...New Rules of Globalization Ian Bremmer : -( : -( ; -) : A greAt plAce to work What ideo, BlackRock, and Netflix know about building high-performance cultures Page 53 ©2013 Cartier calibre de cartier CHRONOGRAPH 1904-CH MC THE 1904-CH MC, THE NEW AUTOMATIC WINDING CHRONOGRAPH MOVEMENT, WAS CONCEIVED, DEVELOPED AND ASSEMBLED BY THE CARTIER MANUFACTURE IN THE GREATEST WATCHMAKING TRADITION. THIS MOVEMENT IS EQUIPPED WITH INGENIOUS SYSTEMS FOR UTMOST PRECISION: A COLUMN WHEEL TO COORDINATE ALL THE CHRONOGRAPH FUNCTIONS, A VERTICAL CLUTCH DESIGNED TO IMPROVE THE ACCURACY OF STARTING AND STOPPING THE TIMING FUNCTION, A LINEAR RESET FUNCTION, AND A DOUBLE BARREL TO ENSURE UNRIVALED TIMEKEEPING. 18K PINK GOLD 42 MM CASE, MECHANICAL MANUFACTURE CHRONOGRAPH MOVEMENT, SELF-WINDING, CALIBRE 1904-CH MC (35 JEWELS, 28,800 VIBRATIONS PER HOUR, APPROXIMATELY 48 HOUR POWER RESERVE), CALENDAR APERTURE AT 6 O’CLOCK, 18K PINK GOLD OCTAGONAL CROWN, SILVER OPALINE SNAILED DIAL, GOLD FINISHED CHAMFERS. ALLIGATOR STRAP. EXPLORE AND SHOP WWW.CARTIER.US - 1-800-CARTIER hbr.org January–February 2014 Contents 53 SpoTlIghT on TalENT aND PErformaNCE 54 IDEo’s Culture of helping Research at one office of the design firm revealed four keys to encouraging helpfulness among colleagues. Teresa Amabile, Colin M. Fisher, and Julianna Pillemer 62 building a game-Changing Talent Strategy BlackRock has succeeded in managing the tensions between strategic and...
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...the reign of such leaders was over. From now on, the Wall Street Journal predicted, “tough guys will finish last.” But wait a minute, you might think. If they’re just plain bad for their organizations, why have so many of these leaders made it to the top in the first place? Wouldn’t the ones who’ve wreaked nothing but havoc have plateaued or been weeded out long before they could inflict too much damage? Yet many leaders who rule through intimidation have been doing just fine for a very long time. Before we proclaim their extinction, then, it’s worth taking a close look at the pros as well as the cons of their tough-minded approach. Doing so might cast light on some subtle dimensions of effective leadership, especially in organizations or industries that were once rigid or unruly, stagnant or drifting—places where it took an abrasive leader to shake things up a little and provide redirection. Consider Ed Zander, who’s been hailed as “Motorola’s modernizer.” When Zander took over as CEO of Motorola in January 2004, the company was in steep decline. After being in the high-velocity world of Silicon Valley, Zander found himself at the helm of a company that seemed to be running, in his words, “on autopilot.” In taking on the challenge of turning Motorola around, Zander described his guiding philosophy as, “Whack yourself before somebody whacks you.” He observed, “A lot of companies have clogged arteries.” In Motorola’s case, Zander found that much of the...
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...contagious. Which ones are you spreading through your firm? Best of HBR on Emotionally Intelligent Leadership, 2nd Edition Included with this collection: 2 What Makes a Leader? by Daniel Goleman 14 Leadership That Gets Results by Daniel Goleman 30 Primal Leadership: The Hidden Driver of Great Performance by Daniel Goleman, Richard Boyatzis, and Annie McKee 42 Social Intelligence and the Biology of Leadership by Daniel Goleman and Richard Boyatzis Product 12088 Best of HBR on Emotionally Intelligent Leadership, 2nd Edition Collection Overview What distinguishes great leaders from merely good ones? It’s not toughness, vision, or industry smarts. It’s their emotional intelligence—a potent combination of self-management and relationship skills. Studies strongly suggest that emotional intelligence plays a far greater role than IQ in determining leaders’ effectiveness, and thus their organizations’ success. To increase your emotional intelligence, start by understanding the skills that define it. Then learn how to flexibly interchange those skills to meet the needs of shifting circumstances. Finally, use mood contagion (a powerful neurological process) to create positive chemical connections between your and your followers’ brains. COPYRIGHT © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Featuring the work of Daniel Goleman, this HBR Article Collection shows you how to foster and spread the positive emotions ...
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...Begin Reading Table of Contents Photos Newsletters Copyright Page In accordance with the U.S. Copyright Act of 1976, the scanning, uploading, and electronic sharing of any part of this book without the permission of the publisher is unlawful piracy and theft of the author’s intellectual property. If you would like to use material from the book (other than for review purposes), prior written permission must be obtained by contacting the publisher at permissions@hbgusa.com. Thank you for your support of the author’s rights. For Isabella and Calista Stone When you are eighty years old, and in a quiet moment of reflection narrating for only yourself the most personal version of your life story, the telling that will be most compact and meaningful will be the series of choices you have made. In the end, we are our choices. —Jeff Bezos, commencement speech at Princeton University, May 30, 2010 Prologue In the early 1970s, an industrious advertising executive named Julie Ray became fascinated with an unconventional public-school program for gifted children in Houston, Texas. Her son was among the first students enrolled in what would later be called the Vanguard program, which stoked creativity and independence in its students and nurtured expansive, outside-the-box thinking. Ray grew so enamored with the curriculum and the community of enthusiastic teachers and parents that she set out to research similar schools around the state with an eye toward writing a book about...
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...weeks, oil production in the U.S. is still rising, wrote Edward Morse, Citigroup's global head of commodity research. Brazil and Russia are pumping oil at record levels, and Saudi Arabia, Iraq and Iran have been fighting to maintain their market share by cutting prices to Asia. The market is oversupplied, and storage tanks are topping out. A pullback in production isn't likely until the third quarter, Morse said Vets fight to save hero dog who tried to shield owner from house fire "She's doing OK. Considering what Carmen has been through we think she's doing as well as can be expected," Dr. Daniel Carey, a vet at the hospital, told WCPO. "It's not unexpected that she's not ready to come off (the ventilator). It's just that in our best case scenario (we thought) maybe we could've hoped to get her off (Sunday) afternoon," Carey told WCPO The hospital is also providing updates on Carmen through social media, using Facebook to post pictures of the dog resting on a pink blanket and keeping company with a pair of stuffed animals. Your Resume Is Useless Unless It Answers This 1 Question If you’re a regular reader of this blog, you know how keenly we believe there’s no such thing as a generic or one-size-fits-all resume If your resume is to be powerfully persuasive, it must speak directly to its intended reader. Its effectiveness hinges on how well it answers the following critical concern: What are the positive results of your work performance? Put more plainly: Why do your professional...
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...Retailing in the 21st Century Manfred Krafft ´ Murali K. Mantrala (Editors) Retailing in the 21st Century Current and Future Trends With 79 Figures and 32 Tables 12 Professor Dr. Manfred Krafft University of Muenster Institute of Marketing Am Stadtgraben 13±15 48143 Muenster Germany mkrafft@uni-muenster.de Professor Murali K. Mantrala, PhD University of Missouri ± Columbia College of Business 438 Cornell Hall Columbia, MO 65211 USA mantralam@missouri.edu ISBN-10 3-540-28399-4 Springer Berlin Heidelberg New York ISBN-13 978-3-540-28399-7 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2005932316 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered names, trademarks, etc. in this publication does not...
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