Kevin Eikenberry

NOVEMBER 12, 2010

People tend to operate and behave in the world, based on what they believe to be true. So, if we want to communicate successfully, influence, or lead them, we must operate based on their perceptions. Let me take this idea one step further. their perceptions).

Workshop 192

Workshop Mentor Video Blog 192

N2Growth Blog

NOVEMBER 17, 2010

According to a survey done recently the average person only has 2 close friends. I think we need to wonder whether we'd like to be helped or tweeted about if we're in a compromised situation. link] Del Williams I don't think online is to blame, but poor people skills. This generation is weak in many ways.

Media 419

Media Blog Audience Ryan 419

Persuasive Powerhouse

DECEMBER 5, 2010

We are going to survey members and invite them to a mentoring matchmaking program to launch in 2011 if interest is high enough. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services. Best wishes in your mentoring efforts. All Rights Reserved.

Mentor 273

Mentor How To Emotional Intelligence Guidelines 273

The Horizons Tracker

JULY 16, 2019

The findings emerged after the team trawled through data from the National Science Foundation’s Business R&D Innovation Survey (BRDIS), which has been conducted every year since 2008. The second is that large firms shouldn’t try to operate like small firms to become more productive—they already are more productive.”.

Innovation 61

Innovation Company Engineering Analysis 61

Persuasive Powerhouse

AUGUST 15, 2010

According to the author, surveys show that bad behavior occurs most often in the offices of those with the most authority. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services. Leave a Reply Click here to cancel reply. All Rights Reserved.

Ethics 184

Ethics Morale Open-book Blog 184

Persuasive Powerhouse

JULY 11, 2010

Her level of frustration has been rising as surveys show that some of the employees complain that she plays favorites and they express concern that they have been left out of the reward system. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services.

Blog 169

Blog Greenleaf Maslow Goleman 169

Persuasive Powerhouse

NOVEMBER 15, 2010

Alexander Lewis : November 16, 2010 at 4:29 am I agree that it is necessary for a leader to be constantly surveying and looking around, in and about the business they are involved in. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services.

Leadership 257

Leadership Blog Learning-by-Doing Follow-up 257

Kevin Eikenberry

DECEMBER 2, 2010

He has been in the business world for over 28 years in various leadership positions, most recently as a senior operations executive for a service business based in the Rocky Mountain west.

Leadership 194

Leadership Learning-by-Doing Blog Workshop 194

CO2

DECEMBER 23, 2010

.&# When speaking with employees who have never been asked for their opinion before at work (33% of bosses rarely or never ask for their subordinate advise based on a national survey we conducted) they say they will never work for another company in which they did not get to participate in the strategic planning process.

Strategic Planning 76

Strategic Planning Motivation Planning Executive Coaching 76

Kevin Eikenberry

SEPTEMBER 13, 2010

Using it In the military, operatives are used to gain “intel&# on what the enemy is thinking, doing or planning. If you have something that can cause all those problems, as a leader it is your responsibility to reduce or eliminate that situation – or even better, use gossip to your advantage rather than peril.

Open-book 170

Open-book Workshop Blog Video 170

HR Digest

OCTOBER 17, 2020

And the lessons from most recent events in the last 20 years like the relatively mild swine flu (H1N1) in 2009, the dot-com bubble of 2001, and the 2008-09 Great Recession, are nowhere near suitable to withstand the social and economic impacts of the COVID-19 pandemic. Spanish flu).

Short-term 59

Short-term Committee Incentives Long-term 59

HR Digest

OCTOBER 17, 2020

And the lessons from most recent events in the last 20 years like the relatively mild swine flu (H1N1) in 2009, the dot-com bubble of 2001, and the 2008-09 Great Recession, are nowhere near suitable to withstand the social and economic impacts of the COVID-19 pandemic. Spanish flu).

Short-term 52

Short-term Committee Incentives Long-term 52

Rajesh Setty

DECEMBER 14, 2011

Discoverability is presumably why Ken Lizotte made writing and publishing books the first of the “Five Pillars of Thoughtleading” in his book The Expert’s Edge: Become the Go-To Authority People Turn to Every Time (McGraw-Hill, 2008). LA: Look at the context in which business is operating these days.

