Building Personal Strength

AUGUST 15, 2010

I first learned about 360-degree feedback in 1987. It was a new technology at the time, used primarily to give bosses what was called "upward" feedback about their leadership and management. And it was a huge success. As for the prototype, it still exists in the same form.

360-Degree Feedback 78

360-Degree Feedback Software Engineering Technology 78

Marshall Goldsmith

JUNE 7, 2011

The work environment requires increased global savvy, virtual skill, and technological knowledge. Rapid change is the order of the day, with global mergers, acquisitions and shifts--and the resulting talent and leadership challenge will likely determine the success or failure of your organization between now and 2020.

360-Degree Feedback 118

360-Degree Feedback Learning Curve Budgeting Career 118

Harvard Business Review

JULY 10, 2012

When tracking trends for future growth opportunities, for example, invest real money (2 to 4 percent of the sales budget is good) to develop analytical tools and teams that monitor trends such as demographic shifts, regulations, and new technologies. Finally, demand that data inform decisions on the sales function's inner workings.

CEO 15

CEO 360-Degree Feedback Contract Manufacturing Supply Chain 15

Harvard Business Review

DECEMBER 27, 2016

Healthcare has become extraordinarily complex — the balance of quality against cost, and of technology against humanity, are placing ever-increasing demands on clinicians. Core to the curriculum is emotional intelligence (with 360-degree feedback and executive coaching), teambuilding, conflict resolution, and situational leadership.

Management 15

Management 360-Degree Feedback Mayo Training 15

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 17

360-Degree Feedback Welch Active Listening CEO 17

Harvard Business Review

JUNE 11, 2014

Several respondents advocated a “strong and diverse network” and openness to 360-degree feedback—that is, not just feedback from supervisors. Analyze the success of others in their company,” one consultant suggested, “and don’t be afraid to seek out a mentor.” Formal education and developmental assignments.

360-Degree Feedback 8

360-Degree Feedback Self-aware Mentor Consultative 8

Building Personal Strength

MAY 20, 2012

They influence whether you'll achieve success and happiness, and people can intentionally become stronger. Revolutionary feedback system. And the technology makes gathering all this a simple, quick, anonymous process. And not many adults know about the core strength areas, or that it's possible to exercise them. Youth-friendly.

Development 84

Development 360-Degree Feedback Learning-by-Doing Video 84

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

MAY 1, 2014

Jim, a brilliant professor of engineering, came on as the new Chief Knowledge Officer and John, an experienced petroleum executive identified by a major shareholder, became Vice President of Technology, Products, and Services. But within just a few months of their joining, war had broken out between the new arrivals and other executives.

360-Degree Feedback 10

360-Degree Feedback Offshoring Construction Execution 10

Harvard Business Review

OCTOBER 24, 2017

Determined to feature a global perspective, the authors include narratives of executives within India-based IT company HCL Technologies, the German division of online auctioneer eBay, and the marketing division of automaker Volkswagen in Europe. Willing to Take Chances. Nayar recast his role as leader.

Education 8

Education Innovation Execution Content 8

Harvard Business Review

MAY 3, 2016

Determined to feature a global perspective, the authors include narratives of executives within India-based IT company HCL Technologies, the German division of online auctioneer eBay, and the marketing division of automaker Volkswagen in Europe. Willing to Take Chances. Nayar recast his role as leader.

Education 8

Education Innovation Execution Content 8

Harvard Business Review

DECEMBER 15, 2017

Through 360 degree feedback, he learned that certain elements of his leadership style that had previously been effective were no longer serving him well. In following this development path, Dr. Tabb gained the experience and skills he needed to be successful in a broader, more integrated role. A Tall Order.

Training 13

Training Health Care Management 360-Degree Feedback 13