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152 pages. Volume 97, number 2. Features: *Educating the next generation of leaders *The future of leadership development: Gaps in traditional executive education are creating room for approaches that are more tailored and democratic *Learn from people, not classes: Whom do you know, and what can they teach you? *We're giving ownership of development to individuals: A roundtable with chief learning officers *Strategy needs creativity: An analytic framework alone won't reinvent your business *The collaboration blind spot: Too many managers ignore the greatest threat in launching cross-group initiatives: provoking defensive behaviors * The innovation equation: The most important variables are structural, not cultural *The right way to lead design thinking: How to help project teams overcome the inevitable inefficiencies, uncertainties, and emotional flare-ups *The feedback fallacy: For years, managers have been encouraged to praise and constructively criticize just about everything their employees do. But there are better ways to help employees thrive and excel *Operational transparency: Make your processes visible to customers and your customers visible to employees * How to lead your fellow rainmakers: Collectively, dynamically, and very carefully *The dual-purpose playbook: What it takes to do well and do good at the same time
Harvard Business School Publishing Corporation
Publication Date:1 March 2019
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