Editorial Reviews:
It's a frustrating fact of leadership: Sometimes you're on your game; sometimes you're not. How to tip the scale toward excellence and away from mere competence? Don't rely on imitating other leaders or poring over leadership manuals. Instead, mobilize the leadership talent that already exists with you--the abilities you've acquired while surmounting tough personal and professional challenges in the past. At the same time, capitalize on your employees' unique talents: Instead of trying to change your people, identify their unique abilities. Then help them use those qualities to excel in their own way. You'll save time, teach your employees to value differences, and build a powerful sense of team. And remember: Though great leaders differ in their surface-level characteristics, they all subjugate their egos to something larger and more sustaining than themselves. And they don't tolerate mediocrity in their own or their people's performance. Their reward? Ever higher levels of achievement from everyone around them. The three Harvard Business Review articles in this collection: "Moments of Greatness: Entering the Fundamental State of Leadership" by Robert E. Quinn (HBR reprint R0507F); "What Great Managers Do" by Marcus Buckingham (HBR reprint R0503D); and "Level 5 Leadership: The Triumph of Humility and Fierce Resolve" by Jim Collins (HBR reprint R0507M).
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