Entrepreneur - October 2010 - download pdf or read online

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Although some companies report success with these programs or changes, in a majority of companies they fail after a year or two and are abandoned, only to be replaced by the next faddish remedy. The reality is that there are few, if any, easy answers. Leadership is difficult and demanding, and leaders need to be flexible because the situation is constantly changing. What worked well last year may no longer be successful. Problems that appear to have been solved often reappear again in new form. Solutions to one problem can create another that is much worse.

To be effective, managers must also be leaders, and leaders must manage. Misconceptions about leading and managing have impeded progress in understanding how to integrate the two types of processes and balance the inherent tradeoffs. The Myth of Easy Answers An astounding number of books about leadership sold each year indicate the importance of this subject to people. Most of these books take a relatively narrow approach to the subject, and few of them are based on solid research. The best-selling books usually offer simple answers for complex problems, such as “one minute” actions or a list of “leadership secrets” that can be applied in any situation.

Section I (Chapters 2 through 4) deals with efficiency and process reliability. Section II (Chapters 5 through 7), deals with innovation and adaptation. Section III (Chapters 8 through 10), deals with human resources and relations. The first chapter in each section explains the underlying processes, describes the conditions that make the performance determinant especially important, provides examples of companies that have been successful or unsuccessful in improving the performance determinant, and introduces ways leaders can directly and indirectly influence it.

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Entrepreneur - October 2010 by Entrepreneur Mag

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