Harvard Business Review

FEBRUARY 4, 2013

Using 360-degree feedback data over a 12- to 18-month period, we were able to track what, exactly, the leaders who'd made the most significant progress were doing. By sharing their knowledge more frequently and teaching people what they know how to do they can simultaneously impress and develop their direct reports.

360-Degree Feedback 8

360-Degree Feedback Cooper Learning-by-Doing Skills 8

The Practical Leader

FEBRUARY 15, 2023

Organizational culture is also a key factor in levels of employee engagement, extra effort, innovation, morale, and teamwork. Death by PowerPoint, endless reporting with little discussion, and no real debates. “Magnet cultures” attract and retain the best people. People rarely listen to customers or each other.

Agility 131

Agility Emotional Intelligence Goleman Participative 131

Harvard Business Review

FEBRUARY 4, 2014

Many companies provide you with so-called 360-degree feedback based on anonymous surveys from your boss, peers, and direct reports. In reality, for managers seeking promotion, such feedback is of only marginal benefit because its frame of reference is how you’re doing in your current job, at your current level.

Career 8

Career 360-Degree Feedback Mentor Long-term 8

Harvard Business Review

FEBRUARY 15, 2012

As part of the process, I was using a 360-degree feedback instrument to provide insights on the strengths of each leader, which in this context provided something of a cross-cultural view into how employees feel about their leaders' effectiveness. This is a truly global firm, with headquarters in China and the U.S.,

360-Degree Feedback 12

360-Degree Feedback Globalization Participative Skills 12

Harvard Business Review

JANUARY 25, 2013

Those who solicit career feedback are likely to hear many, often conflicting messages and need to be astute in sorting out the most critical input to avoid careening off course. And pay attention to the results of a 360-degree feedback review based on surveys from your boss, peers, and subordinates.

360-Degree Feedback 8

360-Degree Feedback Delegation Career Execution 8

Harvard Business Review

OCTOBER 24, 2017

Hill began to dig into the scholarship around leadership and innovation, she soon realized there was a lot of research on both. Specifically, what is the role of the leader in creating and sustaining an innovative organization? Or, as Hill puts it, “Conventional leadership won’t get you to innovation.”

Education 8

Education Innovation Execution Content 8

Harvard Business Review

MAY 3, 2016

Hill began to dig into the scholarship around leadership and innovation, she soon realized there was a lot of research on both. Specifically, what is the role of the leader in creating and sustaining an innovative organization? Or, as Hill puts it, “Conventional leadership won’t get you to innovation.”

Education 8

Education Innovation Execution Content 8

Strategy Driven

JANUARY 24, 2011

Closing the Execution Gap : How Great Leaders and Their Companies Get Results by Richard Lepsinger If an organization can’t execute its plans and initiatives, nothing else matters: not the most solid, well thought-out strategy, not the most innovative business model, not even technological breakthroughs that could transform an industry.

Execution 68

Execution Company 360-Degree Feedback Cooper 68

Harvard Business Review

JULY 12, 2016

Instead, you see the costs indirectly: In the defection of your stars, in the recruits you didn’t land, and in the direct advice and feedback you’re not getting because the truth-tellers are reporting to energy vampires. My favorite example is a story one CEO told us about his innovation pipeline. How inclusive.

Bureaucracy 8

Bureaucracy 360-Degree Feedback How To Energy 8