Badaracco Joseph L., Jr. - Leading Quietly. An Unorthodox Guide To Doing The Right Thing.pdf - Leader. Manager - pcdoctor03

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

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

Badaracco Joseph L., Jr. - Leading Quietly. An Unorthodox Guide To Doing The Right Thing.pdf

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