Harvard Business Review

JULY 24, 2018

And because organizational change tends to be driven by those who most acutely feel the pain, it’s often line managers who are the strongest champions for “talent tech”: innovations in how firms hire people, staff projects, evaluate performance, and develop talent. Insight Center. Adopting AI. Sponsored by SAS.

Technology 10

Technology Talent Management Process Management 10

Harvard Business Review

NOVEMBER 26, 2013

But Chinese employees have learned that the management skills and systems in multinationals in China come in many flavors, from the exceptional to the abysmal. And that means providing world-class training, clear and lucrative career paths and, increasingly, a work-life balance that allows people to enjoy the fruits of their success.

Globalization 8

Globalization Operations McKinsey Mentor 8

Tanveer Naseer

OCTOBER 7, 2014

You must make sure that managers at all levels are aware of and engaged with planned changes, and that they understand the importance of reinforcing key messages with their teams. If middle managers and supervisors signal to employees through their words or actions that they lack faith in their leaders, employees’ trust will decline rapidly.

Reputation 252

Reputation Chief Executive Officer Globalization Motivation 252

Harvard Business Review

SEPTEMBER 15, 2017

Hostile personality characteristics such as these might help people climb the career ladder, but it could be a very lonely journey to the top — unless their colleagues also share these personality characteristics. Because they reported to leaders from upper management, they also held a follower position.

Quality 8

Quality Self-aware Short-term Influence 8

Harvard Business Review

JANUARY 11, 2011

But he believes that too many of his managers still operate in a " command-and-control reflex." They're a lot like he was earlier in his career: good at holding subordinates accountable but bad at setting clear expectations.

Delegation 15

Delegation Self-aware Drucker Middle Management 15

Harvard Business Review

FEBRUARY 8, 2016

” Middle management wasn’t free from trouble, either. ” As a result, top talent left rather than risk stalling their careers. She notes that key-punch operation — one of the main areas of job growth — is “universally regarded as a dead-end occupation, with no promotional opportunities.”

Technology 8

Technology Decentralization Short-term Middle Management 8

Harvard Business Review

SEPTEMBER 29, 2011

These differences in philosophy and approach frequently differentiate those who advance to and succeed at the executive level — and those who stay in the ranks of middle management. When you ask leaders how they build a strong management team, the answers are revealing.

Execution 14

Execution Team Chief Financial Officer Finance 14

Harvard Business Review

JANUARY 15, 2014

The condition is rare but, fortunately, there appeared to be several specialists both in Germany and France who had each treated hundreds of cases during their careers. When it comes to specialist operations, experience is key, so he was going to visit each of them and then make a decision.

Gordon 8

Gordon Strategy Decisionmaking Objective 8

Harvard Business Review

JANUARY 5, 2018

Connectors in the middle. Although long ignored, these middle management positions have become increasingly recognized as critical to executing a company’s strategy. Note that essential experts typically don’t want to manage others; they only want to manage themselves. So how do you keep them?

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Michael Lee Stallard

JUNE 28, 2010

Born in Uniontown, Pennsylvania, in 1880 and trained at the Virginia Military Institute, Marshall was a career military man who will forever be remembered for his efforts to promote peace and bring about a strong connection between America and Western Europe. The officers present thought Marshall’s behavior would surely end his career.

Ryan 220

Ryan Learning-by-Doing Career Magazine 220

Harvard Business Review

JUNE 10, 2013

It provides a cost effective and low-risk way to engage with mid-career professionals seeking to return to work. (I When I returned to work at an investment firm at age 42, after 11 years out of the full-time workforce, I was the grandmother of the operation. I wrote about this trend in the November 2012 issue of HBR.)

Career 8

Career Learning Curve Middle Management Reference 8

Harvard Business Review

APRIL 4, 2013

Show us a strength and we''ll give you an example where its overuse has compromised performance and probably even derailed a career. Coworkers can therefore indicate if a manager overdoes it on four dimensions of behavior: forceful, enabling, strategic, and operational. Taking these strengths too far has consequences.

Self-aware 8

Self-aware Middle Management Tools Audience 8