Harvard Business Review

OCTOBER 27, 2015

The problem is that most leaders believe that in order to inspire other people, they must exude the uncommon charisma of someone like Steve Jobs, Martin Luther King, Jr., To protect us from that icky feeling that part of our world no longer makes sense, our brains have developed an instinctive defense mechanism.

Charisma 8

Charisma Supply Chain Creativity Insurance 8

Harvard Business Review

JANUARY 21, 2011

And they need process owners (who may variously be called VP of Customer Experience, SVP of Supply Chain, Chief Engineer, or Value Stream Leader, for instance) to lead these initiatives. Select process owners with strong leadership skills and develop those skills even further. Also, process owners control IT budgets.

Process 15

Process Supply Chain Balanced Scorecard Engineering 15

Harvard Business Review

FEBRUARY 16, 2018

You don’t have to be “the awesome-est person in the room” or make sure “everyone is blown away by your charisma.” ” Develop expertise. This won’t happen overnight, but you can take steps to develop business-critical expertise and knowhow. ” Listen before you try to persuade. .

Influence 18

Influence How To Case Study Learning-by-Doing 18

Harvard Business Review

MARCH 17, 2014

Leaders are routinely identified based on perceived ambition, self-confidence and charisma. And charisma is often a polite way of saying “loud” and “dominant” – something many of our Asian colleagues are happy to quietly point out. This kind of change takes leadership, and lots of it.

Process 8

Process Self-aware Charisma Talent Management 8

Harvard Business Review

JUNE 25, 2015

Sure, there are exceptions who are both visionary CEOs and innovators — Steve Jobs and Jeff Bezos, for example — but there are very few companies that can stomach that sort of leadership. The Chief Entrepreneur is an executive as powerful as the CEO, with clear leadership over radical innovation within the company.

Entrepreneur 8

Entrepreneur CTO Business Model CEO 8

Harvard Business Review

SEPTEMBER 25, 2015

She never took the time to develop rapport with individual employees, and therefore never got buy-in or support for her initiatives. HP culture at that time was very engineer-dominated, and relatively male-dominated. As HP’s first female CEO, Fiorina just didn’t connect well with the engineers.

CEO 8

CEO Charisma COO Execution 8

Harvard Business Review

NOVEMBER 30, 2010

Just yesterday, on the front page of the New York Times , came a report about how "low-level engineers, product managers and prominent managers" from the executive ranks are leaving the company for high-profile companies such as Facebook as well as venture-funded startups of the sort that dot the technology landscape.

Tacit Knowledge 14

Tacit Knowledge Long-term McKinsey Venture Funding 14