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The 3 Imperatives of Becoming a Great Leader

What You Will Learn

  • Managing Yourself — Begins with who you are and how others perceive you. Managing yourself requires dealing with multiple paradoxes. It is a transformative and influential role which should focus less on authority and friendship with your team and others in the organization and more on trust in your competence and character.
  • Managing Your Network — Begins with the need to work effectively in political environments without becoming enmeshed or controlled by them. Learn to influence with integrity and the understanding of the political realities of organizational life. Build 3 networks: operational, strategic and developmental of critical people you must work with and whose help you need.

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  • Managing Your Team — Begins with defining the future, clarity about how your team works (systems), its norms, values and standards. Manage both the team and the individuals in the team. Every day is a new opportunity to establish your ability to lead your team.

About the Presenter

Linda A. HillLinda A. Hill Ph.D., is the Wallace Brett Donham Professor of Business Administration at the Harvard Business School. She is the faculty chair of the Leadership Initiative and has chaired numerous HBS Executive Education programs, including the Young Presidents' Organization Presidents' Seminar and the High Potentials Leadership Program. She is the coauthor with Kent Lineback of Being the Boss: The 3 Imperatives of Becoming a Great Leader and Breakthrough Leadership, a blended cohort-based program that helps organizations transform midlevel managers into more effective leaders. She is also the author of Becoming a Manager: How New Managers Master the Challenges of Leadership (2nd Edition). In 2014, Professor Hill coauthored a book entitled Collective Genius: The Art and Practice of Leading Innovation.

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