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Mind of a Leader 1
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1.

Fortune and Ability [electronic resource]

In the first chapter of The Prince Machiavelli discusses the difference between gaining territory through inheritance and gaining it through skill. This program addresses the combination of luck, talent, and hard work needed to rise to the top of an organization. With music producer Tony Visonti (U2, David Bowie), who believes that leadership qualities are inborn but can also be learned, and Poul Nyrup Rasmussen, Mads Øvlisen, Nicolas Winding Refn, Bengt Baron, Björn Borg, Franz Beckenbauer, Marc Soustrot, Philip Kotler, Michael Dukakis, Pat Boone, and Richard Valdemar.
Online
2011
2.

The Successor [electronic resource]

Should a new leader maintain the policies and values of the former head, or is a change of regime the right time to make revisions? Based on the second chapter of The Prince, this program focuses on issues surrounding continuity and innovation in a successful organization. With Jørgen Vig Knudstorp (CEO, the LEGO Group), who says he did not want to deviate from the company's established values when he took over, and Bengt Baron, Dame Anita Roddick, Marc Soustrot, Katie Ford, Steven Hilton, and Lynda Curtis.
Online
2011
3.

External Organizations and Markets [electronic resource]

In Chapter 3 of The Prince Machiavelli says that newly conquered territories pose a unique set of problems, and that it's best for a ruler to reside there himself rather than appoint a governor. This program deals with issues surrounding the penetration of new markets and the pros and cons of establishing a local presence. With marketing guru Philip Kotler, who explains that he favors decentralization because "even if the company is global, all markets are local," and Jørgen Vig Knudstorp, Torben Ballegaard Sørensen, Bengt Baron, Stan Shih, Katie Ford, and Jim Buckmaster.
Online
2011
4.

Organizational Structure [electronic resource]

The fourth chapter of The Prince cites governmental structure as the reason why the Persians, defeated by Alexander the Great, did not revolt after Alexander's death. This program examines different organizational styles in terms of communication, decision making, and accessibility to top management. With Lynda Curtis (executive director, Bellevue Hospital Center), who favors the flat model for day-to-day work but top-down for emergency preparedness, and Poul Nyrup Rasmussen, Jokke, Dame Anita Roddick, John Dunn, Katie Ford, Steven Hilton, Richard Valdemar, Jim Buckmaster, and Bruce Cohen.
Online
2011
5.

Mergers and Acquisitions [electronic resource]

Machiavelli wrote that there are three different ways to deal with a republic that has been living by its own laws: allow it to continue undisturbed, establish a strong presence there, or ruin it. In this program, business leaders discuss strategies for successfully managing a newly acquired company, while acknowledging the difficulty of a smooth transition. With Professor Lars Håkanson (Copenhagen Business School), who advises balancing autonomy with cooperation, and Hans Engell, Jokke, Bengt Baron, and John Dunn.
Online
2011
6.

Readiness, Opportunity, and Action [electronic resource]

Why are some people able to move mountains and build empires, while others never rise above a middling rank? Is it true that "great men got nothing from fortune except opportunity," as the sixth chapter of The Prince states? This program examines the concurrence of luck, opportunity, and sharp business sense that can lead a savvy businessperson to success. With Edward Ashbee (Copenhagen Business School), who stresses the importance of being able to be able to spot trends, and Jørgen Vig Knudstorp, Dame Anita Roddick, Marc Soustrot, Henri Leconte, Stan Shih, Pat Boone, Jim Buckmaster, and Bruce Cohen.
Online
2011
7.

Turning Troubleshooters Into Scapegoats [electronic resource]

The seventh chapter of The Prince addresses scapegoats, advising that a shrewd leader will have a proxy carry out unpopular reforms. This program discusses the deliberate use of scapegoats in the business world - is it an outmoded practice or a brutal necessity? With movie producer Bruce Cohen (Milk, American Beauty), who feels this sort of subterfuge is impossible to carry off in the age of free information and multi-forwarded emails, and Hans Engell, Jokke, John Dunn, Lars Håkanson, and Philip Kotler.
Online
2011
8.

