Currently a Professor of Leadership and Strategy at Hult, I’ve been on the faculties of other top business schools, and an executive officer of a NASDAQ company. I’ve led “new to the world” technology projects and advised CXOs of global companies. These experiences convinced me that poor leadership is the biggest reason organizational initiatives fail. Two decades ago, I switched from being a technology scholar; I began researching leadership and writing for practitioners, not academics. My first book was on a 2009 “best business books” list. This one is in Sloan Management Review’s Management on the Cutting Edge series—books that its editors believe will influence executive behavior.
I wrote...
Leading in the Digital World: How to Foster Creativity, Collaboration, and Inclusivity
My book is about leadership in the 21st century. Consider one (of several) reasons why leadership is neither timeless nor universal. Today’s digital technologies distribute work over time and across geography. So, leaders must bring together diverse peoples, not just those who are like themselves. Leadership norms formulated in the mid-20th century when only some men could be leaders don’t address this reality of broader distribution of power among women and people of other ethnicities and backgrounds.
The book’s insights from global leaders, stories from leading-edge companies, and peer-reviewed research led to a Publishers Weekly review that said, “Among the welter of books … Mukherjee's swiftly executed, neatly encapsulated view of digital changes' impact on business is specifically focused enough to deliver value.”
To the best of my recollection, the word ‘leadership’ doesn’t appear in this book.
Yet, since I first encountered it in a Harvard Business School doctoral seminar on leadership—and ignored numerous assignments because I couldn’t put it down—I have recommended it to countless professionals.
Too often, leadership is presented as a disembodied (cap)ability, unmoored from its organizational context.
Philosopher Hofstadter and computer scientist Dennett’s remarkable collection of articles includes both fairy tales (yes!) and Alan Turing’s essay defining artificial intelligence. Collectively, they explore not just the “self and soul” in the sub-title but also how humans interact with organizations and technology.
This book taught me leadership isn’t about being a puppeteer. Each of the newest developments in artificial intelligence has reminded me that I must re-read this book.
With contributions from Jorge Luis Borges, Richard Dawkins, John Searle, and Robert Nozick, The Mind's I explores the meaning of self and consciousness through the perspectives of literature, artificial intelligence, psychology, and other disciplines. In selections that range from fiction to scientific speculations about thinking machines, artificial intelligence, and the nature of the brain, Hofstadter and Dennett present a variety of conflicting visions of the self and the soul as explored through the writings of some of the twentieth century's most renowned thinkers.
Regardless of all else they do, leaders make decisions.
This book analyzes the October 1962 crisis that almost caused a nuclear war. Entwining theory and empirical evidence, it dissects decision-making at three levels. The first is the style books and movies adopt: “This great man saved…” (Isn’t it almost always about men?).
Noting this approach’s flaws, it retells the story discussing why processes in organizations (like the different branches of the government—or companies) “see” “reality” in ways that preclude sharp changes in desired outcomes.
Finally, it addresses how and why negotiation and politics shape outcomes, and why a leader’s ability to persuade is vitally important.
If you’ve ever wondered why even “good” leaders ignore “obvious” facts, or make decisions that have predictably terrible consequences, read this book.
One of the most influental political science works written in the post World War II era, the original edition of Essence of Decision is a unique and fascinating examination of the pivotal event of the cold Cold War. Not simply revised, but completely re-written, the Second Edition of this classic text is a fresh reinterpretation of the theories and events surrounding the Cuban Missle Crisis, incorporating all new information from the Kennedy tapes and recently declassified Soviet files. Essence of Decision Second Edition, is a vivid look at decision-making under pressure and is the only single volume work that attempts…
Read this book if you say, “Let’s find a win-win solution.”
Sadly, most aspiring leaders misuse and abuse the term “win-win.” Instead of considering it a strategic option that should be thoughtfully applied, they treat it as a moral virtue. They then espouse win-win while striving for what I call “win-no-lose”—the hope that “we” win but “they” don’t realize they lost.
