Harvard Business Review - 2007.01.pdf

48 Becoming the BossLinda A.Hill 58 Courage as a SkillKathleen K.Reardon 66 The CEOs Second ActDavid A.Nadler 76 Firing Back:How Great Leaders Rebound After Career DisastersJeffrey A.Sonnenfeld and Andrew J.Ward 86 What to Ask the Person in the MirrorRobert S.Kaplan 15PERSPECTIVESMoments of Truth:Global Executives Talk About the Challenges That Shaped Them as Leaders27HBR CASE STUDYThe Very Model of a Modern Senior Manager Mike Morrison 40MANAGING YOURSELFHow Leaders Createand Use Networks Herminia Ibarra and Mark Hunter 96BEST OF HBRLeading Change:Why Transformation Efforts FailJohn P.Kotter 104BEST OF HBRWhen a New Manager Takes ChargeJohn J.Gabarro THE TESTS OF ALEADERSPECIAL ISSUEJanuary 2007www.hbr.orgOur designers got the seven-year itch.2006 BMW of North America,LLC.The BMW name and logo are registered trademarks.SAV and Sports Activity Vehicle are the registered trademarks for BMW light trucks.Introducing the all-new BMW X5.When we unveiled the original X5,it wasnt just a new vehicle,it was a new category:the Sports Activity Vehicle.Meticulously designed to deliver pure performance and total refi nement at once.Today wevetaken the X5 to an even higher level.With advancements like a new optional third row seat,deftly adding more room inside And scratch they BMW 2007The all-new X5 4.8iwithout sacrifi cing overall effi ciency.Which is why the all-new X5 is far from a typical people mover.And with artfully sculpted exterior lines and sophisticated new trim and interior options,including rich Napa leather,its a masterful mix of function and form.The all-new BMW X5:weve expanded on a great BMW 2007The all-new X5 4.8iCover Art:Chris Windsor/Getty Images48Becoming the BossLinda A.HillThe experience of becoming a boss for the first time leaves an indelible marksome might call it a scaron the psyche.But the transition to new manager doesnt have to be quite so painful.58Courage as a SkillKathleen K.ReardonCourage in business is rarely impulsive;rather,it resultsfrom careful deliberation and preparation.The“courage calculation,”consisting of six decision-making processesthat can be refined over time,helps managers make bold moves that will lead to success while averting career suicide.66The CEOs Second ActDavid A.NadlerA new CEOs brilliance can fade quickly once he or she hassolved the companys immediate problems and the next set of challenges comes along.A chief executives Act II requires a lot less swashbuckling and a lot more humility.76Firing Back:How Great Leaders Rebound After Career Disasters Jeffrey A.Sonnenfeld and Andrew J.Ward Stunning recovery is possible from even the most catastrophic of setbacks.Michael Milken,Martha Stewart,Home Depots Bernie Marcus,Bank Ones Jamie Dimon,and others came back from the depths by following thepath of the universal hero.86What to Ask the Person in the Mirror Robert S.KaplanNo matter how talented and successful you are,you willmake mistakes.But the higher up the ladder you go,thefewer people there are to tell you when youve made a mis-step.To assess your performance,you should periodicallyask yourself a series of pointed questions.continued on page 4JANUARY 2007Features867658662Harvard Business Review|January 2007|hbr.org486COMPANY INDEX8FROM THE EDITORAll Eyes on YouLeaders are always,in matters great and small,being tested.The way a leader handles a crisis increases his political capital or bankrupts him.Although thetests of a leader are ultimately personal,they affect others,too,because leadershave followers.15PERSPECTIVESMoments of Truth:Global ExecutivesTalk About the Challenges ThatShaped Them as LeadersWhen did you realize you had the rightstuff to lead?HBRs editors ask a widerange of business leaders that questionand get some surprising answers.27HBR CASE STUDYThe Very Model of a Modern Senior ManagerMike MorrisonA leadership crisis at Barker Foods has the executive committee wonderingwhether the company should create acompetency model for senior managers.Is such a framework just what Barkerneeds,or is it an exercise in oversimplifi-cation?With commentary by ReubenMark,Rebecca Ray,George Manderlink,and Dave Ulrich.40MANAGING YOURSELFHow Leaders Create and Use NetworksHerminia Ibarra and Mark HunterOne test of leadership capability iswhether you can leverage social contactsinto business results.You may do a lot ofnetworking,but is it the right kind?74STRATEGIC HUMOR96BEST OF HBRLeading Change:Why Transformation Efforts FailJohn P.KotterCompanies often cope with new,morechallenging environments by making fundamental changes in the way they dobusiness.To succeed,follow these eightcritical steps in the right orderand withplenty of patience.104BEST OF HBRWhen a New Manager Takes ChargeJohn J.GabarroFourteen managers accepted new assignments.At the end of three years,ten had succeeded and four had beenfired.What made the difference?Experi-ence,the situations urgency,managerialstyle,the quality of the managers work-ing relationships,and the level of supportfrom supe