Ten years ago, two INSEAD professors broke ground by introducing "blue ocean strategy," a new model for discovering uncontested markets that are ripe for growth. In this book, they apply their concepts and tools to what is perhaps the greatest challenge of leadership: closing the gulf between the potential and the realized talent and energy of employees. Research indicates that this gulf is vast: According to Gallup, 70% of workers are disengaged from their jobs. If companies could find a way to convert them into engaged employees, the results could be transformative. The trouble is, managers lack a clear understanding of what changes they could make to bring out the best in everyone. Here, Kim and Mauborgne offer a solution to that problem: a systematic approach to uncovering, at each level of the organization, which leadership acts and activities will inspire employees to give their all, and a process for getting managers throughout the company to start doing them. Blue ocean leadership works because the managers' "customers"that is, the people managers oversee and report toare involved in identifying what's effective and what isn't. Moreover, the approach doesn't require leaders to alter who they are, just to undertake a different set of tasks. And that kind of change is much easier to implement and track than changes to values and mind-sets.
Based upon a startling article in the Wall Street Journal that appeared in November, 2008, Dr. Sam Culbert, a professor at the prestigious UCLA Anderson School of Business and an expert on human relations in the workplace, summarized what most of us have already known for years - that annual corporate performance appraisals not only don't work, they actually cause more problems than they solve.
When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and visionthe qualities traditionally associated with leadership. Often left off the list are softer, more personal qualitiesbut they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term "emotional intelligence" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligenceself-awareness, self-regulation, motivation, empathy, and social skillcan sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results.
In clear, easy-to-grasp language, the author covers many of the topics that you will need to know in order to launch and run a successful business venture.
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