7 Lessons for Leading in Crisis

by Bill George
(Jossey-Bass)

Drawing on his in-the-trenches experience and lessons from crisis-tested executives, Professor George shows what leaders must do to become strong and survive any crisis. His seven lessons include Face Reality, Starting with Yourself; Don’t Be Atlas: Get the World off Your Shoulders; Dig Deep for the Root Cause; Get Ready for the Long Haul; Never Waste a Good Crisis; You’re in the Spotlight: Follow True North; and Go on Offense, Focus on Winning Now.

Entrepreneurs, Managers, and Leaders: What the Airline Industry Can Teach Us about Leadership

by Anthony J. Mayo, Nitin Nohria, and Mark Rennella
(Palgrave Macmillan)

This book examines the evolution of leadership through the story of the American airline industry. Early airline entrepreneurs searched for a viable business model in a variety of different concepts. Later, a new breed of managers built a dominant business model, enabling their companies to grow dramatically. After the industry matured, leaders rebuilt and revitalized it. The lessons of airline entrepreneurs, managers, and leaders can be applied to understanding any industry’s evolution.

Negotiauctions: New Dealmaking Strategies for a Competitive Marketplace

by Guhan Subramanian
(W.W. Norton)

Today’s marketplace is filled with business transactions that include elements of both negotiations and auctions, yet the received wisdom on dealmaking treats these two separately. Combining auction theory and negotiation theory, Professor Subramanian explores the common situation in which negotiators are “fighting on two fronts” — across the table but also on the same side of the table with competitors. This is a guide for all involved in buying or selling everything from cars to corporations.

Reorganize for Resilience: Putting Customers at the Center of Your Business

by Ranjay Gulati
(Harvard Business Press)

Many companies claim to be customer-driven, but their customers find it difficult to reach someone who can actually help them. The problem is usually not one of strategy but of execution. Professor Gulati states that managers have figured out what consumers want and what their company should offer but are only now appreciating the huge institutional barriers that prevent them from delivering. He offers a practical process by which companies can overcome the organizational obstacles to implementing marketing strategies. Survival depends on resilience: staying one step ahead of your customers.

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