More from the Author

• Case | HBS Case Collection | August 2016 (Revised March 2019)

  Tom Kalil: Leading Technology & Innovation at the White House

  Linda A. Hill and Allison J. Wigen

  This case explores the role of Tom Kalil as Deputy Director for Technology & Innovation at the White House Office of Science and Technology Policy. With the end of President Obama's Administration drawing near, Kalil and his team of "policy entrepreneurs" must work to build an ecosystem of individuals and organizations both inside and outside the Federal government, if they hope to see their science & technology initiatives continue into the next Administration. The case allows for discussion of the following: leading innovation ecosystems, building public-private and public-public collaborations, leading system innovation, talent management and development, and public sector innovation.

  Keywords: innovation; Innovation Leadership; government innovation; talent management; collaboration; policy-making; Public sector management; leadership and managing people; Public-Private Partnerships; Ecosystems; science and technology studies; public entrepreneurship; Business and Government; Entrepreneurship; Government and Politics; Leadership; Networks; Partners and Partnerships; Science; Technology; Technology Industry; North and Central America; United States; District of Columbia;

  Citation:

  Hill, Linda A., and Allison J. Wigen. "Tom Kalil: Leading Technology & Innovation at the White House." Harvard Business School Case 417-021, August 2016. (Revised March 2019.)  View Details

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• Book | 2019

  Becoming a Manager: How New Managers Master the Challenges of Leadership

  Linda A. Hill

  In your career, or anyone's, there is one transition that stands out as the most crucial—going from individual contributor to competent manager.
  
  New managers have to learn how to lead others rather than do the work themselves, to win trust and respect, to motivate, and to strike the right balance between delegation and control. Many fail to make the transition successfully.
  
  In this book, I trace the experiences of 19 new managers over the course of their first year in the role. I reveal the complexity of the transition, highlighting the expectations of these managers, their subordinates, and their superiors. I hear the new managers describe how they reframed their understanding of their roles and responsibilities, how they learned to build effective cross-functional work relationships, how and when they used individual and organizational resources, and how they learned to cope with the inevitable stresses of leadership.
  
  I show that becoming a manager is a profound psychological adjustment—a true transformation—as well as a continuous process of learning from experience.

  Keywords: Management; Leadership; Leadership Development; Management Skills; Learning;

  Citation:

  Hill, Linda A. Becoming a Manager: How New Managers Master the Challenges of Leadership. 4th ed., Boston: Harvard Business Review Press, 2019.  View Details

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• Case | HBS Case Collection | November 1993 (Revised September 2018)

  Rudi Gassner and the Executive Committee of BMG International (A)

  Linda Hill and Katherine Seger Weber

  Explores the roles of CEO Rudi Gassner and the 9-person executive committee in leading BMG International. BMG International is the international music subsidiary of Bertlesmann, a German company that is the second-largest media conglomerate in the world. Describes a 1993 decision that Gassner and the executive committee must make about whether or not to change managers' business plans and bonus targets as a result of a newly negotiate reduced manufacturing cost. Allows for discussion of a number of timely and important issues: 1) the complexities of managing and growing a large global business; 2) the tensions between centralized corporate control and decentralized local management in a global organization; 3) the impact of leadership style on corporate culture and performance; 4) the challenges of leading a senior mangement team; and 5) the final decision by CEO Rudi Gassner and the subsequent actions taken by the members of the executive committee.

  Keywords: Managerial Roles; Management Teams; Decision Making; Business Plan; Growth and Development Strategy; Global Strategy; Leadership Style; Organizational Culture; Business Subsidiaries; Business Conglomerates; Cost Management; Change Management; Music Industry; Media and Broadcasting Industry; Germany;

  Citation:

  Hill, Linda, and Katherine Seger Weber. "Rudi Gassner and the Executive Committee of BMG International (A)." Harvard Business School Case 494-055, November 1993. (Revised September 2018.)  View Details

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