Leading Blog

NOVEMBER 30, 2012

Doing Leadership. Change and Continuity - Mintzberg And Kotter Agree - You Must Manage Both by @profkjmoore. Mike Henry Sr: Un-Acts of Leadership. JonGordon11: How Much is Negativity Costing You and Your Company? From @CharlesSpecht: A list of top 50 leaders on leadership. Part 1 of 6 by @Mark_Sanborn.

Mintzberg 275

Mintzberg Kotter Hamel McKinsey 275

Leading Blog

MARCH 31, 2016

The Biggest Leap You’ll Ever Make : From Team Member to First-Time Manager by @JesseLynStoner. The Cost Of Waiting by @scedmonds. How technology is creating a new world of work via @McKinsey. Dysfunctional Leadership: 10 Thinking Habits to Avoid by @MarcelSchwantes. FT: We prefer bad bosses to be 100% horrible.

Servant Leader 150

Servant Leader McKinsey Strategic Planning Open-book 150

Marshall Goldsmith

SEPTEMBER 9, 2013

One of them was my friend Jon Katzenbach, the former McKinsey & Co. They may retain remnants of a top-down management style even if they don’t want to. Leadership' The two men at dinner were clearly on the same wavelength. director who now heads his own elite consulting boutique. They were planning a new venture.

Cost 153

Cost McKinsey CEO Executive Coaching 153

N2Growth Blog

SEPTEMBER 28, 2020

To be recognized on the 2020 Top CHRO List, the words leadership, team, succession, purpose, culture, governance, and diversity are not just buzzwords – they represent who a CHRO is, what they believe, and where they work every day. Prior to joining Microsoft in 2003, Hogan was a partner at McKinsey & Co. CHRO for HSBC.

Human Resources 477

Human Resources Globalization Resources Diversity 477

Eric Jacobson

NOVEMBER 3, 2022

Be sure to check out the books’ Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Viewed through this lens, we hope any leader will find it helpful. Take the mindset of “be bold”, for example.

CEO 122

CEO Banking Learning-by-Doing McKinsey 122

Chartered Management Institute

AUGUST 2, 2023

One Chartered Manager has developed a way to measure and monitor EDI Equality, diversity and inclusion (EDI) has been at the forefront of board agendas for several years, and rightly so. Managers need to know what works, and what does not. Companies who lead the way on EDI are 25%–36% more likely to outperform on profitability.

Metrics 52

Metrics KPI Diversity Long-term 52

Eric Jacobson

MARCH 14, 2022

Be sure to check out the books’ Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Viewed through this lens, we hope any leader will find it helpful. Take the mindset of “be bold”, for example.

CEO 120

CEO Banking Learning-by-Doing McKinsey 120

Jesse Lyn Stoner Blog

NOVEMBER 15, 2012

Anyone can be collaborative leader—whether you are the CEO, a mid-level manager or a front-line supervisor. If you are in any doubt that collaborative leadership is an imperative, and not just a fad, take a look at any of the 22 articles in the Harvard Business Review series on collaboration. Values-driven leadership is essential.

Competitive Advantage 282

Competitive Advantage McKinsey Creativity Diversity 282

Eric Jacobson

JUNE 23, 2022

Be sure to check out the book's Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Viewed through this lens, we hope any leader will find it helpful. Take the mindset of “be bold”, for example.

CEO 83

CEO Banking Learning-by-Doing McKinsey 83

Eric Jacobson

JANUARY 18, 2023

Be sure to check out the book's Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Viewed through this lens, we hope any leader will find it helpful. Take the mindset of “be bold”, for example.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

Eric Jacobson

DECEMBER 31, 2022

Be sure to check out the books’ Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Viewed through this lens, we hope any leader will find it helpful. Take the mindset of “be bold”, for example.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

Skip Prichard

JULY 15, 2024

Nuala Walsh , a seasoned professional with over thirty years in investment management, serves as an independent non-executive director, board chair, and adjunct professor of behavioral science at Trinity College Dublin. Decision-making is not taught, yet excellence is assumed in leadership echelons and corridors of power.