This makes building coalitions and collaborating terribly difficult precisely at the time in history when we desperately need to do these well. The book is full of surprising insights (like why turning the other cheek—advocated by most religions—doesn’t work).
It also teaches (aspiring) leaders how a critical mass of people who believe in cooperation can transform their organizations even if their peers don’t agree with them.
This widely praised and much-discussed book explores how cooperation can emerge in a world of self-seeking egoistswhether superpowers, businesses, or individualswhen there is no central authority to police their actions..
I often pose a simple thought experiment: “How many renowned 20th century CEOs created something new to the world? Now, how may renowned 21st century CEOs haven’t done so?”
The answer, in both cases, is near zero. Our organizations are moving from being productivity-focused (doing more with less) to creativity-focused (giving form to something that doesn’t exist). Most managers and aspiring leaders are clueless about this profound change even though they will probably fail if they don’t make this shift.
Roberto argues that six flawed beliefs—such as in benchmarking and in focused execution—preclude creativity and provides tools to help reinvent moribund organizations.
Tear down the obstacles to creative innovation in your organization
Unlocking Creativity is an exploration of the creative process and how organizations can clear the way for innovation. In many organizations, creative individuals face stubborn resistance to new ideas. Managers and executives oftentimes reject innovation and unconventional approaches due to misplaced allegiance to the status quo. Questioning established practices or challenging prevailing sentiments is frequently met with stiff resistance. In this climate of stifled creativity and inflexible adherence to conventional wisdom, potentially game-changing ideas are dismissed outright. Senior leaders claim to value creativity, yet often lack the knowledge to provide…
On spotting an unidentifiable object on the African Savanna, a human ancestor would have been better off assuming it was a cheetah and escaping.
The alternative—staying in place while pondering whether it was merely a rock—could have killed him. Nobel Laurette Kahneman’s easy-to-read bestselling book argues that unsurprisingly, the modern human brain has evolved to “think fast” most of the time (“System 1”).
However, to make sense of the Volatile, Uncertain, Complex, and Ambiguous (VUCA) modern world, humans must engage their thoughtful System 2 brains so they can “think slow.”
Aspiring leaders who don’t master these widely accepted ideas from brain science will almost inevitably rely largely on System 1 thinking and make disastrous decisions.
The phenomenal international bestseller - 2 million copies sold - that will change the way you make decisions
'A lifetime's worth of wisdom' Steven D. Levitt, co-author of Freakonomics 'There have been many good books on human rationality and irrationality, but only one masterpiece. That masterpiece is Thinking, Fast and Slow' Financial Times
Why is there more chance we'll believe something if it's in a bold type face? Why are judges more likely to deny parole before lunch? Why do we assume a good-looking person will be more competent? The answer lies in the two ways we make choices: fast,…
Two women, a century apart, seek to rebuild their lives after leaving their homelands. Arriving in tropical Singapore, they find romance, but also find they haven’t left behind the dangers that caused them to flee.
Haunted by the specter of terrorism after 9/11, Aislinn Givens leaves her New York career and joins her husband in Southeast Asia when he takes a job there. She acquires several paintings by a colonial-era British artist that she believes are a warning.
The artist, Elizabeth Pennington, tells her own tumultuous story through diary entries that end when World War I reaches the colony with catastrophic results. In the present, Aislinn and her husband learn that terrorism takes many shapes when they are ensnared by local political upheaval and corruption.
"Aislinn Givens leaves a settled life in Manhattan for an unsettled life in Singapore. That painting radiates mystery and longing. So does Clifford Garstang's vivid and simmering novel, The Last Bird of Paradise." –John Dalton, author of Heaven Lake and The Inverted Forest
Two women, nearly a century apart, seek to rebuild their lives when they reluctantly leave their homelands. Arriving in Singapore, they find romance in a tropical paradise, but also find they haven't left behind the dangers that caused them to flee.
In the aftermath of 9/11 and haunted by the specter of terrorism, Aislinn Givens leaves her…
