Edwin Friedman’s powerful book is for parents and presidents and every kind of leader in between. “Well-differentiated leaders” can overcome the obstacles facing them today by embracing new and thought-provoking ways to lead with courage.
Jim Collins’ question, “Why do some companies thrive in uncertainty, even chaos, and others do not?” led to extensive research and a collection of ideas and stories that reframe how you think about leadership, profitability and change.
How are great ideas born? Roger Martin’s work with executives across the globe informed his theory of integrative thinking. This book provides three different models you can use to unravel “wicked” problems.
Michael E. Porter’s work has transformed the theory, practice, and teaching of business strategy throughout the world. Porter’s analysis captures the complexity of industry competition in five underlying forces.
How we behave has more impact than the best strategy or the most innovative idea. Dov Seidman’s book provides a fresh look at ethics, motivation, and how to best implement the two concepts into your organization.
To see what possibilities are open to you often requires a shift in mindset. This book is packed with ideas on how to reframe issues so that you can expand your options and find breakthrough solutions.
You know those colleagues who seem so well-informed about world trends and how they can impact business? They’re reading The Economist and similar magazines. This weekly periodical is well-written, insightful, and has a refreshing global rather than simply US-centric perspective. Check www.economist.com for subscriptions.
A roadmap for accelerating your effectiveness in the first months of a new role. While other books may explore particular strategies in more depth, Watkins provides an excellent overview of all the key tasks confronting a new leader.
The now classic study of what distinguishes truly great companies from their peers. Relying on extensive research, Collins authoritatively makes the case for common sense and enduring principles rather than following the latest business fad. One of its many helpful findings: “First, get the right people on the bus.”
An informative guide to the ways in which both our internal language and our social language can either limit or broaden our possibilities. A change in language can lead to a change in results, a significant point for those looking to become even more effective in the workplace. An HBR article on the topic can be found here.