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Confidence: How Winning Streaks and Losing Streaks Begin and Endby Rosabeth Moss Kanter
Synopses & Reviews
From the boardroom to the locker room to the living room—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—the vital but previously unexamined factor called confidence—that permits unexpected people to achieve high levels of performance through routines that activate talent. Confidence explains:
• Why the University of Connecticut women’s basketball team continues its winning ways even though recent teams lack the talent of their predecessors
• Why some companies are always positively perceived by employees, customers, Wall Street analysts, and the media while others are under a perpetual cloud
• How a company like Gillette or a team like the Chicago Cubs ends a losing streak and breaks out of a circle of doom
• The lessons a politician such as Nelson Mandela, who resisted the temptation to take revenge after being released from prison and assuming power, offers for leaders in both advanced democracies and trouble spots like the Middle East
From the simplest ball games to the most complicated business and political situations, the common element in winning is a basic truth about people: They rise to the occasion when leaders help them gain the confidence to do it.
Confidence is the new theory and practice of success, explaining why success and failure are not mere episodes but self-perpetuating trajectories. Rosabeth Moss Kanter shows why organizations of all types may be brimming with talent but not be winners, and provides people in leadership positions with a practical program for either maintaining a winning streak or turning around a downward spiral.
Confidence is based on an extraordinary investigation of success and failure in companies such as Continental Airlines, Seagate, and Verizon and sports teams such as the University of North Carolina women’s soccer team, New England Patriots, and Philadelphia Eagles, as well as schools, health care, and politics.
Packed with brilliant, practical ideas such as “powerlessness corrupts” and the “timidity of mediocrity,” Confidence provides fresh thinking for perpetuating winning streaks and ending losing streaks 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.
The former editor of Harvard Business Review looks at winning and losing in the business world, arguing that the key to success lies in an organization's character, perseverance, winning tradition, and confidence. 75,000 first printing.
About the Author
ROSABETH MOSS KANTER is the Ernest L. Arbuckle Professor at Harvard Business School. She is the former editor of Harvard Business Review and is an advisor to prominent corporations, governments, school systems, and community organizations, from IBM to the Girl Scouts. Dr. Kanter is the author of such groundbreaking books as Men and Women of the Corporation (winner of the C. Wright Mills Award for the book that best analyzes a social problem), The Change Masters, When Giants Learn to Dance, and Evolve!
Table of Contents
Winners and losers : how confidence grows or erodes — The locker room and the playing field : booms, busts, streaks, and cycles — Winning streaks : the cycle of success — Why winning streaks end — Losing streaks : powerlessness corrupts and other dynamics of decline — Why losing streaks persist — Turnarounds : the art of building confidence — The turnaround challenge — The first stone : facing facts and restoring responsibility — The second stone : cultivating collaboration — The third stone : inspiring initiative — A culture of confidence : leading a nation from despair to hope — Implications and life lessons — Delivering confidence : the work of leaders — Winning streaks, losing streaks, and the game of life.
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