Leading Quietly: An Unorthodox Guide to Doing the Right ThingNEW YORK TIMES BESTSELLERMost of us think of leaders as courageous risk takers, orchestrators of major events. In a word: heroes. Although such figures are inspiring, their larger-than-life accomplishments are not what makes the world work. Instead, it is the sum of millions of small yet consequential decisions that individuals working far from the limelight make every day. Badaracco calls these individuals "quiet leaders"- people who choose responsible, behind-the-scenes action over public heroism to resolve tough leadership challenges. Quiet leaders don't fit the stereotype of the bold and gutsy leader, and they don't want to. What they want is to do the "right thing"- for their organizations, their coworkers, and themselves- inconspicuously and without casualties. Drawing from extensive research, Harvard Business School professor and author Joseph Badaracco presents eight practical yet counter-intuitive guidelines for situations in which right and wrong seem like moving targets. Compelling stories illustrate how these "nonheroes" succeed by managing their political capital, buying themselves time, bending the rules, and more. From the executive suite to the office cubicle--Leading Quietly shows how patient, everyday efforts can add up to a better company and a better world. |
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Aimes Center answer approach Aristotle asked basic bend the rules boss challenges chapter Clement’s company’s complexities complicated motives Cortez couldn’t courage creative critical Dave Barry deal define DeLand difficult Douglas Coupland drill drug efforts ethical everyday faced felt fight figures final financial find finding fine fire fired first sergeant fish flow of events fluid Frank Taylor going guidelines hard Harvard Business School heroic hospital hospital’s inside inspection inspector involved Isaiah Berlin issue Jerome Jill Matthews knew law firm look Louis Agassiz managers maneuver Matthews Matthews’s mayor moral Nick Russo office officers organizations partners play political capital prob problem quiet leaders quiet leadership Rachel realistic Rebecca Olson reflect reps responsible Richard Millar right thing risk Roussell sacrifice Samuel Johnson server significant Silverman simply situation someone sometimes story tactics tell thought tion told Tylenol understand wasn’t Wermert Zinn