Harvard Business Review

JULY 14, 2015

The days of the ‘Great Man’ theory of Leadership – where one sole leader rules over the masses from their ivory tower, are long gone. A study by Pearce and Sims (2002), published in Group Dynamics, found that shared leadership is a useful predictor of team effectiveness. This isn’t a one-off conversation.

Team 8

Team How To Commitment Project 8

Harvard Business Review

JANUARY 19, 2015

Swansea City was a club looking for a midfield player with flair and skill. For example, the power company Tenaga Nasional could send a leader with strong operating capabilities to work for several years at Malaysia Airlines, acquiring skills in turning around a troubled business. Why leave such valuable opportunities to chance?

CFO 8

CFO Leadership Development Telecommunications Cost 8

Harvard Business Review

OCTOBER 11, 2011

Our own research on organizational strategy and leadership more broadly suggests a reason. When a not-for-profit becomes incoherent, its attention is distracted from the thing it needs to do most: Investing time, energy and funds to build critical capabilities to accomplish its strategic purpose. Why the disparity?

Crisis 13

Crisis Mayo Strategy Short-term 13

Harvard Business Review

AUGUST 6, 2014

In hindsight, this thinking turned out to be far less important than what we learned about leadership, control, and trust, which ultimately were reflected in how each of the businesses was created, capitalized, and staffed. search engine company Inktomi in 2002. Ma and the Alibaba leadership team would retain management control.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Strategy Driven

FEBRUARY 27, 2014

But a few weeks later you realize your people aren’t deploying the skills they were taught. So how can organizations provide soft-skills training that produces results and gets a high ROI? As they accumulate small wins, they build success momentum and eventually acquire the skills of a competent talent developer.

Training 51

Training Meyer Process Talent Management 51

Strategy Driven

FEBRUARY 4, 2011

Yet, most CEOs were never trained on how to be CEOs, with all the responsibility, people skills, leadership and ethical management that must go along with the job. Congress enacted the Sarbanes-Oxley Act, corporate reform legislation, in 2002. Young and mid-executives never were adequately groomed for lasting leadership.

Ethics 59

Ethics Cost Crisis Learning-by-Doing 59

Harvard Business Review

JUNE 19, 2015

In 2002 I worked with a client at a large global electronics company. But they focused their energy on the technical issues — methods of connectivity, standards of information sharing — without having asked a fundamental question: What new things could each of our connected devices do that people would actually want them to do?

Productivity 8

Productivity Products Long-term Marketing 8