Self-aware 78

Self-aware Environment Learning-by-Doing Market Segmentation 78

The Practical Leader

SEPTEMBER 28, 2011

This leads to sizeable cost overruns, missed deadlines, disrupted operations, unhappy customers, and stressed out employees. Reporting on the largest global study of IT change ever conducted (1,471 projects), an Oxford University Said Business School professor and McKinsey & Co. But many of these projects are poorly implemented.

Project 55

Project McKinsey Emotional Intelligence Price 55

CO2

JANUARY 15, 2020

CEOs constantly deal with “people issues” because, as David Larcker, professor at Stanford Graduate Business school, said , “Conflict management is critical in the CEO role — just about anything that gets to the CEO’s desk has an element of pleasing someone and making someone else unhappy.” All these reasons have to do with people.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

CEOs constantly deal with “people issues” because, as David Larcker, professor at Stanford Graduate Business school, said , “Conflict management is critical in the CEO role — just about anything that gets to the CEO’s desk has an element of pleasing someone and making someone else unhappy.” All these reasons have to do with people.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

CEOs constantly deal with “people issues” because, as David Larcker, professor at Stanford Graduate Business school, said , “Conflict management is critical in the CEO role — just about anything that gets to the CEO’s desk has an element of pleasing someone and making someone else unhappy.” All these reasons have to do with people.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

Strategy Driven

JULY 13, 2011

While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Examines ways to maintain and grow value through mergers, acquisitions, and portfolio management.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Persuasive Powerhouse

JANUARY 19, 2011

With a lot of wisdom and good things to say about leadership – hop over to his blog and be sure to subscribe. The navy’s leadership knew training everyone to replace anyone was a core success and survival factor. Mike Figliuolo is the Managing Director of thoughtLEADERS, LLC. We had a similar mindset during my army days.

Training 257

Training Blog Greenleaf Maslow 257

Chartered Management Institute

DECEMBER 2, 2013

They can sound geeky, but they are developments that every manager needs to understand. At the C-suite, businesses need not only a data analytics strategy, but a data-analytics culture, researchers from McKinsey have concluded. They are transforming each and every business model. One example is the capability to slash energy use.

Leadership Styles 83

Leadership Styles Human Capital Ethics McKinsey 83

Mills Scofield

APRIL 15, 2014

Trust is a tool to assess and manage (reduce and/or increase) risk, depending on the situation. Basically, we are saying, “I won’t use resources on this because the pain of being vulnerable ‘costs’ less than the cost of NOT applying my resources elsewhere.” No instrument can play everything.

Efficiency 132

Efficiency Energy Senge Resources 132

CO2

AUGUST 8, 2013

Harris Partners, who was part of the management team that grew McGladrey from sub $400 million to over $1.3 I have heard that McKinsey and Co sends new partners to Switzerland to hone their skills in affability. They tend to cost more in the long run. billion in revenues. Affability. Availability.

McKinsey 110

McKinsey Skills Executive Coaching Reputation 110

Harvard Business Review

MARCH 13, 2013

Captive offshore operations centers — company-owned delivery units located in low-cost countries such as India and the Philippines — have come a long way. Originally designed to provide labor cost arbitrage, they are now on the brink of being a source for strategic advantage. But that's not by accident.

Offshoring 8

Offshoring Cost Benchmarking Operations 8

Harvard Business Review

DECEMBER 24, 2013

The result, I think, is a set of ideas that together are important, useful, and original, and that feel like quite an accurate account of the management concerns many of us shared in 2013. The good news is that millennial men are changing the way they define leadership and demanding work that fits around their families.

Management 20

Management Health Care Middle Management Agility 20

HR Digest

SEPTEMBER 21, 2023

They also reported an average $340 per week cost to send a child to a daycare facility. The report also indicated that employers with children who are three and below can cost employers $1,150 per year as a result of inadequate child care, and a total business loss of $12.7 McKinsey reported that working mothers were 1.5

GDP 98

GDP McKinsey Participative Report 98

Harvard Business Review

DECEMBER 20, 2011

Running a country calls for a sophisticated array of leadership skills — from shaping strategy to building a team to managing day-to-day operations. But whether we're talking about Romney or not, it's important to question whether consulting is good preparation for leadership.

