“Asking 'who ought to be the boss' is like asking 'who ought to be the tenor in the quartet?' Obviously, the man who can sing tenor.”
--- Henry Ford
Are you the boss you need to be? As good as your firm expects you to be? Good enough to achieve your career aspirations? Linda Hill can help, no matter where you are on your journey. Linda Hill has decades of research, teaching, practice, and observation to provide the insights and information you need to move forward. Some managers are content with just getting by. But most stop making progress because they don't understand how to become a great boss, what great bosses actually do, or where they currently stand in comparison with where they should be. This program will show you how to measure yourself against what's required. At the end, you will clearly understand your strengths, where you need to make progress, and how to move forward. Whether you're new or experienced, this program will guide you to becoming the great boss you need to be — for your firm, your people, and yourself.
During this program you will learn:
· The distinct issues inherent with each of the three imperatives of becoming a great leader
· What it really means to be the boss
· How power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment
· The complexities that exist when constructing a team and how a team differs from a group
· Why managing is not only about today but managing for tomorrow
Linda A. Hill is the Wallace Brett Donham Professor of Business Administration at the Harvard Business School. She is the faculty chair of the Leadership Initiative and has chaired numerous HBS Executive Education programs, including the Young Presidents' Organization Presidents' Seminar and the High Potentials Leadership Program. She is the co-author, with Kent Lineback, of Being the Boss: The 3 Imperatives of Becoming a Great Leader and the author of Becoming a Manager: How New Managers Master the Challenges of Leadership. Hill has authored or co-authored numerous HBR articles, including “Where Will We Find Tomorrow’s Leaders;” “Winning the Race for Talent in Emerging Markets; and “Are You a High Potential?” Professor Hill’s consulting and executive education activities have been in the areas of managing change, managing cross-organizational relationships, implementing global strategy, innovation, talent management, and leadership development. Organizations with which Professor Hill has worked include General Electric, Reed Elsevier, Accenture, Pfizer, IBM, MasterCard, Mitsubishi, Morgan Stanley, The National Bank of Kuwait, AREVA, and The Economist. Professor Hill is a member of the Boards of Directors of State Street Corporation, Cooper Industries, and Harvard Business Publishing.
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