Leadership Problems

Business gurus come and go. But not Peter Drucker, who remains a towering figure, widely regarded to be the father of modern management and the world’s most influential business thinker. Drucker’s uncanny ability to codify management practices and predict future trends has ensured his lasting impact. i>The Practical Drucker culls 40 of Drucker's most important how-to lessons, each interpreted for today’s business challenges and illustrated with fascinating stories and examples.

This book is framed around two questions: "What creates new futures?" and "How can you and your team or your family co-create the best possible future?" The author has had the privilege of teaching in countries all over the world and helping senior executive teams re-gear and reinvigorate some of the most admired companies in business today.

The traditional hierarchy of business leadership is being proven more and more each year to be unsustainable. In an economy where innovation is king, companies find it much more difficult to create competitive advantages when ideas, solutions, and strategies flow from the top down. In Break Through to Yes, Dave Savage offers 10 steps to heading a company in the right direction.

So how do you build a company that matters? Companies and people that matter have successfully become the obvious choices in the hearts and minds of their customers, their employees, and their communities. They elevate themselves by consistently finding ways to solve the most pressing needs their markets face. The result? They create more value year after year and build sustainable, differentiated organizations.

In Ninja Innovation, Gary Shapiro, the head of the Consumer Electronics Association, answers the universal question - What leads to success? - revealing how everyone can use the ninja way to create a killer strategy that will help them achieve their own goals. "Ninja Innovation" is his ultimate how-to for envisioning, executing, and maintaining a successful innovation-based strategy like those utilized in the technology world.

All companies face the same challenge - how to change to compete in a digital economy. Planting Light Bulbs highlights that the answer is not in technology, but in a change of thinking. Globally recognized digital expert Neil Gray illustrates how all organizations can reinvigorate and navigate their methodologies to succeed in the digital world.

In this innovative business how-to, leadership expert Marcia Daszko draws on her expertise to guide leaders at any level through a three-step process to radically improve their businesses: first, recognize and stop outmoded ways of thinking that fail to move the business forward (like focusing on the bottom line, conducting performance appraisals, and searching for best practices); second, start taking steps to introduce new, innovative ways of thinking and contrarian practices; and finally, transform your company into a more resilient, adaptive, and united organization.

Should your company pursue global expansion or mine local opportunities? Take risks to grow dramatically or protect your current stability? Seek to maximize sales or the bottom line? We're so often faced with apparent paradoxes: continuity and change, conservatism and progressiveness, predictability and chaos. In business, inherent tensions are mistakenly viewed as problems to be resolved once the "correct" answer is found. But when we consider only one direction - either A or B - we only see part of the picture.

Wasting time in pointless meetings is the one thing that never seems to change. Martin Murphy, however, has helped a who's who of corporate clients transform time-sapping meetings into breakthrough sessions that are measurably productive. His strategy is not simply to make meetings more palatable; instead he reframes the entire concept of collaboration and introduces four "Work Sessions" that replace meetings to get more done faster than ever before.

Arbeiten in agilen Teams und flachen Hierarchien ist toll und schafft Freiräume, die in klassischen Strukturen oft fehlen. Dass in agilen Strukturen zugleich große Herausforderungen lauern können, erfahren Mitarbeiter*innen und Führungskräfte spätestens dann, wenn Entscheidungen getroffen werden müssen. Wen beziehe ich ein, wen nicht? Welche Aspekte müssen berücksichtigt werden? Und nicht zuletzt: Darf, kann und sollte ich das überhaupt selbst entscheiden?

Contending with the 24/7 news cycle and an endless barrage of choices and information has stymied leadership and decision-making strategies. The broad-based reaction to this chaotic, unmanageable assault has been to retrench, and to focus on immediate, controllable decisions. In the process, we lose sight of the horizon. More dangerous still, is the shift we've seen from value creation to wealth creation, in a transaction-based society in which the "deal" is more important than the value it drives or the relationships it is based on.

