What's Holding You Back?: 10 Bold Steps that Define Gutsy Leaders
February 2011, Jossey-Bass
—Harvey Schachter, The Globe and Mail Quit hiding from tough decisions and learn to confront them head-on
Why 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 dilemmas
What's Holding You Back? proves that practicing gutsy leadership is the key to operational and innovative excellence in the workplace
1 The Big Issue: Managers Lacking Courage to Make Tough Decisions.
2 Principle I: Devise a Demanding Game Plan to Confront Reality.
3 Principle II: Staff for Success.
4 Principle III: Clean Up the Sloppiness.
5 Principle IV: Institutionalize Tight-Fisted Cost Control.
6 Principle V: Insist on Functional Excellence.
7 Principle VI: Create a Culture of Innovation.
8 Principle VII: Demand Accountability and Decisiveness; Avoid Consensus.
9 Principle VIII: Exploit Inflection Points.
10 Principle IX: Value Ideas from Anywhere.
11 Principle X: Shake Up the Organization.
About the Author.
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.
What’s Holding You Back? That’s the question Bob Herbold, Microsoft’s former chief operating officer, wants answered. His latest focuses on ten principles anyone who wears a leadership badge should be putting into practice. From shaking up the organization to cleaning up sloppiness to staffing effectively, Herbold calls it “gutsy” leadership, and he tackles each of these with straightforward, no-nonsense writing.
“Effective leaders must be bold enough and brave enough to make tough choices, said Herbold. “Management that doesn’t confront problems and make the necessary tough decision to change typically ends up with a culture focused on pride in the past and the protection of old procedures.”
Each chapter in What’s Holding You Back? 10 Bold Steps That Define Gusty Leaders (February 15, 2011,Wiley/Jossey-Bass) features Herbold’s own experiences at top management positions in corporate America, first at Proctor & Gamble and then at Microsoft. He also includes illustrative, real-world examples from inside leading Fortune 500 companies- Microsoft, Porsche, IBM, Merck, Canon, Sony, Whirlpool, IDEO, Tesco, P&G, Target and 3M. Step-by-step Herbold reveals how managers can cultivate and deliver accountable and decisive leadership, even while grappling with the toughest dilemmas.
“Operational and innovative excellence can only come with gutsy leadership,” said Herbold. “It’s all about increasing the satisfaction and loyalty of your clientele.”
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