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Confidence: How Winning Streaks and Losing Streaks Begin and End

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  • Posted January 29, 2010

    Must read....

    This book is a must read for anyone who is attempting to get an organization out of a losing streak...I have turned around 2-3 businesses by focusing on accountability (performance management), teamwork (see team exercises, i.e. kaizen), and innovation (internal and external)...pretty powerful stuff!

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  • Anonymous

    Posted November 6, 2006

    A professorial look at the key components of confidence

    Why do winning streaks and losing streaks continue in sports, business, politics, education and even in individual personal lives? The answer, according to Harvard University business administration professor Rosabeth Moss Kanter, is 'not in our stars, but in ourselves.' Winners have, and losers lack, a distinct, learnable, positive attitude toward the future, which Kanter boldly sums up in a word: confidence. Drawing on more than 300 interviews with top coaches, business people and other leaders, and using data from two surveys of more than 1,200 companies, Kanter illustrates the keys to confidence with case studies of various organizations, especially some win-from-behind sports teams. While many pearls are hidden at the bottom of her text, be prepared to dive through a murky sea of verbiage to find them. Nevertheless, we recommend it confidently to those who want a (mostly) painless refresher on managerial basics, especially morale building.

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  • Anonymous

    Posted February 19, 2005

    Save your money and your time

    I found this book to be overly repetitive. The book, while it does try to espouse worthy principles of leadership, could have been written with the same effect in 100 pages or less and not wasted the readers time. Furthermore, there is one passage from the book located on page 319 on former New York mayor Rudolph Guliani's performance during 9/11 that I found extremely alarming. It reads as follows: 'Guliani became and remained a hero because of a single episode, but turnarounds require more than immediate crisis-management skills. No controversy dogged Guiliani because his actions provoked no challenges, required no tough choices, and were completed shortly after the crisis event, when he left office. He sent no troops into battle, solved no problems, developed no policies, seeded no innovations. New York City's disaster relief response was effective because teams had already prepared and could spring into action, freeing him to be their cheerleader-in-chief'. Calling Guiliani simply a cheerleader-in-chief, and furthermore saying that he didn't have to make any tough choices and did not solve any problems while leading New York City through one of the worst disasters this country has ever seen proves just how blind Rosabeth Moss Kanter is to real leadership in action. Save your money and your time, there are much better books out there.

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  • Anonymous

    Posted November 29, 2004

    Thorough Look at Leadership Basics to Build Confidence

    There are many leadership books about what the job of leaders is, and there are some excellent books about how optimistic people accomplish more. Confidence is the first book that I have seen that combines both perspectives in to a description of leadership basics to use confidence to accomplish more. The most valuable part of the book is in how to build confidence in a turnaround situation, another subject about which many good books have been written. The book's main strength is found in its many compelling stories of how sports, business, non-profit and government organizations have gotten caught up in vicious cycles of losing confidence, broken those cycles and build virtuous cycles of building confidence and effectiveness. These stories are not only interesting; they are balanced for gender and race as well. You come away with a sense that the book's principles are more than adequately established across a broad range of experiences and backgrounds. I especially enjoyed the rich details behind the headlines of many of these famous stories. In each case, I gained from adding details that I didn't know before even though I was aware of most of the organizational stores involved (I even know some of the people). Those who get lost in the details will be pleased to discover that Professor Kanter summarizes her findings, with references back to the most telling examples in the brief Part III. Leaders help create confidence by setting high standards, being a role model for those standards, and establishing processes to get the job done. The cornerstones of confidence that leaders should use include individual and system accountability, mutual respect, communication, collaboration, initiative, imagination and innovation. In doing these tasks, leaders need to address building confidence among those outside of the organization as well as those inside it. Whenever you find yourself losing your way, stop thinking about what's going wrong and focus on what you must do to ensure that things will go right in the future. This book will be most welcome to those whose organizations are mired down into stalled behavior of attitudes and bad habits that delay progress. With Confidence, they can see what they need to do next to move forward at the right pace and in the right way. Get going! What are you waiting for?

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  • Anonymous

    Posted October 26, 2004

    HURRAH HURRAH

    SHE GETS TO THE ROOT OF WHAT YOU NEED TO BE SUCCESSFUL.READ THIS BOOK AND PUT YOUR HEAD DOWN AND FORGE AHEAD.YOU WILL BE UNSTOPPABLE!A GOOD COMPANION TO OPTIMAL THINKING AND SECOND ACTS

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    Posted June 27, 2010

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    Posted March 7, 2011

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    Posted July 23, 2011

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