How Managers Become Leaders - HBR | 5 Myths About Strategy - HBR | 5 Ways to Focus Your Energy During a Work Crunch - HBR | Why Visionary Leadership Fails

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How Managers Become Leaders - Harvard Business Review

Few managerial transitions are more difficult than making the move from leading a function to leading an entire enterprise for the first time. The scope and complexity of the job increase dramatically, in ways that can leave executives feeling overwhelmed and uncertain. It truly is different at the top. But how, exactly? Career transition expert Michael Watkins set out to explore that question in an extensive series of interviews with leadership mentors, HR professionals, and newly minted unit heads.

What he found was that at this turning point, executives must navigate a tricky set of changes in their leadership focus and skills. Watkins calls these the seven seismic shifts. New enterprise leaders must move from being a specialist to a generalist; from analyzing data to integrating knowledge from multiple sources; and from implementing tactics to developing strategies. They also need to transform themselves from bricklayers into organizational architects; from problem solvers into agenda setters; and from warriors intent on beating the competition into diplomats who engage with a full range of stakeholders. Finally, leaders must move out from the wings and get used to living on center stage in the full spotlight.

To make the transition, managers have to acquire new capabilities quickly. And though what got them to the top may no longer be enough, there are steps that they and their organizations can take to prepare them to succeed.

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5 Myths About Strategy - Harvard Business Review

In common with many professions and disciplines, strategy has its myths – half truths and half understood assumptions that eventually lead to mistakes and even disasters. In this article, strategy expert Stephen Bungay identifies five such myths, explaining why we believe them and why they’re wrong. The myths are: strategies about the long term; disruptors change their strategies all the time; competitive advantage is dead; agility is a substitute for strategy; and you need a digital strategy.

There are lies, there are big lies, and then there are myths. And myths are the worst of the three.

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5 Ways to Focus Your Energy During a Work Crunch - Harvard Business Review

Work invariably ebbs and flows, cycling between steady states, where we feel more in control of the pace and workload, and peak periods, where the work crunch hits us hard. Maintaining focus and managing energy levels become critical as tasks pile onto an already full load. When you’re in your next work crunch, there are a few things you can do to focus and manage your energy more productively. First, acknowledge that you’re experiencing a work crunch. Observe and label the emotions you’re feeling, such as “pressure” or “stress.” Don’t fall into a victim mentality. Bring greater vigilance to assessing your priorities, making tough trade-offs, and incorporating self-care where you can. Communicate with your colleagues and loved ones about the pressure you’re feeling. Consider how you can renegotiate deadlines, set tighter boundaries, or ask for more support during this time.

Work invariably ebbs and flows, cycling between steady states, where we feel more in control of the pace and workload, and peak periods, where the work crunch hits us hard. Unexpected setbacks, project sprints, or even vacations and holidays can create mayhem and tension. Maintaining focus and managing energy levels become critical as tasks pile onto an already full load. When you’re in your next work crunch, there are a few things you can do to focus and manage your energy more productively:

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Why Visionary Leadership Fails - Harvard Business Review

Visionary leadership is widely seen as key to strategic change. That’s because visionary leadership does not just set the strategic direction — it tells a story about why the change is worth pursuing and inspires people to embrace the change. But research finds that the positive impact of visionary leadership breaks down when middle managers aren’t aligned with top management’s strategic vision. This can cause strategic change efforts to slow down or even fail. When middle managers were aligned with top management’s strategic vision, things played out as the widespread view of visionary leadership would suggest: the more these managers engaged in visionary leadership (by communicating their vision for the future and articulating where they wanted their team to be in five years,) the greater the shared understanding of strategy in their team, and the more the team was committed to strategy execution. For managers that were misaligned with the company strategy, however, there was a dark side of visionary leadership became evident. The more these misaligned managers displayed visionary leadership, the less strategic alignment and commitment were observed among their teams.

Visionary leadership is widely seen as key to strategic change. That’s because visionary leadership does not just set the strategic direction — it tells a story about why the change is worth pursuing and inspires people to embrace the change. Not surprisingly, then, science and practice have a very positive view of visionary leadership as a critical leadership competency.

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