Eric Jacobson

SEPTEMBER 9, 2024

The new book, The Journey of Leadership , brings the experience of one of the world’s most influential consulting firms ( McKinsey & Compan y ) right to your fingertips. “We In Part 1 ( It Starts With You ), you will learn how to listen to your inner self, and how to overcome your own barriers and biases.

CEO 81

CEO Self-aware McKinsey Leadership 81

Coaching Tip

JUNE 3, 2011

Consider the executive who briefed his top management team on the company's plans for the coming year, referencing products launches, pricing pressures, and analyst concerns. Managers in the room learned little more than they already knew about the executive's personally. . © 2011 Michael Useem, author of The Leader's Checklist.

Leadership 129

Leadership McKinsey Sample Download 129

The Center For Leadership Studies

NOVEMBER 23, 2020

A thoughtful and prompt diagnosis, anchored in EI skills like self-awareness, emotional expression , empathy , reality testing and flexibility, can help identify and apply effective antidotes early on to ameliorate workplace ailments we are facing today. McKinsey & Company. In the classic HBR article “ What Makes a Leader?

Emotional Intelligence 98

Emotional Intelligence Training Goleman McKinsey 98

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. In business, according to McKinsey, the average organization lifecycle is down from 61 years to 18 years.

Self-aware 84

Self-aware Learning-by-Doing Environment Market Segmentation 84

Coaching Tip

FEBRUARY 8, 2016

Some of the world’s most well-managed companies offer intensive leadership training with an emphasis on creating an awareness of leadership. Author Shu Hattori writes in “The McKinsey Edge” that these approaches to leadership are among the many aspects of success in a competitive environment. Linking it to the financial impact.

Strategy 70

Strategy McKinsey Leadership Proposal 70

HR Digest

FEBRUARY 7, 2022

Training Remote Managers. According to Mckinsey & Company , “Leaders have an essential role to play in developing solutions to tackle these challenges.” Managers will increasingly need to take up more innovative roles to manage disparate and dispersed teams. Companies are very aware of their brand image as employers.

Efficiency 105

Efficiency Operations Training Diversity 105

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

DECEMBER 8, 2010

As a leader and manager, you’ll learn how to use these tools to harness social interactions to improve your business and to create your own social nation. The book provides a social assessment for leaders, managers and employees to scientifically evaluate your individual social skills and competencies.

Self-aware 72

Self-aware Media Open-book Learning-by-Doing 72

Ask Atma

JANUARY 2, 2011

Three Levels of Management. As a starting place we can look at three general levels or grades of management. As a starting place we can look at three general levels or grades of management. Beginner’s Management [Newbie or Management 1.0]. Fundamentals of being a manager : They ask “what needs to be done?”.

Management 40

Management CRM Objective Human Resources 40

Harvard Business Review

JANUARY 29, 2018

“Leadership today,” Javier Pladevall, CEO of Audi Volkswagen, Spain, told us, “is about unlearning management and relearning being human.” As data from McKinsey & Company shows, when employees are intrinsically motivated, they are 32% more committed and 46% more satisfied with their job and perform 16% better.

Self-aware 16

Self-aware Management McKinsey Armstrong 16

Harvard Business Review

FEBRUARY 27, 2012

The global economy and the Internet have heightened our sense of interconnectedness and sharpened our awareness that when a business focuses only on enriching investors, it implies that managers view the interests of customers, employees, communities and the fate of the planet as little more than cost trade-offs in a quarter-by-quarter game.

Short-term 17

Short-term Long-term Ethics Incentives 17

Harvard Business Review

SEPTEMBER 4, 2014

Practical leadership and management skills. Management education has changed significantly over the last few decades. As a result MBAs were often seen as bean-counters myopically focused on data and out of touch with the challenges managers face in the real world. How well-established are these courses?

Supply Chain 22

Supply Chain Reputation Education Learning-by-Doing 22

Harvard Business Review

JUNE 14, 2017

In America, 75% of employees report that their direct line manager is the worst part of their job, and 65% would happily take a pay cut if they could replace their boss with someone better. ” Of course, some leaders manage to perform well in virtually any context.

McKinsey 16

McKinsey Self-aware Motivation Report 16

Harvard Business Review

DECEMBER 17, 2012

But I'd go one further; I'd just call it bad management. Lee says she wasn't aware of the policy, which the station says was communicated at a meeting (that she missed) and in an email. Leadership and the Art of Plate-Spinning (McKinsey Quarterly). I'm feeling suddenly alarmed about the 229 unread emails in my inbox.

Policies 8

Policies Media Management McKinsey 8

Harvard Business Review

DECEMBER 20, 2012

Self-realization. Many MBA graduates flock to McKinsey, BCG and other consultancies so that they can rapidly acquire valuable skills. General Electric is renowned for developing general managers; and people who want to become marketers crave to learn that trade at Procter & Gamble. Then they experience meaning at work.

