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Being the Boss, with a New Preface: The 3 Imperatives for Becoming a Great Leader, 11. Manage Through Your Daily Work
Hill, Linda A.; Lineback, KentCapítulo de Libro HBS-1103BC-EAre you the boss you need to be? You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from your subordinates, from those above you, and from your peers and customers. You're not alone. As Harvard Business SDesde 8,20 €
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Capitalizing on Capabilities (Spanish version)
Ulrich, Dave; Smallwood, NormArtículo HBS-R0406JLiderazgo y Dirección de personastalent, speed, shared mind-set and coherent brand identity, accountability, collaboration, learning, leadership, customer connectivity, strategic unity, innovation, and efficiency. Such companies typically excel in only three of these capabilities while maintaining industry parity in the other areas. Organizations that fall below the norm in any of the 11 are likely candidates for dysfunction and competitive disadvantage. To determine how your c...Desde 8,20 €
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El caso HBR: El modelo exacto del alto ejecutivo moderno
Morrison, Mike; Mark, Reuben; Ray, Rebecca; Manderlink, George; Ulrich, DaveArtículo HBS-R0701BLiderazgo y Dirección de personasUna crisis de liderazgo ha entrado en erupción en Barker Foods. Doug Lothian, el director nacional de ventas de la división de chocolates y confites, fue simplemente despedido por tomar algunas decisiones malas de marketing, adopción de conductas cuestionables de venta, y, en última instancia, la pérdida de la confianza de sus clientes y su personal. Como resultado, hay un cisma en ventas. Los altos directivos se preguntan si un modelo de compete...Desde 8,20 €
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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, DaveArtículo HBS-R0701B-ELiderazgo y Dirección de personasA 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...Desde 8,20 €
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Collective Genius
Hill, Linda A.; Brandeau, Greg; Truelove, Emily; Lineback, KentArtículo HBS-R1406G-EHow can leaders build an organization that is capable of innovating continually over time? By creating a community that is both willing and able to innovate. To be willing, the community must share a sense of purpose, values, and rules of engagement. When Luca de Meo was Volkswagen's head of marketing communication, he fostered a sense of purpose in his team by asking its members to reflect on what being part of VW meant to them; strengthened the...Desde 8,20 €
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Building a Leadership Brand
Ulrich, Dave; Smallwood, NormArtículo HBS-R0707G-ELiderazgo y Dirección de personasThis 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. How do some firms produce a pipeline of consistently excellent managers? Instead of concentrating merely on strengthening the skills of individuals, these companies focus on building a broad organizational leadership capability. It's what Ulrich and Smallwood--co-f...Desde 8,20 €
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Rule 1: Shape the Future--A Cardinal Rule of Effective Leadership
Ulrich, Dave; Smallwood, Norm; Sweetman, KateCapítulo de Libro HBS-3924BC-EStrategy is being clear about where you want to go. The language may differ--mission, vision, goals, strategies, objectives, and outcomes--but any leader's intention is to create a future that is even more attractive than the present by occupying a strategic position that no one else can touch. Shaping the future--one of the cardinal rules of leadership--requires you to master the four strategy principles that are outlined in this chapter. This c...Desde 8,20 €
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Rule 4: Build the Next Generation--A Cardinal Rule of Effective Leadership
Ulrich, Dave; Smallwood, Norm; Sweetman, KateCapítulo de Libro 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."Desde 8,20 €
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Rule 2: Make Things Happen--A Cardinal Rule of Effective Leadership
Ulrich, Dave; Smallwood, Norm; Sweetman, KateCapítulo de Libro 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...Desde 8,20 €
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Rule 5: Invest Yourself--A Cardinal Rule of Effective Leadership
Ulrich, Dave; Smallwood, Norm; Sweetman, KateCapítulo de Libro HBS-3928BC-EPersonal proficiency is the ultimate rule of leadership, and it starts with knowing yourself. If you are not grounded through your values and beliefs, credible through your judgment, emotionally mature through your ability to analyze yourself and connect with others, and willing to learn and grow as a leader, you will not be prepared to fill your role completely. In this chapter, the authors make recommendations for gaining insight into yourself ...Desde 8,20 €