Leading with Trust

MAY 19, 2023

It reminds me of the old project management adage: people don’t plan to fail; they just fail to plan. Like some sort of relational osmosis, people figure trust just naturally develops over the course of time, and the longer you’re in relationship with someone, the greater the likelihood you’ll build a strong bond of trust.

Planning 110

Planning Bond Survey Workshop 110

Chartered Management Institute

AUGUST 8, 2023

At CMI, we disagree: we believe that better equipped managers means better performing public services. According to CMI’s recent research in collaboration with the Social Market Foundation , more than one in four NHS managers said senior leadership in their healthcare organisations was “ineffective”. Read the full story here.

Policies 52

Policies Metrics Article Newsletter 52

Women on Business

OCTOBER 12, 2012

Amanda D’Amico of Wharton Magazine shared some of those tips: “Be careful who you befriend, because you never know who you manage.” ” –Kimberly Kitchings, vice president of corporate and strategic planning program metrics for Cotton Inc. ” – Jane DeFlorio, managing director of Deutsche Bank.

Advice 197

Advice Career Strategic Planning Metrics 197

Leading with Trust

JUNE 29, 2020

It reminds me of the old project management adage: people don’t plan to fail; they just fail to plan. Like some sort of relational osmosis, people figure trust just naturally develops over the course of time, and the longer you’re in relationship with someone, the greater the likelihood you’ll build a strong bond of trust.

Bond 105

Bond Planning Workshop Metrics 105

Strategy Driven

JANUARY 15, 2020

The main objective of studying this career is to know the tools, techniques, and methods to develop quality software and solve all the problems that arise during its development. It covers a wide sector of work since all human activity is currently related to information management. Basic roles of Software Engineering.

Engineering 66

Engineering Software Objective Analysis 66

N2Growth Blog

APRIL 25, 2010

If your organization confuses loyalty and tenure there is trouble on the horizon…If your business rates tenure higher than performance as a measure for employee evaluation, it is time for you to consider updating your talent management practices and procedures. So, what’s wrong with tenure you ask?

Loyalty 419

Loyalty Blog Brand Follow-up 419

Harvard Business Review

FEBRUARY 14, 2017

The United States has thousands of workforce development and training programs, run by the public, social, and private sectors. But according to the World Bank , only 30% of youth employment programs are successful, with many of those offering only marginal benefit. Some are excellent; others, not so much. Think about it.

Metrics 9

Metrics TCO Training Cost-Benefit Analysis 9

Harvard Business Review

AUGUST 26, 2015

Managers and boards are often pushed by investors, fund managers, and analysts to focus intently on a single measure of success, such as shareholder value or profit, and then they do everything they can to maximize it. Companies should be managed much more holistically. In short, we had to be a bit myopic to survive.

Metrics 8

Metrics Long-term Short-term Hedge 8

N2Growth Blog

NOVEMBER 19, 2010

Even if you don’t find yourself having to frequently deal with extreme situations, it is often nothing more than normal dealings in the ordinary course of business that can place you at a nexus…Do you make your decision based upon the facts at hand and sound decisioning metrics, or do you let your emotions drive your decisions?

Blog 419

Blog Leadership Emotional Intelligence CEO 419

N2Growth Blog

DECEMBER 21, 2010

It's one of my great drivers to achieve significance in what I do – even if that doesn't necessarily mean success as defined by any metric you care to choose… Thanks for an interesting read! Our life cannot be measured from the bank balance but by service. Best Neil Ron Inspiring post! Success is temporal.

Blog 416

Blog Succession Influence Brand 416

HR Digest

NOVEMBER 9, 2021

It’s my belief that culture does not happen organically, especially in today’s world of hybrid or remote work , but that companies have it in their power to develop and foster environments that respect issues of S&B. At Audible, we continue to focus on S&B education.

Diversity 52

Diversity Katz Learning-by-Doing Globalization 52

HR Digest

NOVEMBER 9, 2021

It’s my belief that culture does not happen organically, especially in today’s world of hybrid or remote work , but that companies have it in their power to develop and foster environments that respect issues of S&B. At Audible, we continue to focus on S&B education.

