DescriptionWhen corporate leaders or the organizations they represent mess up, they face the difficult decision of whether to apologize publicly. A public apology is a risky move. It's highly political, and every word matters. Refusal to apologize can be smart, or it can be suicidal. Readiness to apologize can be seen as a sign of character or one of weakness. Because the stakes are so high, Barbara Kellerman says, leaders should not extend public apologies often or lightly. - From the April 2006 issue of Harvard Business Review…
DescriptionIf you want to know why so many organizations sink into chaos, look no further than their leaders' mouths. Over and over, leaders present grand, overarching - yet fuzzy - notions of where they think the company is going. They assume everyone shares their definitions of "vision, " "accountability, " and "results." The result is often sloppy behavior and misalignment that can cost a company dearly. Effective communication is a leader's most critical tool for doing the essential job of leadership. - From the May 2006 issue of Harvard Business Review .
DescriptionExecutives have developed tunnel vision in their pursuit of shareholder value, focusing on short-term performance at the expense of investing in long-term growth. It's time to broaden that perspective and begin shaping business strategies in light of the competitive landscape, not the shareholder list. In this article, Alfred Rappaport offers 10 basic principles to help executives create lasting shareholder value. From the September 2006 issue of Harvard Business Review .
DescriptionThe Harvard Business Review 's annual survey of twenty emerging ideas considers why ordinary people, not "influentials, " are the best word-of-mouth marketers, why leaders should embrace the word "hope", how the patriarchy is making a comeback, and other thought-provoking ideas. From the February 2007 issue of Harvard Business Review .
