Leadership Best Practices
Your Course of Study
Global Teams That Work
More than ever, companies are relying on a geographically dispersed workforce to compete in today's global economy. By building international teams with broad functional expertise, they integrate and capitalize on diverse experiences and perspectives. However, communication and trust can be a challenge in multicultural groups. Drawing from her recent article, "Global Teams That Work," HBS professor Tsedal Neeley introduces the SPLIT framework—structure, process, language, identity, and technology—for managing social distance among teams.
Taking Action Now to Create the Future
In a highly competitive and unpredictable economy, it takes more than hard work to build a fulfilling career. No one understands this better or handles the challenges more adeptly than successful entrepreneurs, according to HBS professor Leonard A. Schlesinger. Using insights from his recent book with coauthors Paul B. Brown and Charles F. Kiefer, Just Start: Take Action, Embrace Uncertainty, Create the Future, he proposes how to identify the best strategy and tactics when the future is uncertain and to minimize financial risk to keep your career moving forward.
Building the Future: Big Teaming for Audacious Innovation
Great innovation comes from great teamwork. While an individual can come up with a new gadget or service, it takes collaboration among people with diverse talents and perspectives to truly change the world. This is the principle at the heart of Building the Future: Big Teaming for Audacious Innovation, a new book by HBS professor Amy C. Edmondson and coauthor Susan Salter Reynolds. In this session, Edmondson draws from the book's analysis of Living PlanIT, an award-winning high-tech "smart city" built through collaboration among a disparate group of experts. The discussion examines the critical balance between expansive vision and deliberative incremental action.
What Great Service Leaders Know and Do
The most successful service companies don’t know everything. They do, however, know how to learn — as well as innovate, take risks wisely, and connect with the world around them. In this session, HBS professor W. Earl Sasser investigates the practices of leading service providers. Based on research presented in his recent book with coauthors James L. Heskett and Leonard A. Schlesinger, What Great Service Leaders Know and Do, the discussion explores hiring and training practices, operating strategies, the use of technology, and effective approaches to building customer loyalty. With an eye toward the future, Sasser sets the stage for a competitive landscape in which trade-offs are replaced by a "both/and" mentality.
Negotiating the Impossible
Even the most hopeless, volatile situation can be resolved. HBS professor Deepak Malhotra knows firsthand. In this session, which is based on his new book, Negotiating the Impossible, Malhotra demonstrates how to break deadlocks, defuse tension, bridge immense gaps, and achieve what seems impossible. He examines well-known conflicts—from the Cuban Missile Crisis to contract disputes in professional sports—to illustrate how the key lessons they offer can be applied to everything from high-level corporate deals to everyday setbacks in personal relationships.
Collective Genius: The Art and Practice of Leading Innovation
Competitive advantage increasingly depends on your company's ability to innovate—not just once, but again and again. In this session, HBS professor Linda A. Hill shares findings from new research into what exceptional innovation leaders actually do—insights captured in her recent book and Harvard Business Review article, both coauthored with Greg Brandeau, Emily Truelove, and Kent Lineback. Explaining why the conventional notion of visionary leadership is inadequate for solving problems that require a truly original response, Hill presents a practical framework for creating the right context for innovation, harnessing your team's collective genius, and enabling your company—whatever its size—to seize emerging opportunities.
The Transparency Trap
Is there such a thing as too much transparency? It seems that there is. According to research conducted by HBS professor Ethan S. Bernstein, a corporate environment that leaves no room for privacy can be counterproductive and inefficient. In this session, Bernstein examines how excessive transparency can lead individuals and groups to feel vulnerable, cover up perfectly acceptable activities, and actually conceal process improvements and other beneficial activities that they believe might be misunderstood. He also explores four types of boundaries that can help organizations strike just the right balance between transparency and privacy in order to maximize innovation and productivity.
An Everyone Culture: Becoming a Deliberately Developmental Organization
Insecurity comes with a cost. Employees who spend time and energy worrying about how others perceive them and trying to conceal their weaknesses cannot be fully focused on doing their jobs. As a result, they work inefficiently and fail to reach their full potential. Unfortunately, insecurity is part of human nature — but it doesn’t have to be part of corporate culture. What if we could immerse employees in an environment that finds value in errors and shortcomings? Some companies already do. In this session, Harvard Graduate School of Education professor Robert Kegan examines Deliberately Developmental Organizations, which are committed to developing all their employees — not just executives or high-potential talent — by approaching deficiency and vulnerability as opportunities to grow. Drawing insights from his new book with Lisa Laskow Lahey, An Everyone Culture: Becoming a Deliberately Developmental Organization, Kegan discusses the principles and practices that enable these organizations to use culture as strategy.