Kevin Ryan
Kevin Ryan
Ryan believes that a CEO should spend more time on recruiting and managing people than on any other activity, and that the head of HR is one of the most important people in the company. He insists on his freedom to bypass managers and speak...
Keith Ferrazzi
Keith Ferrazzi
Nitin Nohria
Nitin Nohria
Amy Shelton
Amy Shelton
Bob Frisch
Bob Frisch
In many companies, the top management team is officially responsible for helping the CEO make a company's big decisions. But another, unofficial group usually does that job de facto. That's the way it should be, argues Frisch, of the Strate...
Douglas A Ready,Emily Truelove
Douglas A Ready
In the past few years, some companies have not just weathered the economic storm: They've emerged stronger than ever. How did such players as Four Seasons, Sephora, and Standard Chartered Bank defy conventional logic? Instead of pursuing a ...
James W Pennebaker
James W Pennebaker
Making yourself indispensable [0.03%]
让自己不可替代
John H Zenger,Joseph R Folkman,Scott K Edinger
John H Zenger
Peter Drucker and other leadership thinkers have long argued that leaders should focus on strengthening their strengths. How should they do that? Improving on a weakness is pretty easy and straight forward: You can make measurable progress ...
Henry Mintzberg
Henry Mintzberg
Fire, snowball, mask, movie: how leaders spark and sustain change [0.03%]
星星之火、雪球效应、面具与电影：领导者如何激发并维持变革
Peter Fuda,Richard Badham
Peter Fuda
What does it take for an average manager to become a highly effective leader? There are countless books, models, and formulas for success. But the truth is that leadership transformation is deeply dependent on circumstances. The key for tho...