The Center For Leadership Studies

JUNE 8, 2023

This is why it becomes exponentially more difficult when we become people managers and need to help others figure them out as well. If you fall short, a reasonable first place to start with an “after-action-review” is, What could you (the leader) have done differently? How do the people on your team like working for you?

Situational Leadership 52

Situational Leadership Leadership Influence Self-aware 52

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. Managers tap these outside experts for help because of their knowledge and experience. More-formal methods, such as after-action reviews, are useful too. What are you reading?

Mentor 8

Mentor Agility Team Teamwork 8

Harvard Business Review

JUNE 27, 2013

Consider this now familiar view from the field: "I''ve run a virtual team for the past 18 months in the development and launch of [a website.] I had one face-to-face meeting with the team lead for the technology development this past December.". The result was an outpouring of experience and advice for making virtual teams work. (I

Team 9

Team Shaw Commitment After Action Review 9

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. How talent management is changing. Second, these companies believe in matrix management and risk taking — both attributes are highly predictive of long-term revenue per employee and gross profit margin.

Leadership Pipeline 13

Leadership Pipeline Leadership After Action Review Pharmaceuticals 13

Harvard Business Review

NOVEMBER 22, 2013

For that, he leaves a huge legacy in management. And yet, as I write in more detail in Collaboration , after the Bay of Pigs Kennedy brilliantly retooled his group decision-making process. The team should be broken into sub-groups that would work on alternatives and then reconvene. Crisis management Decision making Government'

Groupthink 9

Groupthink Janis Consensus After Action Review 9

Great Leadership By Dan

SEPTEMBER 3, 2013

Do employees speak up, challenging the leader''s plans, decisions, and actions if they see a gap? John Hunter , from Curious Cat Management Improvement Blog , says “ One item I think every leader should have in their IDP is to continue to improve coaching their staff. I share a bit of my journey in Leadership Development Made Easy.”.

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

Harvard Business Review

APRIL 12, 2016

Industry research, for example, shows that companies spent more than $24 billion on leadership and management training worldwide in 2013, an increase of 15% from 2012. Underlying this notion was the lack of tangible results that could be attributed to management training.

Leadership Development 8

Leadership Development Development Leadership Supply Chain 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. Change Less, Achieve More. About the Authors.

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

Harvard Business Review

SEPTEMBER 30, 2016

Both studies discovered that companies are putting far more emphasis on increasing the quality and frequency of the feedback managers are providing their employees. And in the HRE research, 77% of HR executives in the organizations studied report that their top performance management priority is encouraging more-frequent conversations (i.e.,

Management 8

Management Performance Review Review After Action Review 8