Strategy Driven

MAY 27, 2011

Managers learn a structure and skills similar to those mediators know and use, but it also takes into account managers’ responsibilities, both to their companies and their employees. The Exchange teaches managers the right combination of skills and structure, as well as the finesse, to express the needs of the company.

Tips 62

Tips Learning-by-Doing Construction Project 62

Harvard Business Review

MAY 28, 2015

” Human capital champions in higher education and industry typically prize knowledge over skills. Crassly put, leaders and managers get knowledge and education while training and skills go to those who do the work. A member of Seal Team 3, Webb became the Naval Special Warfare Command Sniper Course Manager in 2003.

Training 8

Training Education Incentives Leadership 8

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

Strategy Driven

OCTOBER 25, 2010

In 2003 van Stolk had the idea to create a “Turkey & Gravy”-flavored soda to be released around Thanksgiving. Generating ideas – useful ideas – is a skill, and, like any other skill, it can be learned. Jones Soda was a small Seattle-based beverage company competing against Coca-Cola and Pepsi-Cola.

Creativity 50

Creativity Bottom-up Newsletter Open-book 50

Harvard Business Review

JUNE 19, 2014

They create energy, a sense of purpose, and even something of a community among people over whom they have no control. The importance of these skills in recruiting outsiders and keeping them engaged will become increasingly critical in large organizations as advancing technology makes business ever more complex, global, and interdependent.

CEO 8

CEO Supply Chain Automotive Engineering 8

Harvard Business Review

SEPTEMBER 16, 2013

Silicon Valley was built on amazing products, not on stellar leadership skills. In fact, veterans of some of the world’s most successful tech companies often look with skepticism, even disdain, on efforts to build strong management skills. It’s more important to spend time deciding which features to omit than which to add.

Productivity 8

Productivity Products Team Constraint 8

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. In November 2003, after due diligence, we announced our agreement to purchase 3721 for $120 million.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Harvard Business Review

DECEMBER 28, 2015

What stops skilled, motivated people from making health care better, more integrated, and ultimately more sustainable? A compelling vision of a better future needs to be communicated in a way that creates energy and motivation. Making these changes required skill, will, and time underpinned by rigorous process.

Health Care 8

Health Care System Telecommunications Quality 8