Overview Confidence in an organization is more than just a spirit of "We can do it. In turn, winning breeds greater confidence and raises the company to an even higher level. Building organizational confidence, especially in turnaround situations where organizations have been on losing streaks, is the work of leaders. Leaders must instill confidence by combining short-term "bold strokes" to quickly mobilize the organization, with initiating a "long march" that changes systems and habits. Leaders must start by building credibility and confidence in the organization through small wins.
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Drawing on more than interviews with leaders in business, sports and politics, Kanter cogently explains the role confidence plays in the performance of institutions and individuals. Losing streaks are often created and then perpetuated when people lose confidence in their leaders and systems, while winning streaks are fueled by confident people who are secure in their own abilities and the ability of their leaders.
Winning streaks are characterized by continuity and continued investment, Kanter argues, while losing streaks are marked by disruption and a lack of investment that typically give way to a self-fulfilling prophecy of failure. Combining theory with practical advice, Kanter details how losing organizations can instill accountability, collaboration and initiative—Kanter's three pillars of confidence—to help start a turnaround. She illustrates her ideas with a number of real-world examples, among them how the new owner of the Philadelphia Eagles stopped the team's chronic losing ways and built a winning organization.
Kanter, a professor at the Harvard Business School and author of numerous books including Men and Women of the Corporation , delivers valuable insights on the importance of confidence to success and on how organizations can create practices that build that much needed asset. During the Covid crisis, Publishers Weekly is providing free digital access to our magazine, archive, and website.
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CONFIDENCE: How Winning Streaks and Losing Streaks Begin and End
One difference between winners and losers is how they handle losing. Even for the best companies and most-accomplished professionals, long track records of success are punctuated by slips, slides, and mini-turnarounds. Even the team that wins the game might make mistakes, fumble, and lag behind for part of it. Troubles are ubiquitous.
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Confidence: How Winning Streaks and Losing Streaks Begin and End
Drawing on more than interviews with leaders in business, sports and politics, Kanter cogently explains the role confidence plays in the performance of institutions and individuals. Losing streaks are often created and then perpetuated when people lose confidence in their leaders and systems, while winning streaks are fueled by confident people who are secure in their own abilities and the ability of their leaders. Winning streaks are characterized by continuity and continued investment, Kanter argues, while losing streaks are marked by disruption and a lack of investment that typically give way to a self-fulfilling prophecy of failure. Combining theory with practical advice, Kanter details how losing organizations can instill accountability, collaboration and initiative—Kanter's three pillars of confidence—to help start a turnaround. She illustrates her ideas with a number of real-world examples, among them how the new owner of the Philadelphia Eagles stopped the team's chronic losing ways and built a winning organization. Kanter, a professor at the Harvard Business School and author of numerous books including Men and Women of the Corporation , delivers valuable insights on the importance of confidence to success and on how organizations can create practices that build that much needed asset.
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How Leaders Create Winning Streaks
Rosabeth Moss Kanter. Whatever we select for our library has to excel in one or the other of these two core criteria:. We rate each piece of content on a scale of 1—10 with regard to these two core criteria. Our rating helps you sort the titles on your reading list from adequate 5 to brilliant Here's what the ratings mean:. Innovative — You can expect some truly fresh ideas and insights on brand-new products or trends.
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Confidence
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