Summary of Higher Ambition
Copyright 2011 TruePoint LLC
Summarized by permission of Harvard Business Review Press
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Concentrating solely on the bottom line may produce short-term results, but it won’t provide the basis for long-term success or contribute to the greater good. Only “higher-ambition leaders” – CEOs who focus on their company’s social contribution as well as its performance – can do both. Professors Michael Beer and Flemming Norrgren, working with co-authors Russell Eisenstat, Nathaniel Foote and Tobias Fredberg, interviewed 36 successful CEOs who exemplify higher-ambition leadership. The authors base their higher-ambition leadership model on these leaders’ principles, processes and behaviors. getAbstract believes the authors hit an innovative chord and fill a gap that MBA programs leave open by concentrating primarily on increasing shareholder value. These tales of determination, vision and courage will help leaders lift their eyes from today’s bottom line and look beyond the horizon.
In this summary, you will learn
- What constitutes “higher-ambition leadership” and
- What five essential leadership disciplines successful HA leaders employ.
About the Authors
Michael Beer is a professor emeritus at Harvard Business School. Flemming Norrgren is Professor of Management at Chalmers University. Beer and Norrgren and their co-authors, Russell Eisenstat, Nathaniel Foote and Tobias Fredberg, are all associated with TruePoint Partners, which funded the research for this book. They all recently founded the nonprofit Center for Higher Ambition Leadership to catalyze global HA leadership and organization development.
Comment on this summary
4 years agoExcellent read with some actionable tips towards developing oneself to be a 'Higher Ambition HA) Leader'.
Contained in Knowledge Pack:
Knowledge PackCorporate Social ResponsibilityHow to make "Doing well by doing good" actually work for your company.
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