Harvard Business Review

OCTOBER 6, 2016

Barbara Kellerman from Harvard, Jeffrey Pfeffer from Stanford, and numerous other experts have pointed out that the development market is filled with fads — slick behavioral models and fun, engaging tools — that don’t really move the needle. But there’s little evidence that much of this works. Insight Center.

Leadership Pipeline 13

Leadership Pipeline Leadership After Action Review Pharmaceuticals 13

Harvard Business Review

DECEMBER 8, 2015

. “For the military,” Petraeus observed, “learning faster than the enemy meant deploying lessons learned teams and ensuring commanders are focused on identifying the need to make changes to our big ideas, campaign plans, organizational structures, equipment, and operational bases.”

Uncertainty 8

Uncertainty Decentralization Venture Capitalist After Action Review 8

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. Examples: an accounting manager could shadow HR for a day or an person in operations could learn more about the sales process. 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

JANUARY 28, 2016

While thinking about onboarding talent that you don’t even “own” is counterintuitive, the likelihood of project success falls significantly when agile talent operates without a clear understanding of the work and their role. Manage the politics. Think of talent as partners, not clients.

Management 8

Management Agility Middle Management After Action Review 8