An organisation's fate hinges on its CEO--right? Not according to the authors of Senior Leadership Teams. They argue that in today's world of neck-snapping change, demands on leaders in top roles are rapidly outdistancing the capabilities of any one person - no matter how talented. Result? Chief executives are turning to their enterprise's senior leaders for help. Yet many CEOs stumble when creatinga leadership team. One major challenge is that senior executives often focus more on their individual roles than on the top team's shared work. Without the CEO's careful attention to setting...
An organisation's fate hinges on its CEO--right? Not according to the authors of Senior Leadership Teams. They argue that in today's world of n...
Renowned playwright George Bernard Shaw once said "The reasonable man adapts himself to the world, the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man." By this definition, some of today's entrepreneurs are decidedly unreasonable--and have even been dubbed crazy. Yet as John Elkington and Pamela Hartigan argue in The Power of Unreasonable People, our very future may hinge on their work. Through vivid stories, the authors identify the highly unconventional entrepreneurs who are solving some of the world's most...
Renowned playwright George Bernard Shaw once said "The reasonable man adapts himself to the world, the unreasonable one persists in trying to adapt th...
Two leading experts in managerial decision making show that many disasters in business are preceded by clear warning signals that leaders either miss or purposely ignore. Here they outline the six danger signals that suggest a predictable surprise may be imminent.
Two leading experts in managerial decision making show that many disasters in business are preceded by clear warning signals that leaders either miss ...
