Badaracco Joseph L., Jr. - Leading Quietly. An Unorthodox Guide To Doing The Right Thing.pdf
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Leading Quietly
Joseph L. Badaracco, Jr.
HARVARD BUSINESS SCHOOL
PRESS
An Unorthodox Guide to
Doing the Right Thing
Quietly
Joseph L. Badaracco, Jr.
HARVARD BUSINESS SCHOOL PRESS
Boston, Massachusetts
Leading
Copyright 2002 Joseph L. Badaracco, Jr.
All rights reserved
Printed in the United States of America
0605040302 54321
Requests for permission to use or reproduce material from this book should be
directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business
School Publishing, 60 Harvard Way, Boston, Massachusetts 02163.
Library of Congress Cataloging-in-Publication Data
Badaracco, Joseph.
Leading quietly : an unorthodox guide to doing the right thing / Joseph L. Badaracco.
p. cm.
Includes bibliographical references and index.
ISBN 1-57851-487-8 (alk. paper)
1. Leadership. I. Title.
HD
57.7
.B332 2002
658.4'092—dc21
2001043092
The paper used in this publication meets the requirements of the American National
Standard for Permanence of Paper for Publications and Documents in Libraries and
Archives Z39.48-1992.
Contents
Introduction
1
ONE
Don’t Kid Yourself 11
TWO
Trust Mixed Motives 33
THREE
Buy a Little Time 53
FOUR
Invest Wisely 71
FIVE
Drill Down 91
SIX
Bend the Rules 111
SEVEN
Nudge, Test, and Escalate Gradually 127
EIGHT
Craft a Compromise 147
NIN
E
Three Quiet Virtues 169
Appendix: A Note on Sources
181
Notes
189
Acknowledgments
193
Index
195
About the Author
201
Introduction
EVERY PROFESSION
and walk of life has its great figures, leaders,
and heroes. Think of the men and women who create or transform
major companies, the political leaders who reshape society, the
firefighters who risk their lives to save others. We exalt these indi-
viduals as role models and celebrate their achievements. They rep-
resent, we feel, the true model of leadership.
But do they really? I ask this because, over the course of a
career spent studying management and leadership, I have observed
that the most effective leaders are rarely public heroes. These men
and women aren’t high-profile champions of causes, and don’t
want to be. They don’t spearhead ethical crusades. They move
patiently, carefully, and incrementally. They do what is right—for
their organizations, for the people around them, and for them-
selves—inconspicuously and without casualties.
I have come to call these people
quiet leaders
because their
modesty and restraint are in large measure responsible for their
1
E
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