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      Cold Call
      A podcast featuring faculty discussing cases they've written and the lessons they impart.
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      • 06 Apr 2021
      • Cold Call Podcast

      Disrupting the Waste Industry with Technology

      Rubicon began with a bold idea: create a cloud-based, full-service waste management platform, providing efficient service anywhere in the US. Their mobile app did for waste management what Uber had done for taxi service. Five years after the case’s publication, Harvard Business School Associate Professor Shai Bernstein and Rubicon founder and CEO Nate Morris discuss how the software startup leveraged technology to disrupt the waste industry and other enduring lessons of professor Bill Sahlman’s case about Rubicon.  Open for comment; 0 Comment(s) posted.

      Read the Transcript

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      Managerial RolesRemove Managerial Roles →

      New research on managerial roles from Harvard Business School faculty on issues including critical issues leaders need to address, and why the CEO needs to learn to manage organizational context rather than focus on daily operations.
      Page 1 of 5 Results
      • 18 Jul 2011
      • Research & Ideas

      Looking in the Mirror: Questions Every Leader Must Ask

      by Carmen Nobel

      "Show me a company or nonprofit or government in trouble, and I will almost invariably show you a set of leaders who are asking absolutely the wrong questions," says professor Robert Steven Kaplan. He discusses his new book, What to Ask the Person in the Mirror. Plus: book excerpt. Key concepts include: Leaders need to address critical issues including: vision and priorities, time management, giving and getting feedback, succession planning and delegation, evaluation and alignment, being a role model, and reaching true potential. Leaders must have a clear vision and a set of priorities for the organization, and must ensure that their key subordinates know what those priorities are. Because CEOs don't have the benefit of feedback from their superiors, it's crucial that they solicit feedback about their leadership style from subordinates. Closed for comment; 19 Comment(s) posted.

      • 05 Aug 2009
      • Working Paper Summaries

      Authority versus Persuasion

      by Eric J. Van den Steen

      In directing employees, managers often face a choice between invoking authority and persuasion. In particular, since a firm's formal and relational contracts and its culture and norms are quite rigid in the short term, a manager who needs to prevent an employee from undertaking the wrong action has the choice of either trying to persuade the employee or relying on interpersonal authority. In choosing between persuasion and authority the manager makes a cost-benefit trade-off. This paper studies that trade-off, focusing in particular on conflicts that originate in open disagreement. Key concepts include: Persuasion and authority can be both substitutes and complements. In particular, authority and persuasion are substitutes when authority is highly effective but complements when authority is not very effective. Persuasion is attractive on projects where effort or motivation is more important. The reason is that (under the assumption that executing a good project is more valuable than executing a bad project) the employee will exert extra effort if he or she believes more in the project. The manager also relies more on persuasion (without authority) when employees have higher pay-for-performance incentives. Closed for comment; 0 Comment(s) posted.

      • 20 Oct 2008
      • Research & Ideas

      The Seven Things That Surprise New CEOs

      by Michael E. Porter, Jay W. Lorsch & Nitin Nohria

      In the newly released book On Competition, Professor Michael E. Porter updates his classic articles on the competitive forces that shape strategy. We excerpt a portion on advice for new CEOs, written with HBS faculty Jay W. Lorsch and Nitin Nohria. Key concepts include: Most new chief executives are taken aback by unfamiliar new roles, time and information limitations, and altered professional relationships. The CEO must learn to manage organizational context rather than focus on daily operations. The CEO must not get totally absorbed in the role. Closed for comment; 0 Comment(s) posted.

      • 03 Jun 2002
      • Research & Ideas

      How to Succeed With Your New Boss

      by Michael Watkins

      We all know it's true: Managing up is as important as managing down. That's especially true when you are starting a relationship with a new boss. HBS professor Michael Watkins discusses the importance of clearly defining goals with your superior. Closed for comment; 0 Comment(s) posted.

      • 02 Apr 2001
      • Research & Ideas

      What Makes a Good Leader?

      by Deborah Blagg & Susan Young

      Leadership comes in many shapes and sizes, and often from entirely unexpected quarters. In this excerpt from the HBS Bulletin, five HBS professors weigh in with their views on leadership in action. Closed for comment; 0 Comment(s) posted.

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