Perspectives on Bob's Books

What's Holding You Back?

"A must read for both emerging and established executives! Bob Herbold provides ten clear guidelines that will enable managers to become strong, proactive leaders."

- J.Lechleiter, retired Chairman, President and CEO of Eli Lilly & Company

Seduced By Success

"Bob Herbold gets to the heart of why successful organizations and individuals often go into a tail-spin, and how this can be avoided. His thorough reviews of specific companies we all know make this a very useful book, and I highly recommend it."

- Indra K. Nooyi, Chairperson & CEO, PepsiCo, Inc.

The Fiefdom Syndrome

"Turf wars and bureaucracy can undermine even the strongest corporate strategies. Drawing on lessons learned throughout his distinguished career, Bob describes innovative and practical ways to tackle this pervasive problem."

- Bill Gates, Co-Founder, Microsoft Corporation and Co-Founder, Bill & Melinda Gates Foundation

Bob's Gutsy Leadership Blog

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Bob regularly writes blog posts and articles with his areas of focus being leadership, organizational effectiveness. Below you will find the titles and hot-links of his most recent efforts:

Learn from Amazon: Talent Is Critical

Amazon is paranoid about hiring and developing top talent! For example, it has hired 97 MBA’s from MIT over the past 5 years, more than twice any other tech company. Stepping back, given the amazing speed of change in most industries today, it is clear that having top talent is a necessity. Hence, the subject of spotting such individuals at a very early stage and acquiring that talent for your organization should be a very high priority task.

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GE Leadership: Seduced by Success

Seventeen years ago, in November 2000, GE named a new CEO. GE had just completed a highly successful ten-year period where the stock price went from $5/share to $55/share. The person who got the job was highly regarded by everyone, and given the enormous success of GE, he was obviously very positive and confident about the future.

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The Ousted Uber CEO: Determining Trustworthiness is Hard!

A lot has been written recently about the ousted co-founder and CEO of Uber who has tried to get his job back. He had been fired by the board of directors because, after the company was hit with crisis after crisis, virtually all CEO-induced, they had finally lost trust in this individual. The list of those damaging incidents had grown significantly over the past eighteen months. For perspective, that list includes allegations of gender discrimination, encouraging Uber drivers to use a software tool to confuse competition, stealing self-driving car secrets from a competitor, and an investigation by the Department of Justice into Uber’s business practices. Why didn’t the board of Uber see this coming a long time ago?

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