Diversity 52

Diversity Katz Learning-by-Doing Globalization 52

Harvard Business Review

OCTOBER 9, 2012

They've been around so long that they've developed a gut feel for which statistics matter most. But as Michael Lewis describes in Moneyball , the Oakland Athletics discovered that the metric the team's scouts used to choose players had nothing to do with whether those players would score runs. Useful statistics have two qualities.

Banking 15

Banking Metrics Objective Retail 15

Harvard Business Review

AUGUST 8, 2011

Managers are increasingly taking a back seat as information providers. From the moment employees sign up, organizations direct them to company intranets to understand different aspects of the job, the organization, clients, company policies, and often, the performance development program and its measurement metrics.

Management 12

Management Mentor Information Technology Metrics 12

Harvard Business Review

APRIL 23, 2018

The engagement of its drivers, who deliver milk and bread to millions of customers each day, was dipping while management was becoming increasingly metric-driven in an effort to reduce costs and improve delivery times. Organizational Development Book. Drivers’ dislike of managers was high, and trust was low.

Servant Leader 17

Servant Leader Leadership Banking Learning-by-Doing 17

Harvard Business Review

OCTOBER 25, 2018

To analyze the superstar dynamics of firms, our metric was economic profit, a measure of a firm’s profit above and beyond opportunity cost. (To The top 10% of the firms we analyzed — the superstars by our metric — create 80% of all the economic value, meaning they account for 80% of economic profits.

Industry 11

Industry Company GDP Bottom-up 11

Harvard Business Review

NOVEMBER 22, 2017

How do banks switch customer relationships from branch offices to mobile phone screens? An “operating model” — how a company organizes and manages its resources to achieve its strategic ambitions — is the bridge between strategy and execution. Banks emphasizing products, meanwhile, have turned to partnerships.

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

OCTOBER 10, 2017

Precision made it easy for managers to oversee their employees. Every spot on every line was visible to managers. Every step of the process was measured, and real-time metrics were easily accessible. In an experiment, we approached the call center of a bank’s consumer loans business. (We’ve

Organization 11

Organization Tactics Call Center Metrics 11

Harvard Business Review

JANUARY 26, 2012

As a result, many choose not to invest in it despite all the evidence that, when skillfully managed, culture can be a powerful and enduring source of competitive advantage. In parallel, revenue per employee increased 89 percent and the bank overtook its peers in total returns to shareholders and customer satisfaction.

Banking 15

Banking Competitive Advantage Incentives Metrics 15

Harvard Business Review

OCTOBER 29, 2012

In our research into more than 8,000 companies in 20 countries, 79% of organizations reported that their management practices were above average. companies, and fewer than 5% elsewhere, scored above a 4 on a five-point management-practices scale we created. That should have been very good news. You really are above average!

Management 8

Management Benchmarking Short-term Incentives 8

Leading Blog

APRIL 5, 2019

We tend to see situations in one of two ways: either events are certain and can, therefore, be managed by planning, investment, and reliable budgets; or they are uncertain, and we cannot manage them. Should they make a big bet, hedge their position, or just wait and see? Here is a simple explanation of it.

Uncertainty 309

Uncertainty Sports Credit Rating Learning-by-Doing 309

Harvard Business Review

DECEMBER 7, 2017

All investment practices will consider environmental, social, and governance (ESG) metrics because some of those metrics are financially material, meaning decision-useful pieces of information. In both cases, social and environmental metrics matter for the business’s financial success.

Supply Chain 8

Supply Chain Asset Management Chemicals Long-term 8

Harvard Business Review

JUNE 11, 2012

Virtually every corporate and academic leadership development program is founded on the same model — we call it the formulaic model. Once we discover it and turn it into a formula, development is just a matter of bringing you in line with that formula. The notion behind all this is simple: The right way to lead is out there.

Advice 15

Advice Hotels How To Leadership 15

Harvard Business Review

JANUARY 28, 2015

While this would seem sufficient to alert the bank to his impending trip abroad, “transaction denied” flashes across the terminal screen, leaving this longtime customer stranded, fuming, and no longer so loyal. Here are our recommendations for how CMOs and COOs can develop a more collaborative working relationship: 1.

