The authors argue that great leaders running large corporations are ‘friction fixers’: they eliminate ‘bad’ friction and at the same time harness the much needed ‘good’ friction to build better organisations. As ‘friction fixers’, leaders master the art of understanding why and when a friction is destructive or useful, and make ‘right things easier to do’ and the ‘wrong things harder’. ‘Bad’ friction is highly underrated and least understood. Why good frictionContrary to ‘bad friction’, ‘good’ friction is absolutely essential; where one has to make things harder or impossible to do. Anecdotes galoreThe book provides a series of anecdotes on how great leaders manage ‘bad’ friction while deepening the ‘good friction’; perfectly balancing such activities and tread nicely on such a tight rope!

Source: The Hindu October 20, 2024 17:17 UTC