Carrying Out Good and Bad Initiatives [electronic resource]

In the eighth chapter of The Prince, Machiavelli discusses taking power through criminal means, saying that the new leader, regardless of how he gained the throne, must then act for the public good - except in the case of benefits, which should be offered sparingly. In this program, successful executives comment on the best way to carry out new initiatives. With Professor John Dunn (Cambridge University), who feels that if harm is unavoidable, it's better to impact many people all at once rather than one at a time; and Mads Øvlisen, Bengt Baron, Edward Ashbee, Friedrich Mutter, Lynda Curtis, and Tony Visconti.
Online
2011
9.

Close Relations to All Levels in the Organization [electronic resource]

Based on the ninth chapter of The Prince, which addresses ways to gain the loyalty of the citizens, this program focuses on the relationship a top manager has with people at all levels of employment within the company. How visible should a CEO be, and how accessible? With Dame Anita Roddick (founder, The Body Shop), who subscribes to the theory of lese majesty, or taking authority figures down a notch - even when she herself is the authority in question; and Poul Nyrup Rasmussen, Mads Øvlisen, Nicolas Winding Refn, Bengt Baron, Marc Soustrot, Michael Dukakis, Steven Hilton, Lynda Curtis, and Richard Valdemar.
Online
2011
10.

Scare Campaigns [electronic resource]

A powerful prince can control his subjects by alarming them with stories of the enemy's cruelty, by promising a war will not last long, or by retaliating publicly against outspoken critics, according to chapter 10 of The Prince. This program explores the use of scare tactics and disinformation to manipulate rivals and steer outcomes in business and politics. With filmmaker Michael Moore (Bowling for Columbine, Fahrenheit 9/11), who strongly believes that a well-educated public will not fall for propaganda , and Larry Flynt, Jim Buckmaster, Jokke, Bengt Baron, Edward Ashbee, and Richard Valdemar.
Online
2011
11.

Untouchable Positions and Institutions [electronic resource]

Ecclesiastical principalities are relatively simple to rule because they are bound by strictures so ancient and powerful that no one dares question them - or so says Machiavelli in chapter 11 of The Prince. This program looks at the idea of untouchable corporate mandates and when they should be challenged. With Steven Hilton, who describes the fresh outlook he was able to bring to the philanthropic organization founded by his grandfather due to having worked outside of the nonprofit world before taking over as CEO, and Mads Øvlisen, Hans Engell, John Dunn, and Edward Ashbee.
Online
2011
12.

The Use of Consultants [electronic resource]

If any one attempts to found his state on mercenaries, he will never be secure, as they are disunited, ambitious, and without discipline," says Machiavelli in chapter 12 of The Prince. "A prince should always command the army himself." This program considers the pros and cons of using external consultants instead of in-house staff. With restaurant manager Friedrich Mutter, who says that outsiders employed for certain projects can provide a valuable new perspective, and Jørgen Vig Knudstorp, Dame Anita Roddick, Lars Håkanson, Katie Ford, Larry Flynt, and Jim Buckmaster.
Online
2011
13.

Outsourcing and Strategic Alliances [electronic resource]

Machiavelli warned against enlisting foreign troops, stating in chapter 13 of The Prince that it would ultimately spell defeat for one's own kingdom. This program explores the role of outsourcing and strategic alliances on the path to success - although, despite the risk of aiding potential competitors, modern leaders find more benefit in these practices than did Machiavelli. With LEGO chairman Mads Øvlisen, who envisions companies like his working together "in a galaxy of alliances" that fosters innovation, and Torben Ballegaard Sørensen, Dr. Ulrich Bez, Garry Kasparov, Stan Shih, Richard Valdemar, and Bruce Cohen.
Online
2011
14.