COO 8

COO Planning Metrics Call Center 8

Harvard Business Review

JULY 19, 2017

Companies like ANZ, the Australian-based banking giant, have made explicit commitments to adopt agile principles , while others like Zappos, are on the bleeding edge of organizational transformation. Self-managed teams with limited hierarchy and bureaucracy are explicit features of such organizational models. Systematic Inc.,

Agility 8

Agility White Paper How To Metrics 8

Harvard Business Review

JANUARY 3, 2014

The World Bank puts the figure at 38% in Nigeria , while the Economist projects 55% for young black South Africans. Some may have short onboarding programs for new employees; at best some multinational companies will budget similar training budgets as in their developed market businesses. Metrics are your best friend.

Training 8

Training Company Metrics Real Estate 8

Harvard Business Review

AUGUST 7, 2018

Why is it that when a group of managers gets together for a strategic planning session they often emerge with a document that’s devoid of “strategy”, and often not even a plan ? For some managers, this seems initially like putting the cart before the horse. Alicia Llop/Getty Images. It was seat-of-the-pants stuff. .”

Strategic Planning 15

Strategic Planning Planning Document Airlines 15

Harvard Business Review

JUNE 8, 2018

Since then, we interviewed several chief financial officers (CFOs) of leading technology companies and senior analysts of investment banks who follow technology companies. So, investors, and therefore managers, might be adjusting their approach to risk accordingly. Traditional companies therefore rely on two strategies.

Report 8

Report GAAP Net Present Value CFO 8

Harvard Business Review

JUNE 19, 2017

While initially designed to improve the responsiveness of software development teams, more recently agile has become the default team-based operational model for companies big and small, across industries and sectors, with the promise of a substantial and sustained spike in team productivity and efficiency. Related Video.

Agility 8

Agility Software Incentives Banking 8

Harvard Business Review

JUNE 11, 2012

Virtually every corporate and academic leadership development program is founded on the same model — we call it the formulaic model. Once we discover it and turn it into a formula, development is just a matter of bringing you in line with that formula. The notion behind all this is simple: The right way to lead is out there.

Advice 13

Advice Hotels How To Leadership 13

Harvard Business Review

OCTOBER 3, 2014

Identify the right metrics that “move the needle.” ” First, senior management should decide on the business goal for an analytics initiative and the key performance indicators to track that will put them on the right path toward success. Develop a robust root cause analysis capability.

Root Cause Analysis 8

Root Cause Analysis Metrics Analysis Retail 8

Harvard Business Review

AUGUST 3, 2018

In a follow up HBR article , we interviewed several chief financial officers (CFOs) of leading technology companies and senior analysts of investment banks and distilled seven key insights from those discussions. The level and trend of a company’s top-line metric is an advance indicator of the success of its business model.

Report 8

Report GAAP Company Proposal 8

Harvard Business Review

SEPTEMBER 29, 2014

Senior leaders from all of the universities and hospitals came together, in an unprecedented collaboration, to create universal employee metrics that tracked employment goals and outcomes across the institutions so that they could better understand the hiring landscape, and design interventions to better equip residents for jobs.

Metrics 8

Metrics Banking Learning-by-Doing Education 8

Harvard Business Review

SEPTEMBER 13, 2012

An impatient marketing or finance manager would, on the sly, secure some extra budget money and hire a contractor to build a little database that tracked mailing addresses or top-line financials. Slowly but surely, as the little database grew bigger and bigger, the manager would wedge the cost into her operating budget.

Supply Chain 15

Supply Chain CIO Budgeting Project 15

Harvard Business Review

AUGUST 5, 2014

That means churning through data to find insights that others haven’t seen and then developing the organizational capability to act on them faster and better to drive above-market growth. That helped account managers focus their pitch on the client’s business issues and build rapport. That bottom line sensibility is crucial.

P&L 9

P&L Banking Marketing Call Center 9

Harvard Business Review

FEBRUARY 23, 2016

As the incoming Chief Executive of Deutsche Bank, John Cryan, recently said in an interview: “I have no idea why I was offered a contract with a bonus in it because I promise you I will not work any harder or any less hard in any year, in any day because someone is going to pay me more or less.”

Execution 8

Execution Incentives Short-term Long-term 8

Harvard Business Review

MAY 31, 2012

boss, Ina Drew , the former head of their unit in of the bank's, the Chief Investment Office (CIO); and CEO Jamie Dimon, to whom the CIO reported who oversaw the CIO. Drew quickly retired after the losses, and Iksil and Macris are, according to news reports, leaving the bank.

CIO 8

CIO Committee Risk Management Banking 8