Leadership 58

Leadership Long-term Innovation Audience 58

N2Growth Blog

JANUARY 18, 2011

I wonder if there’s a good survey out there I could use to get feedback from my team. As far as a survey goes you have several options available to you. In fact, many of the online survey companies (e.g. surveymonkey) allow you to design/customize your survey with specific questions.

Leadership 420

Leadership CEO Blog Learning-by-Doing 420

Harvard Business Review

SEPTEMBER 9, 2015

The essence of the phenomenon is the fact that each stage in the supply chain plans its capital projects and operations, including inventory levels, based on its future expectations. Ford CEO Alan Mulally tried to mitigate the impending bullwhip during the 2008 financial crisis by imploring the U.S. automobile industry.

Supply Chain 8

Supply Chain Retail Crisis Operations 8

Harvard Business Review

JULY 16, 2012

Instead, leaders must explain to their people the strategy — the sense of organizational direction — that underlies every operational directive. A couple of months ago, we surveyed several dozen participants in an Executive Education program at Harvard Business School.

Uncertainty 15

Uncertainty Survey Participative Learning-by-Doing 15

Harvard Business Review

AUGUST 20, 2014

To do so, it had to come up with a brand of management all its own, centered around “people analytics,” a quantitative approach to hiring and operations. Earlier this year, Google’s SVP of People Operations, Laszlo Bock, wrote about its latest “people analytics” experiment. 20% time.

IPO 14

IPO Management Engineering Innovation 14

Harvard Business Review

JULY 16, 2012

Instead, leaders must explain to their people the strategy — the sense of organizational direction — that underlies every operational directive. A couple of months ago, we surveyed several dozen participants in an Executive Education program at Harvard Business School.

Uncertainty 14

Uncertainty Survey Participative Learning-by-Doing 14

Harvard Business Review

APRIL 14, 2017

My own firm released a survey recently of 835 large companies (with an average revenue of $20 billion) that predicts a net job loss of between 4% and 7% in key business functions by the year 2020 due to AI. In stark contrast, very few of the companies we surveyed were using AI to eliminate jobs altogether. bribes and kickbacks).

Company 11

Company Survey Finance Engineering 11

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. Since 2008, we've benchmarked the performance of nearly 250 operations centers working on both core operations (e.g., But that's not by accident.

Offshoring 8

Offshoring Cost Benchmarking Operations 8

Harvard Business Review

MAY 17, 2012

For example, many companies conduct frequent surveys asking customers how likely they are to recommend a product or company to friends or colleagues. The surveys provide a steady stream of data on customer attitudes and probable behaviors. Rackspace went public in 2008 — shortly before the financial markets went belly up.

Customer Loyalty 13

Customer Loyalty Loyalty CEO Intellectual Capital 13

Harvard Business Review

JANUARY 12, 2018

Robo-advisors, which were introduced in 2008 , are steadily eating up market share from their human counterparts much the way that Amazon and Netflix have taken share from Walmart and Regal Cinemas. Companies are both operators and investors. Many established firms— a 2017 Deloitte survey suggested about 20% in the U.S.—are

Consultative 8

Consultative Strategy Advice McKinsey 8

Harvard Business Review

DECEMBER 22, 2010

No wonder that a 2008 McKinsey survey found that only 20% of senior executives believe that their corporate philanthropy is effective in achieving social goals. The Nike Foundation also leans on its expertise in innovation and scale to find solutions to poverty, while keeping its operations separate from the business.

Core Competence 15

Core Competence Market Segmentation Globalization Reputation 15

Harvard Business Review

OCTOBER 21, 2016

This can disrupt a firm’s ability to operate on schedule and budget. Of the respondents, 72% said that climate change presents risks that could significantly impact their operations, revenue, or expenditures. ” Improving risk management.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

N2Growth Blog

SEPTEMBER 19, 2010

Home About Overview News Careers Contact Blog Services Branding/Identity Executive Search Leadership Development Overview CEO Coaching Executive Peer Groups Strategic Growth Consulting Innovation Management Personal Branding Reputation Management Social Media Consulting Pro Bono Services Clients Intermidiaries Downloads Blog Contactus N2growth Home (..)

