
The Harvard Business Review Leader's Handbook distills elite leadership wisdom into six essential practices. Used by global executives across industries, this practical guide answers the question: Why do some leaders inspire extraordinary results while others merely manage? Discover the intentional decisions that transform good managers into legendary leaders.
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A troubling statistic haunts corporate boardrooms: 60% of newly promoted executives fail within eighteen months. Not because they lack intelligence or work ethic, but because they've mastered a game that no longer exists. They've climbed the ladder through flawless management-coordinating resources, hitting targets, optimizing processes-only to discover that leadership demands something entirely different. It's the professional equivalent of training for chess only to find yourself in a boxing ring. The Harvard Business Review Leader's Handbook emerged from this painful gap, offering not abstract theory but a practical framework that's reshaped leadership development at Microsoft, where implementation cut executive turnover by 23%. What makes this approach revolutionary? It treats leadership not as an innate gift bestowed upon the chosen few, but as a learnable craft-a set of practices anyone can master through deliberate effort and real-world application. Here's the fundamental shift: management coordinates people to accomplish objectives, while leadership develops people through accomplishing objectives. It's the difference between addition and multiplication. When Anne Mulcahy inherited a dying Xerox, she didn't just manage the financial crisis-she created a vision so compelling that employees fought to save a company many had written off. That's leadership's unique power: inspiring people to achieve what they believed impossible. This isn't semantic hairsplitting. The distinction matters because leadership creates exponential rather than incremental impact. Yet here's the paradox: you can't skip management fundamentals. The most effective leaders master operational excellence while adding something more-practices that multiply their impact across the organization. Think of it as building a second engine while the first one runs. The handbook identifies six interdependent practices: building unifying vision, developing strategy, assembling great teams, focusing on results, fostering innovation, and leading yourself. These aren't sequential steps but instruments in an orchestra-each must be played well individually, but their power emerges from how they harmonize.