Harvard Business Review

MAY 23, 2014

Hence much of the management world operates under the illusion that employees are generally ethical, and that bad apples are not only an exception but also easy to detect. Unless we do so, immoral behaviors will remain the “silent killer” of individual careers and organizational effectiveness.

Management 15

Management 360-Degree Feedback Ethics Morale 15

Harvard Business Review

FEBRUARY 25, 2014

In reviewing several thousand 360-degree feedback surveys we found that both women and their managers cite political savvy as an ongoing development need for women. Politically speaking, operating in “survival mode” can leave us isolated. It’s not possible to opt out of office politics.

Politics 11

Politics 360-Degree Feedback Skills Seminar 11

Harvard Business Review

DECEMBER 15, 2017

Rather, we suggest a different approach: carving out a career path for younger physicians with leadership potential and creating a well-designed development pipeline so doctors emerge able to effectively lead large organizations of medical providers. The CMO should not be part of the dyad model. The CMO should not be part of the dyad model.

Training 15

Training Health Care Management Long-term 15

Harvard Business Review

MAY 16, 2014

But let’s say you are growing geographically and are struggling to hire enough people who align with your culture and expectations; or you have recently acquired another company and need to bring their leaders into your fold; or you are hiring a lot of people at mid-career who have not had the advantage of going through a formal entry-level program.

Training 9

Training 360-Degree Feedback Participative Human Resources 9

Harvard Business Review

JULY 6, 2017

They were more likely to operate based on black-and-white ideals, such as, “There is one best idea that should prevail” or “I am running a pure meritocracy.” The thirties are often characterized by intense activity to establish the foundation for a successful career; this involves mastering rules that win approval.

Execution 15

Execution 360-Degree Feedback Executive Coaching Sample 15

Harvard Business Review

JUNE 11, 2014

Another endorsed “willingness to learn and adapt to changing environments,” and a third urged “adaptability, the ability to operate in multi-cultural environments and the openness to learn.” Several respondents advocated a “strong and diverse network” and openness to 360-degree feedback—that is, not just feedback from supervisors.

360-Degree Feedback 10

360-Degree Feedback Self-aware Mentor Consultative 10

Harvard Business Review

MARCH 23, 2016

We collected these ratings from their 360-degree feedback surveys.) For all the talk about how important diversity is within organizations, white and male executives aren’t rewarded, career-wise, for engaging in diversity-valuing behavior, and nonwhite and female executives actually get punished for it.

Diversity 8

Diversity 360-Degree Feedback Survey Participative 8

Harvard Business Review

JANUARY 14, 2015

We’ve observed time and again in 360-degree feedback surveys that women executives believe politics present a particular dilemma for them. On the other, they acknowledge that it’s all but impossible to operate above the political fray. This type of peer advocacy is a win-win proposition.

Politics 8

Politics Strategy 360-Degree Feedback Mentor 8