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HBSP (USA)
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Leadership in a (Permanent) Crisis
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyArticle HBS-R0907F-ELeadership and People ManagementThe current economic crisis is not just another rough spell. Today's mix of urgency, high stakes, and uncertainty will continue even after the recession ends. The immediate crisis - which we will get through with policy makers' expert technical adjustments - sets the stage for a sustained, or even permanent, crisis, a relentless series of challenges no one has encountered before. Instead of hunkering down and relying on their familiar expertise 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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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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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
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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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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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Act Politically: Winning Allies and Managing Opponents of an Adaptive Challenge
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3281BC-ELeadership and People ManagementPeople who think politically understand the relationships and concerns among people in an organization. Ignore the human complexities when you try to lead adaptive change, and you greatly reduce your chances of succeeding. Acting politically means using your awareness of the limits of your own authority, and of stakeholders' interests, as well as power and influence networks in your organization, to forge alliances with people who will support yo...Starting at €8.20