Studying Great Leaders and Staying Alert [electronic resource]

Of all the strategies Machievelli recommended, the one he endorsed above all is to study and emulate the actions of an eminent ruler. This program, based on chapter 14 of The Prince, features leaders from a variety of industries discussing the importance of role models. With entertainer Pat Boone, who admires the way Frank Sinatra appeared so relaxed onstage as the result of hard work behind the scenes, and Torben Ballegaard Sørensen, Nicolas Winding Refn, Bengt Baron, Dame Anita Roddick, Michael Dukakis, Tony Visconti, Mads Øvlisen, and Richard Valdemar.
Online
2011
15.

Popularity and Efficiency [electronic resource]

Can a ruler carry out unpopular initiatives and remain in favor with his subjects? In chapter 15 of The Prince, Machiavelli notes that sometimes, to preserve the kingdom, a ruler must do what needs to be done regardless of public opinion. This program addresses the necessity of making unpopular decisions and the role of personal integrity in having these measures accepted. With Michael Dukakis, who despite his opposition to the death penalty was elected governor by voters who supported it, and Poul Nyrup Rasmussen, Jørgen Vig Knudstorp, Bengt Baron, Dr. Ulrich Bez, Lynda Curtis, and Tony Visconti.
Online
2011
16.

Managing the Expectation of Benefits [electronic resource]

In chapter 16 of The Prince, Machiavelli states that it's good for a ruler to be considered generous, but without careful management of his subjects' expectations, the kingdom could soon run out of funds. This program examines issues of generosity, employee motivation, and financial realities that leaders must face when administering monetary and other benefits. With Acer founder Stan Shih, whose crew got low salaries but could still earn performance bonuses when Acer was struggling to get off the ground, and Jørgen Vig Knudstorp, John Dunn, Lynda Curtis, Jim Buckmaster, and Bruce Cohen.
Online
2011
17.

Management by Fear [electronic resource]

Is it better for a leader to be loved or to be feared? In chapter 17 of The Prince, Machiavelli, perhaps not surprisingly, deems "cruelty" preferable to "mercy" simply because it's safer, but he does warn against taking cruelty too far. In this program, successful leaders offer a range of opinions about Machiavelli's advice. With publisher Larry Flynt (Hustler), who feels an atmosphere of intimidation will not yield the most productive workers, and Jan Carlzon, Mads Øvlisen, Dame Anita Roddick, John Dunn, Stan Shih, Steven Hilton, Richard Valdemar, and Bruce Cohen.
Online
2011
18.

Personal Appearance [electronic resource]

Men judge more by the eye than by the hand," says Machiavelli in chapter 18 of The Prince. This program examines the role of charisma and personal appearance in 21st-century leadership, touching on likeability, spin, and public image. With crime expert Richard Valdemar, who notes that the most successful drug dealers wear business suits instead of track suits and flashy jewelry, and Franz Beckenbauer, Philip Kotler, Katie Ford, Michael Dukakis, Steven Hilton, Nicolas Winding Refn, Bengt Baron, Edward Ashbee, Dr. Ulrich Bez, Lars Håkanson, and Tony Visconti.
Online
2011
19.

Delivering Good and Bad News [electronic resource]

According to chapter 19 of The Prince, one way a ruler can avoid being hated is to delegate the task of making unpopular proclamations. This program explores the use of communication as a leadership tool, considering whether it's possible to stay in favor by timing the distribution of good news. With Danish politician Hans Engell, who comments on the practice of some governments of only issuing positive press releases, and Franz Beckenbauer, Dame Anita Roddick, John Dunn, Edward Ashbee, Lynda Curtis, Jim Buckmaster, and Bruce Cohen.
Online
2011
20.

Those Who Supported the Former Ruler [electronic resource]

Chapter 20 of The Prince says that when a ruler acquires new territory, he should strip its inhabitants of their weapons, except the citizens who are aligned with the conquering regime. This program takes on a controversial topic: should the reliability of those who supported a previous administration be questioned? With Jan Carlzon (former CEO, Scandinavian Airlines), who explains why he replaced most of top management when he took over as CEO of SAS, and Michael Dukakis, Marc Soustrot, Edward Ashbee, Lars Håkanson, Lynda Curtis, and Richard Valdemar.
Online
2011