John P. Kotter Libri

"As part of an executive team, you wear many hats. Not only are you responsible for working with other senior leaders to establish strategic goals for the organization and ensure their execution, but you're making tough decisions, shaping organizational culture, and communicating regularly with employees. If you read nothing else on working effectively as a member of an executive team, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you understand what's required of you as a senior leader so you can set your team and organization up for success. This book will inspire you to: Build the qualities you need as a senior leader in your company; assemble a group that will think boldly and work harmoniously; feel confident while making strategic decisions as a team; avoid common traps when managing risk; help newly hired executives adapt quickly to the organization; and grow talent throughout the company, especially in underrepresented groups"-- Provided by publisher

Offers real-life sucess and failure stories and introduces the "see-feel-change" dynamic for changing feelings, rather than just the thought process.

Describes the key qualities managers must have to make their companies stronger in a changing market, and discusses the most common mistakes managers make in trying to change their companies

Outlines an eight-step program by which companies can implement effective large-scale change, noting the importance of shifting employee thinking patterns and citing the stories of more than 100 organizations.

John P. Kotter provides compelling insights into the essence of leadership today, distinguishing it from management while emphasizing the necessity of both for business success, particularly in complex and evolving environments. Critics often lament the absence of charismatic leaders, yet they fail to clarify what true leadership and management entail. Kotter argues that leadership is not about a god-like figure transforming others, but rather a process of creating change through numerous "little acts of leadership" performed by insightful individuals. Drawing on his extensive study of 15 successful general managers, he illustrates how senior and middle managers collaborated effectively with their teams to implement hundreds of practical ideas and procedures. This approach led to remarkable achievements, such as transforming NCR into a leader in automated teller machines amid fierce competition from IBM, and driving significant growth at American Express and SAS despite their mature markets. Kotter also highlights successful leadership at companies like P&G, Kodak, PepsiCo, ARCO, and ConAgra. He concludes that many organizations today suffer from being overmanaged and underled, not due to a lack of charisma among managers, but because few executives grasp the true nature and potential of leadership. Without this understanding, even the most capable individuals struggle to lead effectively and foster a culture of leadership.

Draws from research at such firms as Hewlett-Packard, Xerox, ICI, and Nissan to show how the culture--shared beliefs, attitudes, and practices--of a company can influence its performance for better or worse.

Before they can effectively manage others, managers have to be adept at managing themselves. That requires truly understanding their own passions, motivations, strengths, and weaknesses. This guide offers sage advice from business greats, including Peter F. Drucker and John P. Kotter, on how managers can improve personal performance and productivity and, in the process, become better managers of those they lead.

In this book the reader will learn how to become more effective leaders as they explore pressing issues such as power, influence, dependence and strategies for change.