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Op-Ed: What Mark Zuckerberg Can Learn About Crisis Leadership from Starbucks

by Bill George

Starbucks and Facebook present a contrast in crisis leadership, says Bill George. While Starbucks CEO Kevin Johnson stepped up to take responsibility and met with victims, Mark Zuckerberg delayed action and side-stepped responsibility. Open for comment; Comment(s) posted.

Op-Ed: Why BlackRock CEO Larry Fink Is Not a Socialist

by Bill George

BlackRock CEO Larry Fink’s open letter to CEOs has reignited the “shareholders versus stakeholders” debate. Bill George says it's actually not much of a debate: mission-driven, values-centered companies perform better. Open for comment; Comment(s) posted.

Why You Are Unhappy at Work

by Sean Silverthorne

Sometimes the deck is stacked against you at work. Learn more about how you can overcome toxic co-workers, paycheck blues, and a job set up for failure. Open for comment; Comment(s) posted.

Leadership Lessons from a Young Martin Luther King, Jr.

Re: William W. George

As a young man, Martin Luther King, Jr. was unsure about his future as a leader of a social change. Bill George explains how King grew to become one of the most powerful civil rights leaders in history. Open for comment; Comment(s) posted.

Op-Ed: Courageous Leader Triggers a Moral Revolt of CEOs Against Trump

by Bill George

CEOs are responsible to uphold their company’s mission and values, says Bill George. When these values are violated, even by the president of the United States, they are obliged to take a clear stand. Open for comment; Comment(s) posted.

Op-Ed: As America Recedes from Global Leadership, Its CEOs are Stepping Up

by Bill George

CEOs and other business leaders are speaking loud and clear on global issues of monumental importance, says Bill George. Open for comment; Comment(s) posted.

Op-Ed: Courage: The Defining Characteristic of Great Leaders

by Bill George

Courageous leaders inspire employees, energize customers, and position their companies on the front lines of societal change. Bill George explains why there aren't more of them. Open for comment; Comment(s) posted.

A Strategy For Steady Leadership in an Unsteady World

by Bill George

Management is tough enough in normal times. But what are leaders to do when their companies are buffeted by global uncertainty? Bill George explains charting a course True North. Open for comment; Comment(s) posted.

The Truth About Authentic Leaders

by Bill George

Is "Be yourself" terrible advice for a leader? Bill George, the creator of the "authentic leadership" approach to management, answers critics and outlines the path for executives to be more effective. Open for comment; Comment(s) posted.

Authentic Leadership Rediscovered

by Bill George

Is becoming an "authentic leader" just an excuse for practicing a rigid management style? Bill George, who pioneered the idea, says critics don't understand what really constitutes an authentic leader. Open for comment; Comment(s) posted.

Fixing the ‘I Hate Work’ Blues

by Bill George

Many employees report they are overworked and not engaged—a recent New York Times article on the phenomenon was titled, "Why You Hate Work." The problem, says Bill George, is that the way we design work stifles engagement. Here's the fix. Closed for comment; 20 Comment(s) posted.

Developing the Global Leader

by Julia Hanna

The shift from a country-centric company to one more global in its outlook will have a radical impact on leadership development, says Professor of Management Practice William George. Closed for comment; 15 Comment(s) posted.

Penn State Lesson: Today’s Cover-Up was Yesterday’s Opportunity

by Bill George

While leaders may rationalize that a cover-up protects the interests of their organizations, the inevitable damage harms their institutions far more than acknowledging a mistake, says professor Bill George. Closed for comment; 16 Comment(s) posted.

HBS Faculty on Supreme Court Health Care Ruling

Re: Multiple Faculty

We asked three Harvard Business School faculty members, all experts in the health care field, to provide their views on various facets of one of this country's most important and complex problems. Open for comment; 12 Comment(s) posted.

The Power of Leadership Groups for Staying on Track

by Bill George

Twenty-first-century organizations are breaking with traditional command-and-control hierarchies to develop a new generation of values-centered leadership, argues Professor Bill George, author of True North. The best way to get there? True North Groups. Open for comment; 5 Comment(s) posted.

Why Leaders Lose Their Way

by Bill George

Bill George discusses how powerful people lose their moral bearings. To stay grounded executives must prepare themselves to confront enormous complexities and pressures. Open for comment; 77 Comment(s) posted.

HBS Faculty on 2010’s Biggest Business Developments

by Staff

Three Harvard Business School professors—former Medtronic chairman and CEO Bill George, economist and entrepreneurship expert William Sahlman, and innovation and strategy authority Rosabeth Moss Kanter—offer their thoughts on the most significant business and economic developments of 2010. Key concepts include: Social networking is the most significant business development of 2010, says Bill George, noting that some 600 million people are now active on Facebook—and half of them spend at least an hour per day on the site. The problems of the Great Recession continued to dominate the economy in 2010, according to Bill Sahlman, who says that the popular media have grossly underestimated both the current deficit and level of debt in the United States. Rosabeth Kanter points out that new technology shined in 2010, in spite of the world's economic anxieties. She gives kudos to the Apple iPad, which accelerated the trend toward digital content. Closed for comment; 0 Comment(s) posted.

Mindful Leadership: When East Meets West

by Sean Silverthorne

Harvard Business School professor William George is fusing Western understanding about leadership with Eastern wisdom about the mind to develop leaders who are self-aware and self-compassionate. An interview about his recent Mindful Leadership conference taught with a Buddhist meditation master. Key concepts include: People who are mindful—fully present and aware—can become more effective leaders. Leaders with low emotional intelligence often lack self-awareness and self-compassion, which can lead to a lack of self-regulation. Authenticity is developed by becoming more self-aware and having compassion for oneself. Group support provides nonjudgmental feedback in order to recognize blind spots, accept shortcomings, and gain confidence. Closed for comment; 33 Comment(s) posted.

A Golden Opportunity for Ford and GM

by Bill George

With Toyota caught in a downshift, competitors should make aggressive moves to capitalize, says HBS professor Bill George. For starters, they need to improve their auto lineups for the long term. He explains how Ford and GM can best navigate the industry landscape ahead. Key concepts include: For U.S. automakers to accelerate production while Toyota remains wounded is not a long-term strategy for success. The companies should cut costs while simultaneously transforming their organizations and revamping product lineups. Ford and GM could secure market share gains by investing windfall profits into making products more competitive for the next decade. In this regard, Ford has the jump on GM. Chrysler is missing a golden opportunity to revamp, reposition, and reorganize. Closed for comment; 0 Comment(s) posted.

Tragedy at Toyota: How Not to Lead in Crisis

by William George

"Toyota can only regain its footing by transforming itself from top to bottom to deliver the highest quality automobiles," says HBS professor Bill George of the beleaguered automobile company that in recent months has recalled 8 million vehicles. He offers seven recommendations for restoring consumer confidence in the safety and quality behind the storied brand. Key concepts include: Toyota Motor Corporation's problem is first and foremost a leadership crisis. It needs a credible leader with a strong, cohesive plan. Competitors Ford and GM are working to regain the market share they have lost to Toyota. Rather than blame floor mats and panicky drivers, as Toyota did when complaints first arose, it should have acknowledged that its vaunted quality system failed. Toyota should seize the opportunity to make radical changes to renew the company and restore consumers' trust. Closed for comment; 0 Comment(s) posted.