Great Leadership By Dan

JUNE 21, 2012

In our experience, and this is backed up by research, there's a direct relationship between the agility and resilience of a team and the transparency of its decision­ making processes. He is also the co-author of the business best-seller Momentum: How Companies Become Unstoppable Market Forces (Harvard Business School Press, 2002).

Incentives 258

Incentives Agility Resources Follow-up 258

Great Leadership By Dan

NOVEMBER 1, 2007

Zenger and Folkman (2002) report that the top 10% of leaders produce five times as much net profit as the bottom 10 %, and twice as much as average leaders. They make life sacrifices to climb the organizational career ladder. Probably one-third of people who get to the top are learning-agile. They are ambitious.

Agility 120

Agility Leadership Goleman ROI 120

Harvard Business Review

JANUARY 18, 2012

In 2002 Palmisano succeeded a legendary leader in Lou Gerstner, who saved IBM from being broken up and put it on a viable course. He cajoled, pushed, and pulled the company into a client-centric, agile structure able to customize delivery of IBM's software assets, hardware assets, and intellectual property. It is not about you.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Great Leadership By Dan

SEPTEMBER 12, 2017

Think agility. in 2001 after 13 years leading CEO think tanks, more than 10,000 hours of conversations with senior executives, and one epiphany: While no single conversation is guaranteed to change the trajectory of a career, a business, or a life—any conversation can. What is the protocol when special circumstances surface?

Policies 172

Policies Emotional Intelligence Agility Organization 172

Harvard Business Review

OCTOBER 10, 2016

Mastering digital requires leaders to be agile amid disruption. As described in Lead The Work , he had an expansive career with Shell that spanned 25 years but unlike many top leaders in the company, he had a break in service at the top of his career. Consider the case of Peter Voser, former CEO of Royal Dutch Shell.

Leadership Development 8

Leadership Development Disaggregation Development Leadership 8

QAspire

MARCH 10, 2015

Let me share a story of my friend who was laid off in the 2002 dot com bust. My friend demonstrated learning agility as a response to a tough situation. Learning Adaptability agility career learning Self Growth specialization Thinking' Specialization is for insects.”. The key is to NOT let that happen!

Agility 70

Agility Hammer Cooper Technology 70