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Leading Quietly
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Kurzbeschreibung
Most of us think of leaders as courageous risk takers, orchestrators of major events - in a word, heroes. Yet while such figures are inspiring and admirable, Harvard Business School Professor Joseph Badaracco argues that their larger-than-life accomplishments are simply not what makes the world work. What does, he says, is the sum of millions of small yet consequential decisions that men and women working far from the limelight make every day: how a line worker for a pharmaceutical company responds when he discovers a defect in a product's safety seal; how a manager deals with a valued employee suspected of stealing; how a trader handles a transaction error that will cost a client money.Badaracco calls them "quiet leaders" - people who choose responsible, behind - the-scenes action over public heroism to resolve tough leadership challenges. These individuals don't fit the stereotype of the bold and gutsy leader, and they don't want to. What they want is to do the "right thing" for their organizations, their coworkers, and themselves-but inconspicuously and without casualties. They do so by being baldly realistic about the complexities of their own motives and those of the dilemmas they face. In today's fast and fluid business world, nothing is as it seems. And they know it.Drawing from a four-year study of quiet leadership, Badaracco presents eight practical and counterintuitive guidelines for confronting situations in which right and wrong seem like moving targets. Grounding each strategy in an engaging story, he shows how these "non-heroes" succeed by managing their political capital, buying themselves time, bending the rules, and more. From leaders in the executive suite to aspiring leaders in the office cubicle, "Leading Quietly" compellingly shows how patient, everyday efforts can add up to a better company and even a better world. Joseph L. Badaracco Jr. is a Professor at Harvard Business School, the Chair of the M.B.A. Elective Curriculum, and the author of "Defining Moments: When Managers Must Choose between Right and Right (ISBN 0875848036, HBS Press, 1997).
Synopsis
Most of us think of leaders as courageous risk takers, orchestrators of major events - in a word, heroes. Yet while such figures are inspiring and admirable, Harvard Business School Professor Joseph Badaracco argues that their larger-than-life accomplishments are simply not what makes the world work. What does, he says, is the sum of millions of small yet consequential decisions that men and women working far from the limelight make every day: how a line worker for a pharmaceutical company responds when he discovers a defect in a product's safety seal; how a manager deals with a valued employee suspected of stealing; how a trader handles a transaction error that will cost a client money.Badaracco calls them "quiet leaders" - people who choose responsible, behind - the-scenes action over public heroism to resolve tough leadership challenges. These individuals don't fit the stereotype of the bold and gutsy leader, and they don't want to. What they want is to do the "right thing" for their organizations, their coworkers, and themselves-but inconspicuously and without casualties.They do so by being baldly realistic about the complexities of their own motives and those of the dilemmas they face. In today's fast and fluid business world, nothing is as it seems. And they know it.Drawing from a four-year study of quiet leadership, Badaracco presents eight practical and counterintuitive guidelines for confronting situations in which right and wrong seem like moving targets. Grounding each strategy in an engaging story, he shows how these "non-heroes" succeed by managing their political capital, buying themselves time, bending the rules, and more. From leaders in the executive suite to aspiring leaders in the office cubicle, "Leading Quietly" compellingly shows how patient, everyday efforts can add up to a better company and even a better world. Joseph L. Badaracco Jr. is a Professor at Harvard Business School, the Chair of the M.B.A. Elective Curriculum, and the author of "Defining Moments: When Managers Must Choose between Right and Right (ISBN 0875848036, HBS Press, 1997).
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Einleitungssatz
QUIET LEADERS ARE REALISTS. Lesen Sie die erste Seite
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
QUIET LEADERS ARE REALISTS. Lesen Sie die erste Seite
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Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
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64 von 68 Kunden fanden die folgende Rezension hilfreich
Too Often Unsung Quiet Leadership
1. April 2002
Format:Gebundene Ausgabe
In Leading Quietly, Joseph L. Badaracco observes that society tends to think about leadership primarily in terms of heroic figures. His readers have been taught from their childhood to show respect for the efforts and sacrifices of great men and women. Often, his readers are not properly informed about the fact that most sung heroes like Winston Churchill or Mother Teresa worked, quietly and patiently, for years or decades, before their key contribution to society was widely acknowledged.
To his credit, Badaracco celebrates modest, unassuming men and women with their mixed and complicated motives. Like most of his audience, those men and women will probably never be in the limelight but make the world a better place through countless, small, often unseen efforts. Badaracco convincingly demonstrates that it is given to almost all his audience to learn and practice the simple virtues of quiet leadership, e.g.: Restraint, modesty, and tenacity.
Contrary to some wisdom, quiet leaders
1) Buy time.
2) Drill down into the political and technical elements of the problems they face.
3) Invest their political capital wisely.
4) Nudge, test, and escalate gradually.
5) Find ways, when necessary, to bend the rules.
6) View compromise as a high form of leadership and creativity.
In his recently published Good To Great, Jim Collins interestingly comes to the conclusion that the CEOs of great companies turning around good companies successfully are usually humble, modest, and tenacious. Is quiet leadership from top to bottom within any organization the future?
In a second edition of Leading Quietly, Badaracco could perhaps use both success stories and failures to illustrate each guideline for practicing quiet leadership. Often, failures are more valuable learning experiences than successes. Furthermore, Badaracco could perhaps further elaborate on white-collar criminality that can have an impact on quiet leaders as well. Quiet leaders at companies like Enron and Andersen could have been pressurized to violate the law and could eventually not simply walk away from their organizations because of their sense of duty and/or their responsibilities towards their family, especially in a downturn economy.
66 von 72 Kunden fanden die folgende Rezension hilfreich
Provocative and clearly argued
29. Januar 2002
Format:Gebundene Ausgabe
Professor Badaracco acknowledges here what conventional wisdom on business ethics might suggest before he presents a well-argued case for why the stock responses that call for black and white behavior are not always the most effective options for individual choices. Badaracco's take that the quiet leader doesn't knee-jerkingly draw a line in the sand and say, "this is right; this is wrong; I will not cross this line" might strike some readers as coping out or compromising at the expense of doing the absolute right thing. But careful readers will discover that Badaracco's notion isn't to cave when right action is called for, but rather to look more broadly at the issues and make more informed decisions. Main strengths: 1) provocative, well-articulated argument; 2) clarity of writing; and 3) clear case studies to support argument of the book.
27 von 29 Kunden fanden die folgende Rezension hilfreich
Thankyou To Amazon.com
17. Dezember 2002
Format:Gebundene Ausgabe
"Leading Quietly" is the result of a professional five year study on leadership by Joseph Badaracco. It is NOT your run-of-the-mill "how-to" book on the subject, designed primarily to make money. That sets it apart from all the other books out there. As a Harvard professor, the author uses the same type of case study methodology as is used in the MBA and Law School programs. I found that "Leading Quietly", standing alone, was enjoyable and useful enough to recommend to everyone interested in character and leadership. But, following suggestions I read on Amazon.com, I went on to read Norman Thomas Remick's "West Point: Character Leadership Education....Thomas Jefferson", and found the combination of the two books to be a dynamite education on character and leadership. I can only say thankyou to Amazon.com for leading this horse to water. I strongly recommend that you do the same ----- if you really want to be a good leader.
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