Blog 419

Blog Open-book Library Learning-by-Doing 419

Harvard Business Review

NOVEMBER 2, 2012

In fact, since we began our outreach and monitoring, we have seen a fourfold increase in employer-to-employee political communications, from 5% of the private workforce hearing from their employer about politics in 2000 to over 20% in 2008. According to the 2010 National Poll commissioned by BIPAC and performed by Moore Information, Inc.,

Politics 8

Politics Policies Survey Information 8

Harvard Business Review

JANUARY 26, 2015

GE now operates in 175 countries across the globe.) So a constant reengineering of our business portfolio, operating model, and culture has been a key to our evolution. Sometimes strategic shifts are driven by external events, such as the post 9/11 environment or the onset of the Great Recession in 2008.

Welch 8

Welch Six Sigma Agility Operations 8

Harvard Business Review

OCTOBER 3, 2012

From the first quarter of 2007 to 2008 bankruptcy filings for small businesses grew 33%. From first quarter 2008 to 2009, bankruptcy filings leapt by 75%. For instance, when customers expressed a desire for more time with sales associates, Journelle reorganized its operations and stripped away all non-customer facing activities (e.g.

TSR 15

TSR Apparel Consultative Uncertainty 15

Harvard Business Review

MARCH 5, 2012

According to the Deloitte Volunteer Impact Survey (PDF) , Generation Ys who frequently participate in their company's volunteer activities are more likely to be very proud to work for their company, feel very loyal, and are very satisfied with the progression of their careers. We're a quantitatively focused company," she says.

Participative 13

Participative Library Entrepreneur Survey 13

Harvard Business Review

MAY 20, 2013

Bain & Company recently surveyed about 750 employees across industries in Brazil, China, India, Germany, the UK, and the U.S. Only one-third of survey respondents characterized their own employer as a clear leader that has fully incorporated sustainable practices, with one-fifth saying their companies have few or no efforts.

Metrics 8

Metrics Chemicals Simon Energy 8

Persuasive Powerhouse

OCTOBER 22, 2010

Well, it’s a little risky to generalize, but we can draw some conclusions by looking at some of the trends in the database I have for the 360 degree leadership survey that’s based on my book, The Next Level. Leaders who operate in this mode lose their peers in no time flat. Why is that? What’s the recovery plan?

Bottom-up 177

Bottom-up Short-term Executive Coaching Open-book 177

Harvard Business Review

DECEMBER 2, 2015

It makes much more economic and operational sense to create and leverage a central cadre of professionals than to ask each clinical unit, on its own, to acquire such expertise. The office then conducted a pilot project in which patients used a mobile application to complete the HOOS JR and KOOS JR surveys.

Health Care 8

Health Care Management Cost Efficiency 8

Harvard Business Review

AUGUST 22, 2018

She’d gone to Arkansas to review operational plans and financial projections for the rest of the year with the team on the ground. FB Holdings had made it through the financial crisis of 2008 without losing money—but the climate control systems divisions, a Tier 1 automotive supplier, had not fared as well.

Case Study 12

Case Study CFO Bottom-up Operations 12

Harvard Business Review

JUNE 2, 2015

In his 2006 survey of U.S. Surveys commissioned by the company show that it does a good job of satisfying customers by matching their needs. Moreover, customer-centric firms that operated in highly competitive markets had 69% lower performance, compared with product-centric peers. managers , he said the proportion of U.S.

Restructuring 8

Restructuring Company Henderson Health Care 8

Harvard Business Review

DECEMBER 5, 2016

For decades, experts and policy wonks have argued that health care is a uniquely inefficient industry, insulated from conventional market forces that operate in the rest of the economy. Exploring cutting edge ways to lower costs and improve quality. We assessed two separate but related components of market forces in health care.

Health Care 8

Health Care Marketing Quality Travel 8

Harvard Business Review

NOVEMBER 29, 2013

Although we have much ground still to cover, we have vastly improved our understanding of high-cost patient characteristics, accumulated extensive knowledge of hotspotter perceptions from a comprehensive survey that we recently conducted, and learned about optimal organizational structures required to realize change.

Health Care 8

Health Care Committee Cost Operations 8

Harvard Business Review

NOVEMBER 14, 2011

Cash and capabilities are a powerful one-two punch: 85 percent of the Neighborhood Builders beneficiaries that we surveyed said the program improved their leadership ability. Additionally, despite recent tough times since 2008 for many nonprofits, all but one of the organizations remain in operation.

Case Study 14

Case Study Banking Participative Training 14