Harvard Business Review

JULY 2, 2014

Solo efforts and individual stars used to decide the fate of soccer matches. As a result, the space and time available to players has become smaller, forcing them to pass faster and interact more closely. Indeed, these teams seem to use swarm intelligence, making decisions collectively and coming up with innovative moves on the fly.

Cooper 16

Cooper Objective Short-term Incentives 16

The Horizons Tracker

SEPTEMBER 23, 2019

Firstly, the backing of Bertil Hult is crucial, as not only does this underpin the desire to back ventures that want to improve the world, but it also provides the accelerator with a more long-term focus than many others that rely on exits to sustain operations. Lastly, the six week residential accelerator is a fully immersive experience.

Entrepreneur 75

Entrepreneur Long-term Crisis Mentor 75

Modern Servant Leader

JUNE 15, 2018

Ben : Great and Larry what I’d like to do before we dive into the questions that I know everybody is wondering about from your take on servant-leadership is, I’d like to just kind of get a feel of who Larry is. I’m fortunate to count Larry among my mentors and friends. The full transcript is below. Read the Transcript.

Greenleaf 125

Greenleaf Servant Leader Leadership Learning-by-Doing 125

You're Not the Boss of Me

JULY 13, 2009

Leaders hate it because it becomes just another thing to do. In this scenario too, the performance review often becomes something we do to people rather than with them. So, what to do? In other words we operate on the principle that equity means treating everyone in the same way.

Performance Review 40

Performance Review Review PR Blanchard 40

Harvard Business Review

SEPTEMBER 28, 2017

Through my leadership development work with the United Nations (UN), I’ve been privileged to work with professionals who operate in some of the world’s most challenging contexts. It’s by doing high-quality, objective reporting that we help alleviate suffering.” “These people are traumatized. Resilience.

Stress 14

Stress Learning-by-Doing Report Project 14

Modern Servant Leader

JUNE 15, 2018

Ben : Great and Larry what I’d like to do before we dive into the questions that I know everybody is wondering about from your take on servant-leadership is, I’d like to just kind of get a feel of who Larry is. I’m fortunate to count Larry among my mentors and friends. The full transcript is below. Read the Transcript.

Greenleaf 100

Greenleaf Servant Leader Leadership Learning-by-Doing 100

Harvard Business Review

JULY 2, 2014

Solo efforts and individual stars used to decide the fate of soccer matches. As a result, the space and time available to players has become smaller, forcing them to pass faster and interact more closely. Indeed, these teams seem to use swarm intelligence, making decisions collectively and coming up with innovative moves on the fly.

Cooper 8

Cooper Objective Short-term Incentives 8

Building Personal Strength

FEBRUARY 24, 2011

The perception is that getting along with people is nice, but “nice-to-have” — secondary to the operation of the business. The problem is, they learned them “on the street.” They need to learn new patterns. This turns out to be harder than learning a brand new skill. Nothing is further from the truth.

Skills 104

Skills Construction Goleman Emotional Intelligence 104

Strategy Driven

APRIL 17, 2015

It’s not that some organizations ‘click’ and others do not. As companies operate, all make honest and predictable mistakes. Those with a willingness to learn from the mistakes and pursue growth will be successful. The saddest fact is that businesses do not always know that they’re doing anything wrong.

Self-aware 50

Self-aware System Learning-by-Doing Bottom-up 50

Strategy Driven

JANUARY 24, 2011

Here are a few of this year’s headline makers and the lessons that can be learned from each of them. Based on extensive research and years of practical experience, Closing the Execution Gap outlines five prerequisites for effective execution and five ‘Bridges’ that differentiate companies that do it best.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Strategy Driven

MARCH 4, 2011

It’s not that some organizations ‘click’ and others do not. As companies operate, all make honest and predictable mistakes. Those with a willingness to learn from the mistakes and pursue growth will be successful. Each branch has its proper responsibility and should learn to interface with the others.

Bottom-up 58

Bottom-up System Learning-by-Doing Execution 58

Harvard Business Review

FEBRUARY 7, 2017

New research, led by a team from McKinsey Global Institute in cooperation with FCLT Global , found that companies that operate with a true long-term mindset have consistently outperformed their industry peers since 2001 across almost every financial measure that matters. We calculate that U.S.

Long-term 8

Long-term EPS Short-term Management 8

Harvard Business Review

OCTOBER 21, 2014

The burgeoning Ebola crisis hit home for Americans the other week with the death of a Liberian man in Dallas. Hierarchical command-and-control is slow and operates less on incentives for solutions than on avoiding criticism or mistakes. We shouldn’t be surprised. That’s important.

Crisis 8

Crisis Crisis Management Uncertainty Airlines 8