What's Holding You Back? : 10 Bold Steps That Define Gutsy Leaders

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  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2011-02-15
  • Publisher: Jossey-Bass
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Quit hiding from tough decisions and learn to confront them head-onWhy do managers at all levels sacrifice corporate success by shying away from making the tough decisions? What's Holding You Back? reveals exactly why managers often hesitate to confront difficult issues-whether it's the absence of a perfect solution, the knowledge that no decision will please everyone, etc.-and, most importantly, how they can overcome these common managerial obstacles to maximize their company's success. What's Holding You Back? elucidates the ten core principles of confident leadership, outlining proven tactics by which managers can confront their inner wimp and highlight their inner courage. Features dynamic real-world examples from Apple, Microsoft, Porsche, IBM, Merck, Canon, Sony, Whirlpool, IDEO, Tesco, P&G, Target, 3M, and more Pinpoints the corporate failures that can result from hesitant or self-conscious organizations, and what managers can do to avoid them Clearly delineates how managers can cultivate and deliver accountable and decisive leadership, even during the toughest dilemmasWhat's Holding You Back? proves that practicing gutsy leadership is the key to operational and innovative excellence in the workplace

Author Biography

Robert J. Herbold is the managing director of the Herbold Group, LLC, a consulting business focused on profitability, strategic, and operational issues. He serves on the board of directors of Neptune Orient Shipping Lines and of Agilent Technologies. Formerly, Herbold was executive vice president and chief operating officer of Microsoft Corporation. He is the author of The Fiefdom Syndrome and Seduced by Success. He lives in Seattle and Phoenix.

Table of Contents

Introductionp. 1
The Big Issue: Managers Lacking Courage to Make Tough Decisionsp. 5
Principle I: Devise a Demanding Game Plan to Confront Realityp. 19
Principle II: Staff for Successp. 37
Principle III: Clean Up the Sloppinessp. 59
Principle IV: Institutionalize Tight-Fisted Cost Controlp. 79
Principle V: Insist on Functional Excellencep. 95
Principle VI: Create a Culture of Innovationp. 113
Principle VII: Demand Accountability and Decisiveness; Avoid Consensusp. 127
Principle VIII: Exploit Inflection Pointsp. 141
Principle IX: Value Ideas from Anywherep. 153
Principle X: Shake Up the Organizationp. 169
Conclusionp. 185
Notesp. 189
Acknowledgmentsp. 203
About the Authorp. 205
Indexp. 207
Table of Contents provided by Ingram. All Rights Reserved.

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