Harvard Business Review

MAY 16, 2014

By the time people complete the one- or two-year program, they are expected to be fully ready and cultivated for the long haul within the company. At GE, we have created mid-career leadership programs as one answer to these challenges. Development results from assignments, continuous 360-degree feedback, and close assignment coaching.

Training 8

Training 360-Degree Feedback Participative Human Resources 8

Harvard Business Review

DECEMBER 9, 2015

But building a company employees truly love reverses the equation: it’s almost all inspiration, and sweat has only a little to do with it. This is the unexpected conclusion of new research from Bain & Company, conducted in conjunction with the Economist Intelligence Unit. How to Be a Company That Employees Love.

360-Degree Feedback 8

360-Degree Feedback Maslow Mission Statement Bureaucracy 8

Harvard Business Review

JUNE 21, 2012

As the up-and-coming vice president and CEO candidate for a Fortune 500 technology corporation sat before the CEO for his annual review, he was baffled to discover that the feedback from his peers, customers, direct reports, and particularly from board members placed unusual emphasis on one potentially devastating problem: his listening deficit.

360-Degree Feedback 18

360-Degree Feedback Welch Active Listening CEO 18

Harvard Business Review

DECEMBER 29, 2015

At Cisco, we designed an in-depth executive assessment to help us profile each of our topmost leaders: strengths, development needs, aspirations, strategic capabilities, blind spots, operational capabilities, how they develop their teams, how they fare in big-stage versus one-on-one communications, and so on.

360-Degree Feedback 8

360-Degree Feedback CEO Leadership Pipeline Execution 8

LDRLB

JUNE 13, 2014

AUBREY: Well, I’m Aubrey Daniels and I have a company that works with organizations to help them bring out the best in people. That’s where your friend was right that the whole idea of feedback is if feedback is delayed, it’s ineffective, inefficient at least. DAVID: Who are you and what do you do?

Long-term 84

Long-term 360-Degree Feedback Books Organizational Behavior 84

Harvard Business Review

JUNE 11, 2014

What skills do companies prize in C-level executives ? They also observe how executives negotiate, what matters most to them in hiring contracts, and how they decide whether to change companies. Peer and subordinate feedback. Many consultants emphasized that executives need a first-rate core of technical and soft skills.

360-Degree Feedback 8

360-Degree Feedback Self-aware Mentor Consultative 8

Harvard Business Review

APRIL 24, 2015

They simply don’t seem to have the self-awareness and the social skills that are necessary to work in our complicated multicultural and fast-moving companies. Sadly, far too many people at work lack basic emotional intelligence. These people make life hell for the rest of us. Whose job is it, anyway, to fix these people?

Emotional Intelligence 8

Emotional Intelligence Development 360-Degree Feedback How To 8

Strategy Driven

JANUARY 24, 2011

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. What did 2010 look like for you and your company? But there’s only one that really matters: Did your company effectively execute its plans and initiatives? Juliano Howard T. Dickens Jr.

Execution 68

Execution Company 360-Degree Feedback Cooper 68

Persuasive Powerhouse

OCTOBER 22, 2010

He is a former Fortune 500 HR executive, president of The Eblin Group and graduate of Davidson College, Harvard University, and Georgetown University’s leadership coaching certificate program, where he is also on the faculty. My work as an executive coach involves looking at a lot of 360 degree feedback reports.

Bottom-up 177

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

Harvard Business Review

DECEMBER 15, 2017

And they receive little on-the-job training to develop skills such as how to allocate short- and long-term resources, how to provide developmental feedback, or how to effectively handle conflict – leadership skills needed to run a vibrant business. The Dyad Model and Its Limitations. The CMO should not be part of the dyad model.

Training 14

Training Health Care Management 360-Degree Feedback 14