetent jerk, who...well, that's self-explanatory. Of course, everybody wants to work with the lovable star, and nobody wants to work with the incompetent jerk. More interesting is that people prefer the lovable fool over the competent jerk. That has big implications for eve...Starting at €8.20
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Entering the Fundamental State of Leadership (Spanish version)
Quinn, Robert E.Article HBS-R0507FLeadership and People ManagementAm I results centered? (Am I willing to leave my comfort zone to make things happen?) Am I internally directed? (Am I behaving according to my values rather than bending to social or political pressures?) Am I other focused? (Am I putting the collective good above my own needs?) Am I externally open? (Am I receptive to outside stimuli that may signal the need for change?) When we can answer these questions in the affirmative, we're prepared to l...Starting at €8.20
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Learning in the Thick of It (Spanish version)
Darling, Marilyn; Parry, Charles; Moore, JosephArticle HBS-R0507GLeadership and People ManagementLessons must benefit the team that extracts them; the AAR process must start at the beginning of the activity; lessons must link explicitly to future actions; and leaders must hold everyone, especially themselves, accountable for learning.Starting at €8.20
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Managing for Creativity (Spanish version)
Florida, Richard; Goodnight, JamesArticle HBS-R0507LLeadership and People ManagementSAS has learned how to harness the creative energies of all its stakeholders, including its customers, software developers, managers, and support staff. Its framework for managing creativity rests on three guiding principles. First, help employees do their best work by keeping them intellectually engaged and by removing distractions. Second, make managers responsible for sparking creativity and eliminate arbitrary distinctions between "suits" an...Starting at €8.20