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. She is concerned her team won’t stay motivated. How do you keep your team fully engaged in the wake of success? Success can take a toll on people – mentally, physically and emotionally.

Succession 183

Succession After Action Review Energy Goal 183

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

Harvard Business Review

NOVEMBER 22, 2013

But at the time, success was hardly assured. Eighteen months earlier, he’d made arguably the worst decision he ever made, to support an ill-conceived covert operation to unseat Fidel Castro, known today as the Bay of Pigs fiasco. The team should be broken into sub-groups that would work on alternatives and then reconvene.

Groupthink 9

Groupthink Janis Consensus After Action Review 9

Harvard Business Review

APRIL 12, 2016

Over the past couple of years, we have collaborated with the leadership development team at Cargill, one of the world’s largest global agricultural processing and distribution companies, to apply these ideas in a program for high-potential managers called “Leading in a Complex World.” One experiment generated a 2.6%

Leadership Development 8

Leadership Development Development Leadership Supply Chain 8

Great Leadership By Dan

SEPTEMBER 3, 2013

of The People Equation offers this advice for an IDP: “I would recommend that leaders build in one action item that relates to learning an aspect related to the organization’s operations that is outside of the team member’s area of expertise. Regular review and after-action review. Tacy Byham, Ph.D.

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. Reflection can also be done on events and milestones.

Kaizen 152

Kaizen After Action Review Quality Bottom-up 152

Harvard Business Review

JANUARY 28, 2016

In our work with organizations, we have found seven things managers do that set up their external experts for success: Build a talent network. Competent middle managers know this and anticipate it, and are successful in finding ways to avoid creating winners and losers.

Management 8

Management Agility Middle Management After Action Review 8