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From the locker room to the living room to the boardroom—how winners become winners . . . and stay that way.
Is success simply a matter of money and talent? Or is there another reason why some people and organizations always land on their feet, while others, equally talented, stumble again and again?
There’s a fundamental principle at work–confidence–that makes the difference between winning and losing in any competition, be it a high school basketball game or a high-stakes business situation. In Confidence, Harvard Business School professor Rosabeth Moss Kanter shows why organizations of all types may be brimming with talent but not be winners. Based on her extraordinary investigation of success and failure in companies such as Continental Airlines and Verizon and sports teams such as the New England Patriots and Philadelphia Eagles, as well as the arenas of education, health care, and politics, Kanter explores a new theory and practice of success and provides people in leadership positions with a prescriptive program for maintaining a winning streak or turning around a downward spiral.
Packed with brilliant, practical ideas, Confidence provides fresh thinking about success in all facets of life—from the factors that can make or break corporations and governments to the keys for successful relationships in the workplace or at home.
- Sales Rank: #32307 in Books
- Model: 1762892
- Published on: 2006-02-28
- Released on: 2006-02-28
- Original language: English
- Number of items: 1
- Dimensions: 7.96" h x .90" w x 5.17" l, .73 pounds
- Binding: Paperback
- 432 pages
Amazon.com Review
Rosabeth Moss Kanter will convince you that the goal of winning is not losing two times in a row. In her view, success and failure are not events, they are self-fulfilling tendencies. "Confidence is the sweet spot between arrogance and despair--consisting of positive expectations for favorable outcomes." says Kanter, a Harvard Business School Professor and author of The Change Masters.
She applies the literature of cognitive psychology (dissonance, explanatory models, learned optimism) to explore the winning and losing streaks of a diverse lineup including the BBC, Gillette, Verizon, Continental Airlines, the Chicago Cubs, and Target. The result is a brilliant anatomy lesson of the big decisions and the small gestures that build and restore confidence.
Three cornerstones are clearly detailed: "Accountability," the actions that involve facing facts without humiliation; "Collaboration," the rituals of respect that create teamwork, and "Initiative/Innovation," the "kaleidoscope thinking" that unlocks energy and creativity. A standout chapter describes how Nelson Mandela created a culture of confidence in South Africa. Some readers may wish for more strategies about positive habits of mind in individuals. Others will search for a quick fix. Instead, Moss Kanter’s in-depth examples and ideas about resilient organizations will become required reading. They add up to a persuasive and informed optimism. --Barbara Mackoff
From Publishers Weekly
Drawing on more than 300 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.
Copyright � Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
From Booklist
Professional gamblers are very aware of the power of winning streaks and losing streaks-- and that elusive attribute that differentiates the two: confidence. Individuals, sports teams, companies, and entire nations create moods so contagious they create self-fulfilling patterns that can persist for decades. When Kanter spoke to leaders of streak-prone organizations, it was consistently the winners that wanted to share their experiences. (It seems no one wants to be slapped with the "loser" label.) But the Chicago Cubs consistently came up as the example of the organization with the most infamous losing streak, and although the players deny that the brand influences them, the constant reminder from media and fans keeps the jinx alive. She also looks at the factors necessary to create a turnaround, where strong leadership is essential, as recently exemplified at Gillette and the Philadelphia Eagles. It's been said that "confidence builds nations" and although this is primarily an examination of self-reinforcing cycles, Kanter shows how we as individuals and groups ultimately have a measure of control over our responses to circumstance. David Siegfried
Copyright � American Library Association. All rights reserved
Most helpful customer reviews
8 of 11 people found the following review helpful.
Take a pass...Nothing new here.
By D. Kanigan
Repetitious. Long-winded. Over-hyped. Over-rated. Disappointing. Read the first 5 pages in book store and redeploy your capital elsewhere.
17 of 17 people found the following review helpful.
"patience" --needed to read this book from begin to end
By j clark
I had great expectations of this book as it started out OK. But soon (within a couple chapters) I realized that the author had run out of new things to say. While there are some non-fiction authors that can captivate and entertain an audience with a single concept (ie... Gladwell w/"Tipping Point/Blink"), this author's writing style seems unusually laborious and repetitive -- languishing in incomprehensible detail. Sad to say, but I think I would have been better off just reading a synopsis of this book.
13 of 13 people found the following review helpful.
This book is boring, tedious, and thoroughly uninspiring
By T. Berarducci
I can't believe the average customer review is greater than 4 stars! This book was a chore to read; I will admit that I could not drag myself throught he entire text. And I mean "text". This book was written like a textbook. I felt I back in college slogging through my required reading. This book was written as if someone did a whole bunch of research (using many different grad students of course), then tried to compile all the data into a book. The problem is, anybody can do that, but few can do that well. The writer loses the reader in all those details, forgeting to stick to the basics, highlight them with interesting examples, and repeat them often. I know she probably thinks she did this, and she did, just not well. I've never seen such an interesting topic made so boring.
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