Harvard Business Review

JANUARY 11, 2017

Mentor/coach: Contributes through others as a formal manager, an idea leader, a project owner, or an informal employee developer. They are actively involved in building their business, developing their strategies, growing and maintaining strong customer relationships, and creating a service offering that’s attractive to their market.

Mentor 8

Mentor Agility Team Teamwork 8

Strategy Driven

NOVEMBER 17, 2010

Despite the media coverage of Boomers and how a tidal wave of retirements could impact business, many senior managers are kicking the can down the road, putting off the job of creating a system and process for capturing knowledge. Manager can avoid this by taking some steps now to prepare for the day when key workers leave.

How To 62

How To Tacit Knowledge Mentor Intellectual Capital 62

Harvard Business Review

OCTOBER 6, 2016

Organizations are continuously promoting people into management, and those new leaders struggle with the transition. So they’re looking for ways to cultivate those competencies and, in the process, feeding the fad-driven leadership development market. How talent management is changing. Insight Center.

Leadership Pipeline 13

Leadership Pipeline Leadership After Action Review Pharmaceuticals 13

Great Leadership By Dan

SEPTEMBER 3, 2013

Here’s why: “Most organizations see leaders'' as drivers of results - exceeding sales quotas, deepening market share, boosting profits, etc. Do employees speak up, challenging the leader''s plans, decisions, and actions if they see a gap? This is an important facet of what leaders do but it''s not the only thing leaders need to do.

Leadership Development 283

Leadership Development Development Planning Self-aware 283

Harvard Business Review

DECEMBER 8, 2015

I recently discussed the issue of managing through uncertainty with retired U.S. Petraeus has managed uncertainty of global scope and with the highest stakes. Our conversation left me with three recommendations for managing uncertainty that we all can use: Learn faster than your opponent. So how should leaders adapt?

Uncertainty 8

Uncertainty Decentralization Venture Capitalist After Action Review 8

Strategy Driven

MARCH 18, 2016

It may sound counterintuitive, but the single biggest thing we can do to achieve stronger results with less burnout is to shut down worthy projects, teams, and task forces. Try Prioritization Grid Sessions with your teams to identify the highest impact initiatives. Interested in lightening your organization’s and your own load?

After Action Review 50

After Action Review Rogers Contingency Plans Leadership 50

Harvard Business Review

JANUARY 28, 2016

.” While cost is clearly a consideration, managers describe the primary benefits of agile talent as increasing flexibility, speed, and innovation. Nor is there a single common model for managing it. But effective implementation falls, not surprisingly, to middle managers. Manage the politics.

Management 8

Management Agility Middle Management After Action Review 8