Consultative 15

Consultative Management Welch Objective 15

Harvard Business Review

OCTOBER 31, 2014

In its “State of Human Capital” report , McKinsey found that people in HR still largely have “a support-function mindset, a low tolerance for risk, and a limited sense of strategic ‘authorship’” — all of which has led to “low status among executive peers, no budget for innovation, and a ‘zero-defects’ mentality.”.

Human Capital 15

Human Capital Charan Human Resources Cost 15

Harvard Business Review

FEBRUARY 16, 2016

Such sleep deficiencies can undermine important forms of leadership behavior and eventually hurt financial performance. This article will explore the link between sleep and leadership before discussing solutions that can improve both individual well-being and organizational efficiency and effectiveness. What organizations can do.

Leadership 8

Leadership McKinsey Stress Creativity 8

Harvard Business Review

DECEMBER 21, 2016

Reorganizations can be a useful management tool for finding new value and are often essential as part of a merger or acquisition integration. Common pitfalls are a lack of cultural understanding between the integrating parties, poor integration leadership, and a focus on the wrong activity set or the wrong targets.

Process 8

Process McKinsey Due Diligence Cost 8

Harvard Business Review

MAY 15, 2015

New reports from McKinsey and PwC paint a very bleak picture of C-suite succession practices in today’s corporations. PwC, meanwhile, calculated the economic cost of large global companies getting their most important C-suite appointment – CEO – wrong: well over $100 billion.

Succession 8

Succession Human Capital McKinsey Committee 8

Harvard Business Review

FEBRUARY 22, 2011

We were struck by the assumption made by an article in The McKinsey Quarterly this month. Thus, as the McKinsey Global Institute team states, and its analysis of 80 years of data shows, "over the long term. Yet, as obviously logical as that finding turns out to be, McKinsey was right to frame it as counterintuitive.

McKinsey 15

McKinsey Efficiency Long-term Analysis 15

Harvard Business Review

DECEMBER 17, 2013

But when we carry this mindset into our first leadership roles, we confuse doing with leading. But the pacesetting style can also carry a high cost – Goleman notes that it “destroys climate [and] many employees feel overwhelmed by the pacesetter’s demands.”

Goleman 14

Goleman Supply Chain Leadership Styles McKinsey 14

Harvard Business Review

MARCH 30, 2016

Research by McKinsey shows that, on average, 30% of corporate earnings are at stake when it comes to a company’s relationships with society. As a global survey conducted by McKinsey shows, only 21% of business executives think their company frequently engages successfully. Apply world-class management.

Company 8

Company McKinsey Short-term Long-term 8

Harvard Business Review

JUNE 29, 2016

Bringing light to Africa , mobile banking to Bangladesh , low-cost health care to Nepal, or better school lunches to the American cafeteria: In all these cases, the private sector is a big part of the action. Fred Swaniker of the African Leadership Group, who has founded four Africa-based organizations, spends about half his time on hiring.

Entrepreneur 15

Entrepreneur Glocalization Survey McKinsey 15

Harvard Business Review

SEPTEMBER 27, 2018

He suggested that, in addition to my client practice and internal leadership roles at Egon Zehnder, I could find even more meaning (and have a larger reach) by using my knowledge of and passion for talent-spotting and development to also become a writer, teacher, and public speaker.

Career 15

Career Drucker Guidelines Conference 15

Harvard Business Review

SEPTEMBER 3, 2018

As my experiences from being a rookie accountant to a managing director at an investment bank have taught me, conversations between women have massive benefits for the individual and the organization. As a study published in The Leadership Quarterly concludes , this is a response to inequality at the top, not the cause.

Power 8

Power McKinsey Attrition Learning-by-Doing 8

Harvard Business Review

NOVEMBER 22, 2017

Increasing value in health care is a top priority for health systems, payers, and policy makers across the globe, as health care costs continue to escalate and consume an ever-greater proportion of national expenditures. Identify and stratify patients by disease severity to manage population health.

Health Care 8

Health Care Content Chief Information Officer Efficiency 8

Harvard Business Review

SEPTEMBER 4, 2014

I earned my MBA from Stanford’s Graduate School of Business in 2000, and since 2007 I’ve been an Instructor and an internal coach back at the GSB, helping hundreds of students develop their leadership and interpersonal skills. Practical leadership and management skills. Practical leadership and management skills.

Supply Chain 20

Supply Chain Reputation Education Learning-by-Doing 20