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Informationen zum Autor 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. For more information, please visit www.bobherbold.com Klappentext WHY DO LEADERS SHY AWAY FROM TOUGH DECISIONS? THE MORE RESPONSIBILITY a manager has, the more likely it is he or she will face tough decisions. Often, these hard choices determine the difference between success and mediocrity; yet many managers, when faced with tough decisions, crumble. Whether making decisions for a small group, a department, a division, or the whole company, all managers have experienced situations where they know what they need to do, but also know that these steps will be unpopular. They worry there is no ideal option, a lack of data, guaranteed disappointment, or that there is no quick fix?they need a long-term perspective. And they worry that their choices might in fact be dead wrong. They will decide to delay, further analyze, massively compromise, ignore the whole thing, or employ any other tactic to avoid dealing with the situation. What's Holding You Back? offers leaders and managers (at all levels) the road map they need to confront difficult situations head-on. Robert J. Herbold clearly explains why managers fall victim to very human behaviors, such as avoiding conflict, striving for certainty, avoiding a career risk, a lack of self-confidence, a lack of a sense of urgency, or protecting their turf. Then through illustrative, real-world examples from Microsoft, Porsche, IBM, Merck, Canon, Sony, Whirlpool, IDEO, Tesco, P&G, Target, and 3M, Herbold details the larger consequences of this lack of courage. What's Holding You Back? spells out the ten core principles of confident leadership. The book also outlines the proven tactics and strategies that managers have used to confront their inner wimp and call upon their inner courage. 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. Zusammenfassung "Leadership is not for everyone. It requires bold, gutsy individuals. If you accept that premise, you will find his [Bob Herbold s] book rewarding reading. Inhaltsverzeichnis Introduction 1 1 The Big Issue: Managers Lacking Courage to Make Tough Decisions 5 2 Principle I: Devise a Demanding Game Plan to Confront Reality 19 3 Principle II: Staff for Success 37 4 Principle III: Clean Up the Sloppiness 59 5 Principle IV: Institutionalize Tight-Fisted Cost Control 79 6 Principle V: Insist on Functional Excellence 95 7 Principle VI: Create a Culture of Innovation 113 8 Principle VII: Demand Accountability and Decisiveness; Avoid Consensus 127 9 Principle VIII: Exploit Inflection Points 141 10 Principle IX: Value Ideas from Anywhere 153 11 Principle X: Shake Up the Organization 169 Conclusion 185 Notes 189 Acknowledgments 203 About the Author 205 Index 207 ...
