Making Yourself Indispensable

by John H. Zenger, Joseph Folkman, and Scott K. Edinger

Peter Drucker and other leadership thinkers have long argued that leaders should
focus on strengthening their strengths. How should they do that? The authors, all
from the leadership-development consultancy Zenger Folkman, present a step-by-
step process by which developing leaders can identify their strengths (through either
a formal or an informal 360-degree evaluation), select appropriate complementary
skills, and develop those skills to dramatically improve their strengthsmaking
themselves uniquely valuable to their companies.

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Management Time: Who's Got the Monkey?

by William Oncken Jr., Donald L. Wass, and Stephen R. Covey

Many managers feel overwhelmed. They have too many problemstoo many
monkeyson their backs. All too often, they say, they find themselves running out of
time while their subordinates are running out of work. This article describes how a
manager can delegate effectively to keep most monkeys on the subordinate's back.

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What Makes a Leader? (HBR Classic)

by Daniel Goleman

In his research at nearly 200 large, global companies, Daniel Goleman found that
truly effective leaders are distinguished by a high degree of emotional intelligence.
Without it, a person can have first-class training, an incisive mind, and an endless
supply of good ideas, but he or she still won't be a great leader.

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Leading Change: Why Transformation Efforts Fail (HBR
Classic)

by John P. Kotter

Most major change initiativeswhether intended to boost quality, improve culture, or
reverse a corporate death spiralgenerate only lukewarm results. Many fail
miserably. Why? Kotter maintains that too many managers don't realize
transformation is a process, not an event.

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What Is Strategy?

by Michael E. Porter

Michael Porter argues that operational effectiveness, although necessary to superior
performance, is not sufficient, because its techniques are easy to imitate. In contrast,
the essence of strategy is choosing a unique and valuable position rooted in
systems of activities that are much more difficult to match.




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What Leaders Really Do (HBR Classic)

by John P. Kotter

The most pernicious half-truth about leadership is that it's just a matter of charisma
and visionyou either have it or you don't. The fact of the matter is that leadership
skills are not innate. They can be acquired, and honed. But first you have to
appreciate how they differ from management skills.

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Leadership That Gets Results

by Daniel Goleman

A leader's singular job is to get results. But even with all the leadership training
programs and "expert" advice available, effective leadership still eludes many people
and organizations.

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Discovering Your Authentic Leadership

by William W. George, Peter Sims, Andrew N. McLean, David Mayer,
and Diana Mayer

Anyone can learn to be an authentic leader. The journey begins with leaders
understanding their life stories. Authentic leaders frame their stories in ways that
allow them to see themselves not as passive observers but as individuals who learn
from their experiences.

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Creating Shared Value

by Michael E. Porter and Mark R. Kramer

The capitalist system is under siege. Recently business has been criticized as a
major cause of social, environmental, and economic problems. Companies are
widely thought to be prospering at the expense of their communities. A big part of
the problem is firms' narrow approach to value creation. Focused on short-term
financials, companies overlook the broader influences on their long-term success. It
doesn't have to be this way.

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How Will You Measure Your Life?

by Clayton M. Christensen

HBS professor Christensen teaches aspiring MBAs how to apply management and
innovation theories to build stronger companies. But he also believes that these
models can help people lead better lives. In this article, he explains how, exploring
questions everyone needs to ask: How can I be happy in my career? How can I be
sure that my relationship with my family is an enduring source of happiness? And
how can I live my life with integrity?

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