Harvard Business Review

JUNE 10, 2013

It provides a cost effective and low-risk way to engage with mid-career professionals seeking to return to work. (I When I returned to work at an investment firm at age 42, after 11 years out of the full-time workforce, I was the grandmother of the operation. I wrote about this trend in the November 2012 issue of HBR.)

Career 9

Career Learning Curve Middle Management Reference 9

Harvard Business Review

JUNE 28, 2016

During the last five years of my corporate management career, I had a great deal of leadership development. Along with many other executives, I attended talks by noted management authors, I went to (often lengthy) team-building exercises, and I participated in discussions on different leadership styles. More strategic.

Training 15

Training Development Management Leadership Development 15

Harvard Business Review

JANUARY 27, 2014

Chance plays a much greater role in our careers than we might wish or even realize. But the downside — the thought of our careers as the playthings of fate — is almost unbearable. If you imagine a game of “career roulette,” you end up a starving artist 99 times for every time you end up a rockstar.

Career 8

Career Planning Kahneman Uncertainty 8

Harvard Business Review

SEPTEMBER 29, 2011

These differences in philosophy and approach frequently differentiate those who advance to and succeed at the executive level — and those who stay in the ranks of middle management. When you ask leaders how they build a strong management team, the answers are revealing.

Execution 15

Execution Team Chief Financial Officer Finance 15

Harvard Business Review

JULY 24, 2018

And because organizational change tends to be driven by those who most acutely feel the pain, it’s often line managers who are the strongest champions for “talent tech”: innovations in how firms hire people, staff projects, evaluate performance, and develop talent. Insight Center. Adopting AI. Sponsored by SAS.

Talent Management 14

Talent Management Technology Process Management 14

Harvard Business Review

JANUARY 15, 2014

The condition is rare but, fortunately, there appeared to be several specialists both in Germany and France who had each treated hundreds of cases during their careers. When it comes to specialist operations, experience is key, so he was going to visit each of them and then make a decision.

Gordon 11

Gordon Strategy Decisionmaking Objective 11

Harvard Business Review

NOVEMBER 26, 2013

But Chinese employees have learned that the management skills and systems in multinationals in China come in many flavors, from the exceptional to the abysmal. And that means providing world-class training, clear and lucrative career paths and, increasingly, a work-life balance that allows people to enjoy the fruits of their success.

Globalization 8

Globalization Operations Mentor McKinsey 8

Michael Lee Stallard

JUNE 5, 2010

Kareem Abdul-Jabbar, one of the greatest basketball players in history who played his entire college career with Wooden, would later write, “Coach Wooden had a profound influence on me as an athlete, but even greater influence on me as a human being. Coach Wooden operated a meritocracy that treated every player fairly. How about you?

Follow-up 360

Follow-up Open-book Learning-by-Doing Hotels 360

Michael Lee Stallard

JUNE 28, 2010

Born in Uniontown, Pennsylvania, in 1880 and trained at the Virginia Military Institute, Marshall was a career military man who will forever be remembered for his efforts to promote peace and bring about a strong connection between America and Western Europe. The officers present thought Marshall’s behavior would surely end his career.

Ryan 220

Ryan Learning-by-Doing Career Magazine 220

Harvard Business Review

SEPTEMBER 15, 2017

Hostile personality characteristics such as these might help people climb the career ladder, but it could be a very lonely journey to the top — unless their colleagues also share these personality characteristics. Because they reported to leaders from upper management, they also held a follower position.

Quality 8

Quality Self-aware Short-term Influence 8

Harvard Business Review

APRIL 4, 2013

Show us a strength and we''ll give you an example where its overuse has compromised performance and probably even derailed a career. Coworkers can therefore indicate if a manager overdoes it on four dimensions of behavior: forceful, enabling, strategic, and operational. Taking these strengths too far has consequences.

Self-aware 8

Self-aware Middle Management Tools Execution 8

Harvard Business Review

JANUARY 5, 2018

Connectors in the middle. Although long ignored, these middle management positions have become increasingly recognized as critical to executing a company’s strategy. Note that essential experts typically don’t want to manage others; they only want to manage themselves. So how do you keep them?

McKinsey 8

McKinsey Human Resources Reputation Brand 8

LDRLB

MAY 13, 2014

It talks about the 4 underlying key leadership styles and visionary, operator, processer, synergists that determine which stage an organization settles into. They tend to work very closely with what I call operators, that’s the second natural style. Operators are the symbolic opposite of visionaries.

Brainstorming 60

Brainstorming Learning-by-Doing Operations Leadership Styles 60

Harvard Business Review

JANUARY 11, 2011

But he believes that too many of his managers still operate in a " command-and-control reflex." They're a lot like he was earlier in his career: good at holding subordinates accountable but bad at setting clear expectations.

Self-aware 15

Self-aware Delegation Drucker Middle Management 15

Harvard Business Review

FEBRUARY 8, 2016

” Middle management wasn’t free from trouble, either. ” As a result, top talent left rather than risk stalling their careers. She notes that key-punch operation — one of the main areas of job growth — is “universally regarded as a dead-end occupation, with no promotional opportunities.”

Technology 8

Technology Decentralization Short-term Middle Management 8