Nathan Magnuson

SEPTEMBER 1, 2014

Success is a lousy teacher. I recently received a question from a leader who has just completed a season of success. How do you keep your team fully engaged in the wake of success? Success can take a toll on people – mentally, physically and emotionally. Success doesn’t have to serve as the preamble to decline.

Succession 183

Succession After Action Review Energy Goal 183

Harvard Business Review

APRIL 12, 2016

Leadership development represents a huge and growing investment for most organizations. product pricing, operational efficiency, customer service, etc.). Another tried generating operational efficiencies through a different supply chain control tower process. For example, one participant focused on creating a new pricing scheme.

Leadership Development 8

Leadership Development Development Leadership Supply Chain 8

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.” Drive to change behaviors.

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. Do employees feel that their boss honors their career aspirations, building needed skills that serve their organization now and in the future?

Leadership Development 283

Leadership Development Development Planning Self-aware 283

QAspire

APRIL 14, 2013

As individuals, teams and organizations, how much we learn from our past is critical for our improvement and future success. "Sei" means to look back upon, review, and examine oneself. "Sei" means to look back upon, review, and examine oneself. Hansei is an attitude, a way of working.

Kaizen 152

Kaizen After Action Review Quality Bottom-up 152

Harvard Business Review

JANUARY 28, 2016

To stay nimble and competitive, many organizations today rely on expert talent sourced from anywhere in the world, in a variety of ways that fall outside the traditional employment model. While agile talent can be a game changer for organizations, it’s not a panacea. Dave Wheeler FOR HBR. We call this phenomenon agile talent. .”

Management 8

Management Agility Middle Management After Action Review 8