With the divisiveness of public discourse and the complexities of modern business, it is more difficult than ever to be sure that you're making the right decision. Adair provides a clear pathway to improving your judgment, beginning with an exploration of the machinations behind decision-making, before demonstrating how you can develop a stronger understanding and control of your judgment. This is an essential companion for any business leaders interested in making the best decisions for them and their organisation.

Managing during a crisis is much easier if your organization has a foundation that supports, rather than diverts, time and resources from your response to the pandemic. Emerging successfully is much more likely if the foundation you have built speeds up your actions rather than slows them down. It all comes down to good common sense. If you go into a crisis in a strong position, you are much more likely to handle it well, be resilient, and emerge strong. If you go into a crisis weak or off balance, you will have a much bigger challenge and may be lucky to merely survive.

In March of 2020, most of the world—along with our politicians—panicked. When presented with an unfamiliar threat in the form of the novel coronavirus, life as we knew it shut down. Without having a plan, we responded in a panic, with no understanding of the true risk to our health or our economy. Our collective reaction to the virus points to one crucial factor: We as a society do not question what we are told—potentially to our own detriment. Author and iconoclast Tony Zorc outlines the insights of iconoclasm and how to not only survive but thrive in the post-pandemic economy.

Todos tienen que enfrentarse todos los días a dilemas importantes: ¿Dónde hay que poner las prioridades y por dónde hay que empezar? Ahora ya disponemos de un método seguro para responder: el Sprint. El diseñador Jake Knapp creó este proceso de cinco días en Google, donde los sprints se empleaban para todo tipo de proyectos, desde el Google Search hastaGoogle X. En Google Ventures empezó a trabajar con Braden Kowitz y John Zeratsky y los tres han conducido más de cien sprints con empresas del sector de la telefonía móvil, del comercio electrónico, la sanidad, las finanzas y otros.

You’re a high performer who wants a career on your own terms. Maybe you’re exploring the next best step. Maybe you feel stuck. Maybe you want more. No matter where you are right now, you need options. When you have options, you’re in control. You make decisions from a position of strength. You run to something, not from something. Options Are Power provides strategies for surrounding yourself with options. You’ll learn to lead with a me-suite mindset, cultivating the role you want work to play in your life.

Unklarheit ist ein großer Stressfaktor in unserem Leben Tagtäglich müssen wir in Windeseile Entscheidungen treffen, Projekte abschließen und verschiedenen Rollen gerecht werden - bis wir gar nicht mehr erkennen können, wohin wir eigentlich steuern. Und uns am Ende der Wahl einer neuen Kaffeemaschine mit übertriebener Leidenschaft widmen - anstatt einmal innezuhalten und das zu tun, was jetzt wirklich wichtig ist.

Dan Heath, explora cómo prevenir los problemas antes de que estos ocurran, basándose en los conocimientos de cientos de entrevistas mantenidas con “solucionadores”. Explora las fuerzas psicológicas que nos empujan a tener ese tipo de comportamiento, incluyendo la “ceguera ante los problemas”, que puede provocar que no seamos capaces de ver los graves conflictos que nos rodean. Explica cómo anticiparnos al origen del problema en lugar de reaccionar cuando este sucede, introduciéndonos en la mentalidad de aquellos que han conseguido superar ese tipo de comportamiento.

Independientemente de la industria o el puesto de trabajo, los gerentes citan los mismos problemas centrales, 27 desafíos recurrentes: la superestrella a la que el gerente tiene miedo de perder, el holgazán al que el gerente no puede encontrar la manera de motivar, el que tiene un problema de actitud, y los dos que no pueden llevarse bien, por nombrar sólo unos pocos.

In today's fast-changing, hyper-competitive market, developing your ability to creatively solve problems is mission critical. Creativity fuels growth, serves clients, and contributes to mission-based pursuits. Across every industry, organizations have an insatiable appetite to find creative problem-solvers, who can crack the code to unlock innovative outcomes and drive measurable results.