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Michael Fraccaro, CHRO at Mastercard, on the value of business resource groups

HR Digest

I’d say we’re very focused on creating a skilled workforce and leadership pipeline that can execute our strategy. I was at a conference recently and one of the speakers remarked that “Culture hedges against the risk of uncertainty.” To achieve this we are intentional about sustaining a winning culture with decency at its core.

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Developing a Leadership Training Program for High Potentials: A Case Study

Great Leadership By Dan

The Leadership Pipeline: How to Build the Leadership-Powered Company , Authors: Ram Charan, Stephen Drotter, James Noel; Publisher: Jossey-Bass, 2001. Gina presents frequently at conferences, industry events, and corporate events on a variety of leadership, project and process-focused topics. References.

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The June 2010 Leadership Development Carnival

Sales Wolf Blog

  Dan McCarthy  presents  A View from Inside the Leadership Pipeline  posted at  Great Leadership  where he provides a summary of research from CCL and his recommendations on how to manage high potentials.  Department of Labor Employment Standards Administration (ESA) - U.S.

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What 11 CEOs Have Learned About Championing Diversity

Harvard Business Review

Many of the leaders I interviewed also speak at conferences about diversity and write openly about its importance. Starbucks has the goal of increasing the representation of women and minorities in leadership to 50% by 2020 through expanding the leadership pipeline and holding leadership accountable to diversity and inclusion goals.

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How to Revive a Tired Network

Harvard Business Review

Managers striving to make their way up the leadership pipeline tend to manage up, forgetting that their connection to the layers below is often what makes them invaluable to seniors whose sponsorship they hope to attract. Attend a conference you have never before attended. Practical Steps to Expand Your Network.

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Gender in the Multicultural Corporation

Harvard Business Review

Although Nestle's consumers and "shoppers," as they are referred to, were about 80% female, only 3% of managers in the company's leadership pipeline were women. The reality of the company's statistics was not something to be proud of. This gender imbalance contrasted oddly with the company's record on cultural balance.