Table Of Content>> <<
SPECIAL ISSUE
www.hbr.org
MANAGING
YOURSELF
15>[HBRCASESTUDY]
Into the Fray
M. Ellen Peebles
25>[RESEARCH REPORT]
The New Road to the Top
Peter Cappelli and Monika Hamori
35>[PERSPECTIVES]
The Best Advice I Ever Got
Daisy Wademan
46>Almost Ready:
How Leaders Move Up
Dan Ciampa
54>Overloaded Circuits:
Why Smart People
Underperform
Edward M. Hallowell
64>What’s Your Story?
Herminia Ibarra and Kent Lineback
74>How to Play to Your Strengths
Laura Morgan Robertset al.
82>Do Your Commitments
Match Your Convictions?
Donald N.Sull
andDominicHoulder
92>[BEST OF HBR]
Managing Your Boss
John J. Gabarro
and John P. Kotter
100>[BEST OF HBR]
Managing Oneself
Peter F. Drucker January 2005
TLFeBOOK
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TLFeBOOK
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TLFeBOOK
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TLFeBOOK
HBR
64
F e a t u r e s
82
January 2005
46 Almost Ready:How Leaders Move Up
Dan Ciampa
46
Out of the many talented,hardworking CEO hope-
fuls,only an elite few get–and keep–the top job.
Here’s what it takes to go from number two to
number one.
54 Overloaded Circuits:Why Smart People
Underperform
Edward M.Hallowell
When you’re overscheduled and overburdened,your
brain can’t work the way it’s supposed to.Apply a sim-
ple set of strategies to help you and your company cure
“attention deficit trait,”a newly recognized phenome-
74 Howto Playto Your Strengths
non that’s epidemic in today’s workplace.
Laura Morgan Roberts,Gretchen Spreitzer,
Jane Dutton,Robert Quinn,Emily Heaphy,
64 What’s Your Story?
and Brianna Barker
Herminia Ibarra and Kent Lineback
Most executives focus on shoring up their weaknesses.
Ifyou’re changing professional direction,narrative is
But when you know and leverage your strengths,your
the way to give shape and meaning to the bare-bones
personal best has the power to get even better.
facts of your career.With a well-told story,you can con-
vince others–and reassure yourself–that your plans
82 Do Your Commitments Match Your
for the future make sense.
Convictions?
Donald N.Sull and Dominic Houlder
For many of us,there’s a gap between what we really
want to do and what we actually do.And it often takes
some sort of catastrophic event–personal or profes-
sional–to prompt us to make a change.Here’s a frame-
work for analyzing your life preferences so you can act
long before crisis strikes.
continued on page 6
54
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74 OV
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4 harvard business review
TLFeBOOK
(cid:1)?(cid:2)
You ve heard how
’
much they cost.
Do you know how
much they save?
F
act is, money spent on prescription medicines costs. Take diabetes, for example. The average diabetic spends
represents only about a dime out of every U.S. about $1,200/year on medicine. Untreated, diabetes could cost
healthcare dollar. Yet, that money can save much, a leg. The average cost to amputate a leg is $32,300. But
much more in other healthcare expenses.It’s the the real costs, of course, go beyond dollars and cents.
cost of disease itself–doctor visits, tests, hospital stays, The point is, an ounce of prescription prevention
surgeries–that takes up the lion’s share of the healthcare can be worth a ton of healthcare.
Today’s medicines finance tomorrow’s miracles.SM
Sources: CMS: National Healthcare Expenditures (2004); American Diabetes Association, “Economic Costs of Diabetes in the U.S. in 2002”, Diabetes Care 26(3); 917:32 (March 2003); HCUPnet,
Healthcare Cost and Utilization Project. Agency for Healthcare Research and Quality (June 2003).
TLFeBOOK
HBR
Departments
January 2005
8 FROM THE EDITOR 72 STRATEGIC HUMOR
What’s in Itfor Me
You usually come to HBR for the latest 8 92 BEST OF HBR
thinking on leadership,strategy,man- Managing Your Boss
agement,marketing,and so on.This John J.Gabarro and John P.Kotter
issue offers you the latest thinking on
To many people,the phrase “managing
you–and how to manage your way to
your boss”smacks ofsycophantism.But
success.
that’s not it at all.When you take the
time to cultivate a productive working
15 HBR CASE STUDY
relationship–by understanding your
Into the Fray boss’s strengths and weaknesses,priori-
M.Ellen Peebles ties,and work style–everyone wins.
An executive at an international bev-
erage company learns a little some- 15 100 BEST OF HBR
thing about the political games people Managing Oneself
play.Insiders and alliances and net- Peter F.Drucker
works–oh my.
It’s up to you–not your company–to
carve out your place,to know when
25 RESEARCH REPORT
to change course,and to keep yourself
The New Roadtothe Top engaged and productive during a work
Peter Cappelli and Monika Hamori life that may span some 50 years.
Headed to the top? Take along this
map ofthe job terrain.It shows how 111 LETTERS TO THE EDITOR
corporate attitudes and hierarchies
Why have we yetto see the European
25
are shifting,how to determine your
Bill Gates,the Asian Sam Walton,or the
nextjob move,and what experience
Latin American Jack Welch?
the top brass is looking for.
114 EXECUTIVE SUMMARIES
35 PERSPECTIVES
The BestAdvice I Ever Got
120 PANEL DISCUSSION
Daisy Wademan
Confidence Trick
Where does the best advice come from Don Moyer
and how does it help business leaders
In business,the trick may be to
as they make their way to the corner
recognize your limitations but not
office–and then as they sit in it? From
92 accept them.
snowy days to fortune cookies,the
answers may surprise you.
100
6 harvard business review
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send me a 12 issue digital subscription ($118) to the
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