Self-aware 14

Self-aware Learning-by-Doing McKinsey Airlines 14

Harvard Business Review

MAY 6, 2014

Action and awareness merge. Our sense of self vanishes. In a 10-year study conducted by McKinsey, top executives reported being five times more productive in flow. In fact, according to these same McKinsey researchers, if we could increase the time we spend in flow by 15-20%, overall workplace productivity would almost double.

Environment 14

Environment Chemicals McKinsey Creativity 14

Harvard Business Review

JANUARY 7, 2016

Here are three steps — based on both my academic research and my consulting work — that managers can take to increase discussion, decrease fear of saying the “wrong thing,” and avoid sidestepping conflict: 1. Make inclusion a long-term investment. Be proactive about inclusion efforts.

Management 8

Management Diversity Self-aware Long-term 8

Harvard Business Review

JULY 19, 2017

In organizational change initiatives, our negative biases can create a toxic self-fulfilling prophecy. A 1994 article in the peer-reviewed journal Information Systems Management presents Hammer and Champy’s estimate as a fact and changes “50 percent to 70 percent” to just “70 percent.”

Champy 9

Champy Hammer McKinsey Participative 9

Harvard Business Review

OCTOBER 24, 2016

In a survey of nearly 3,000 executives about the success of their enterprise transformation efforts, McKinsey discovered the failure rate to be higher than 60%, while Harvard Business Review conducted a study that suggested more than 70% of transformation efforts fail. Be ruthlessly honest about who and what those trigger points are.

Organization 8

Organization Self-aware Constraint Resistance 8

Harvard Business Review

MARCH 8, 2013

As Steve Davis, former lead in McKinsey's Social Innovation practice and president of the global health NGO, Path, has said: "The best social innovations are not necessarily widely adopted. Praekelt identified previously unused messaging space on their network that could be used to send HIV awareness SMS texts.

Entrepreneur 9

Entrepreneur Porter Team Innovation 9

Harvard Business Review

SEPTEMBER 7, 2017

One of the very first lectures I give each year to new MBA students is about time management. Simply giving them permission to take control of their priorities — focusing on the “management” portion of time management — seems to lift some of the tension from the room. This is pretty self-explanatory.

Audience 10

Audience Covey Stress Self-aware 10

Harvard Business Review

JANUARY 19, 2017

Jane is a marketing director at a technology firm, where she manages a small team, works late, and travels once per quarter. As a leadership coach, I work with many female leaders and managers on improving their time management skills and work-life balance. I’ve changed their names and some details.)

Delegation 8

Delegation Outsourcing Insurance Bottom-up 8

Modern Servant Leader

JULY 2, 2024

BrenŽ Brown 2015 Other Application Define Your Destiny You simply cannot lead others if you donÕt even know your own self. His is a holistic approach to leadership concerned with the totality of the individual, the self, and the people you serve. Ethically intelligent people know how to use this awareness the right way.

Library 100

Library Leadership Greenleaf Servant Leader 100

Leading Blog

DECEMBER 10, 2024

T HE titles listed below, published in 2024, improve our self-awareness regarding relationships and communication the sine qua non of leadership and provide us with a wider perspective on innovation and the changes taking place around us. And it's not what you think.

Books 309

Books Leadership Learning-by-Doing Venture Capitalist 309

CoachStation

AUGUST 26, 2022

Yet, too often managers see them as negotiable. Gallup estimates that managers account for at least 70% of the variance in employee engagement across business units. Unfortunately, these criteria miss a crucial element: the right talent to succeed as a manager and leader. None of these points are theories. You have options.

Motivation 130

Motivation McKinsey Attrition Influence 130

Harvard Business Review

DECEMBER 31, 2015

“Because you’re from McKinsey and I want to work there,” he replied. One year and many events, courses, and programs later, the MBA students are still just beginning to understand the value of mindfulness in their roles as managers and leaders. ” One student’s hand went up immediately.

Emotional Intelligence 8

Emotional Intelligence Self-aware Audience McKinsey 8

Strategy Driven

OCTOBER 25, 2019

Agility is defined by McKinsey & Company as “… the ability of an organization to renew itself, adapt, change quickly, and thrive in an environment characterized by rapid change, ambiguity, and turbulence.” Part of this process takes a bit of self-awareness and honest assessment. Change begins at the top.

Agility 50

Agility Process Management McKinsey 50

Experience to Lead

MAY 29, 2024

How can we embark on manageable pilot projects and scale up iteratively, maximizing the benefits of AI while mitigating risks? Empathy, self-awareness, and interpersonal skills are indispensable for fostering an inclusive and supportive learning environment. References: [1] McKinsey & Company. “AI For Everyone.”

Emotional Intelligence 52

Emotional Intelligence Innovation Diversity McKinsey 52

Harvard Business Review

MARCH 23, 2015

A great mentor of mine, Tsun-yan Hsieh, was one of the foremost leaders at McKinsey. Arguably self-awareness and truth-seeking are a subset of one’s values (point number 2), but I would argue that self-awareness and truth-seeking are so important that they should be on every company’s list of values.

Company 8

Company Self-aware Long-term Mission Statement 8