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Where Are You on Your Journey?: Becoming the Great Boss You Want to Be
Hill, Linda A.; Lineback, KentBook Chapter HBS-7308BC-EStrategyAre you a good boss, striving to become a great one? According to authors Linda Hill and Kent Lineback, becoming a great boss is a journey of years-not weeks or months-that requires you to master three imperatives: manage yourself, manage your network, anStarting at €8.20
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Understand the Reality of Your Organization: You Need Influence to Make Your Team Effective-Why Engaging the Larger Organization Is Imperative to Becoming a Great Boss
Hill, Linda A.; Lineback, KentBook Chapter HBS-7316BC-EStrategyHow savvy are you about organizations? If you're naturally inclined to seek out partners and create coalitions, you're lucky, because the failure to work effectively in organizations can derail your journey to becoming a great boss. In this chapter, authoStarting at €8.20
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Define the Future: Manage for a World of Change-Why Leading Toward the Future Is Imperative to Becoming a Great Boss
Hill, Linda A.; Lineback, KentBook Chapter HBS-7322BC-EStrategyDo you and the people you lead know where you're going? Have you defined a clear purpose and the goals you must achieve along the way? Do you keep your purpose and goals constantly in mind as you carry out your everyday work? Leading toward the future isStarting at €8.20
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Through Your Daily Work: Bring the 3 Imperatives into Your Everyday Activities-How a Great Boss Achieves the 3 Imperatives Every Day
Hill, Linda A.; Lineback, KentBook Chapter HBS-7328BC-EStrategyHow do you spend your time as a manager? Do you carefully plan what you'll do and do what you planned? Or do you find that much of your time is taken up with unplanned events that send you spiraling off in unexpected directions? The reality of managementStarting at €8.20
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Completing Your Journey: Learn from Your Experiences and Relationships-Assessing Your Progress Toward Becoming a Great Boss
Hill, Linda A.; Lineback, KentBook Chapter HBS-7329BC-EStrategyWhere are you on your journey to becoming a great boss? How much further must you go in order to master the 3 Imperatives-manage yourself, manage your network, and manage your team? In this chapter, authors Linda Hill and Kent Lineback explain that becomiStarting at €8.20
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I'm Your Friend!: Beware the Pitfalls When You Create Relationships That Are Too Personal-Why Being Both Boss and Friend Won't Work
Hill, Linda A.; Lineback, KentBook Chapter HBS-7309BC-EStrategyDo you consider your direct reports your friends? For many managers, the instinct to build close personal relationships in their interactions at work is a powerful one-they have an intense need to be liked. But if you confuse being liked with being trusteStarting at €8.20
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Your 3 Imperatives as a Manager: Making Sense of Your Journey-Mastering the Challenges of Being a Great Boss
Hill, Linda A.; Lineback, KentBook Chapter HBS-7311BC-EStrategyBeing the boss is hard. You're caught in a web of conflicting expectations from your subordinates, your own boss, your peers, and your customers. You must get the best from your people, meet the ever-rising needs of your organization, satisfy your customeStarting at €8.20
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Your Team Members Are Individuals Too: Manage Both Teams and People-Why People Skills Are Critical to Becoming a Great Boss
Hill, Linda A.; Lineback, KentBook Chapter HBS-7327BC-EStrategyWhen you're the boss, you must manage your people as a team without losing sight of this simple reality: team members are people who want to be seen and cared about as individuals. That's human nature-and the paradox of teams. In this chapter, authors LinStarting at €8.20
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Aldi: The Dark Horse Discounter
Van Den Steen, Eric; Lane, DavidCase HBS-714474-EStrategyIn 2013, Aldi-the world's 8th largest retailer-planned to accelerate its US expansion. Aldi was a German-based hard discounter that sold a limited assortment of private-label groceries and household items in barebones stores. Despite its presence with 1200 stores in 32 states, Aldi was still relatively unknown in the US. But it was often cited as one of the reasons for Walmart's exit from Germany. Could it compete with Walmart in the US, Walmart'...Starting at €8.20
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Social Business at Novartis: Arogya Parivar
Porter, Michael E.; Kramer, Mark R.; Lane, DavidCase HBS-715411-EStrategyLate in 2013, Novartis CEO Joseph Jimenez was considering how and whether to deepen the company's investment in Arogya Parivar, its profitable program that sold Novartis medicines in rural India, while expanding access to medicine and health information to millions of Indian villagers.Starting at €8.20