1、OnPoint S E L E C T E D A R T I C L E S F R O M H B RFALL 2014 HBR.ORG How to Manage Your Former Peers page 13Seize Y our Leadership MomentHow Managers Become Leadersby Michael D.WatkinsHBR CLASSICWhat Leaders Really Do by John P.KotterBecoming the Boss by Linda A.Hill Shown with clear glass for ill
2、ustration purposes only.Actual application would have visual privacy.2014 Steelcase Inc.All rights reserved.Trademarks used herein are the property of Steelcase Inc.or of their respective owners.Susan Cain Quiet Space BeMe?We work with the worlds leading organizations to create places that amplify t
3、he performance of their people,teams and enterprise.Learn more at Cain Quiet Spaces by SteelcaseIn her groundbreaking book,“Quiet:The Power of Introverts in a World That Cant Stop Talking”,Susan Cain suggests as much as half of a companys workforce are introverts many of whom struggle in workplaces
4、designed for extroverts.“Theres a time and place for people to come together and exchange ideas,but lets restore the respect we once had for solitude.”Susan Cain Quiet Spaces by Steelcase is a collection of unique solutions expressly designed for introverts at work.These intimate spaces help introve
5、rts focus,recharge,rejuvenate and therefore engage,in ways theyve never been able to before.?GGOOD MANAGERS keep an operation on course,but leaders provide the sparks that propel the busi-ness forward.Those sparks dont have to be flashy.They may start with an insight and a surge of energy,such as se
6、eing a problem and acting quickly to fix itor,better yet,spotting an oppor-tunity amid upheaval and jumping on that chance to efect change.The pace of change in business and the num-ber of ad hoc projects it creates are generating opportunities like never before.They provide the perfect scenario for
7、 anyone who seeks to step up to a leader ship role,or who simply feels passion-ate about getting something worthwhile accom-plished.To seize the moment when it appears,you need to be prepared.Unfortunately,no matter how enthusiastic you may be,you cant just charge in and start telling people what to
8、 do,even if youre the boss.You need to build relationships,be attentive to team dynamics,gather information,and shif from ana-lyzing data to integrating knowledge from many diferent sources before launching an initiative.New leaders,in particular,ofen learn this les-son the hard way.Linda A.Hills“Be
9、coming the Boss,”in this issue of OnPoint,dispels many mis-conceptions about what being at the helm really entails.As leaders rise through the organization,they must become agenda setters and diplomats,adept at managing diverse stakeholders rather than ad-vocating for one group.In“How Managers Becom
10、e Leaders,”Michael D.Watkins examines the transi-tions that executives weather as they mature into successful enterprise leaders able to tackle thorny problems.Filling a leadership role requires many other skills,from the very practical ability to delegate responsibility to the more elusive capacity
11、 to in-spire and motivate people.Prospective leaders,or current ones who seek to improve,will find much to energize them in this issue,such as the insight from John P.Kotter,author of“What Leaders Re-ally Do,”that leadership is ultimately about the ability to navigate change.And as we know,change is
12、 what opens the door to opportunity.The EditorsThe Door to Opportunity2 Harvard Business Review OnPoint|Fall 2014|hbr.org?TO BREAK THE RULES,YOU MUST FIRST MASTER THEM.THE ROYAL OAK CONCEPT SERIES CONTINUES TO PUSH THE BOUNDARIES OF AUDEMARS PIGUET SAVOIR-FAIRE.THE COMPLEX ARCHITECTURAL FORM OF THE
13、CASE IS MILLED FROM A SOLID BLOCK OF TITANIUM,AND THE INDIVIDUAL FACETS ARE THEN MICRO SAND BLASTED TO ACHIEVE THE DISTINCTIVE MATT GRAINING.AUDACIOUS STYLING,PEERLESS CRAFTSMANSHIP.ROYAL OAK CONCEPT GMTTOURBILLONIN TITANIUM,WHITE CERAMIC BEZEL.?4 Harvard Business Review OnPoint|Fall 2014|hbr.orgCON
14、TENTSFall 2014Culled by the editors of Harvard Business Review from the magazines rich archives,these articles are written by some of the worlds leading management scholars and practitioners.They are accompanied by“Article at a Glance”summaries,plus suggestions for further reading.34|Becoming the Bo
15、ssLinda A.HillOriginally published in January 200744|How Managers Become Leaders Michael D.WatkinsOriginally published in June 201252|HBR CLASSIC What Leaders Really Do John P.KotterOriginally published in MayJune 199064|Strategic Leadership:The Essential SkillsPaul J.H.Schoemaker,Steve Krupp,and Sa
16、mantha HowlandOriginally published in January 201370|Learning CharismaJohn Antonakis,Marika Fenley,and Sue LiechtiOriginally published in June 2012 76|Saving Your Rookie Managers from ThemselvesCarol A.WalkerOriginally published in April 2002 84|The Quick Wins ParadoxMark E.Van Buren and Todd SafferstoneOriginally published in January 2009 94|Be Seen as a LeaderAdam D.Galinsky and Gavin J.KilduffOriginally published in December 2013100|The Relationship You Need to Get RightSylvia Ann Hewlett,Mel
