Make Yourself Indispensable

Having trouble viewing this email? Click here to see it in a web browser. MAKE YOURSELF INDISPENSABLE Here are some of our top selling articles this year that are sure to spark your interest, strengthen your leadership skills, and help make you indispensable to your organization. Each Harvard Business Review article is only $6.95. Making Yourself Indispensable by John H. Zenger, Joseph Folkman, and Scott K. Edinger Peter Drucker and other leadership thinkers have long argued that leaders should focus on strengthening their strengths. How should they do that? The authors, all from the leadership-development consultancy Zenger Folkman, present a step-by-step process by which developing leaders can identify their strengths (through either a formal or an informal 360-degree evaluation), select appropriate complementary skills, and develop those skills to dramatically improve their strengths—making themselves uniquely valuable to their companies. Product #R1110E (PDF or Hard Copy) BUY NOW Management Time: Who's Got the Monkey? by William Oncken Jr., Donald L. Wass, and Stephen R. Covey Many managers feel overwhelmed. They have too many problems—too many monkeys—on their backs. All too often, they say, they find themselves running out of time while their subordinates are running out of work. This article describes how a manager can delegate effectively to keep most monkeys on the subordinate's back. Product #99609 (PDF or Hard Copy) BUY NOW What Makes a Leader? (HBR Classic) by Daniel Goleman In his research at nearly 200 large, global companies, Daniel 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. Product #R0401H (PDF or Hard Copy) BUY NOW Leading Change: Why Transformation Efforts Fail (HBR Classic) by John P. Kotter Most major change initiatives—whether intended to boost quality, improve culture, or reverse a corporate death spiral—generate only lukewarm results. Many fail miserably. Why? Kotter maintains that too many managers don't realize transformation is a process, not an event. Product #R0701J (PDF or Hard Copy) BUY NOW What Is Strategy? by Michael E. Porter Michael Porter argues that operational effectiveness, although necessary to superior performance, is not sufficient, because its techniques are easy to imitate. In contrast, the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are much more difficult to match. Product #96608 (PDF or Hard Copy) BUY NOW What Leaders Really Do (HBR Classic) by John P. Kotter The most pernicious half-truth about leadership is that it's just a matter of charisma and vision—you either have it or you don't. The fact of the matter is that leadership skills are not innate. They can be acquired, and honed. But first you have to appreciate how they differ from management skills. Product #R0111F (PDF or Hard Copy) BUY NOW Leadership That Gets Results by Daniel Goleman A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations. Product #R00204 (PDF or Hard Copy) BUY NOW Discovering Your Authentic Leadership by William W. George, Peter Sims, Andrew N. McLean, David Mayer, and Diana Mayer Anyone can learn to be an authentic leader. The journey begins with leaders understanding their life stories. Authentic leaders frame their stories in ways that allow them to see themselves not as passive observers but as individuals who learn from their experiences. Product #R0702H (PDF or Hard Copy) BUY NOW Creating Shared Value by Michael E. Porter and Mark R. Kramer The capitalist system is under siege. Recently business has been criticized as a major cause of social, environmental, and economic problems. Companies are widely thought to be prospering at the expense of their communities. A big part of the problem is firms' narrow approach to value creation. Focused on short-term financials, companies overlook the broader influences on their long-term success. It doesn't have to be this way. Product #R1101C (PDF or Hard Copy) BUY NOW How Will You Measure Your Life? by Clayton M. Christensen HBS professor Christensen teaches aspiring MBAs how to apply management and innovation theories to build stronger companies. But he also believes that these models can help people lead better lives. In this article, he explains how, exploring questions everyone needs to ask: How can I be happy in my career? How can I be sure that my relationship with my family is an enduring source of happiness? And how can I live my life with integrity? Product #R1007B (PDF or Hard Copy) BUY NOW Also of Interest: HBR'S 10 MUST READS EBOOK BOXED SET We've combed through hundreds of Harvard Business Review articles on change management, leadership, strategy, managing people, and managing yourself and selected the most important ones to help you maximize your own and your organization's performance. Save more than 30% off the price of the individual components! Yours for only $99.00*. Product #10917 (Special Collection) BUY NOW Also available as paperback » To order by phone, call us toll-free at 800-668-6780 and mention referral code 01798. Outside the U.S. and Canada, call +1-617-783-7450. * Purchasers are responsible for all shipping charges, duties, taxes, brokerage fees, and/or import fees imposed by the country of import. Please check with your customs office for details. If you do not wish to receive special offer email messages from Harvard Business Review, click here. If you do not wish to receive any email messages from Harvard Business Review, click here. Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)