CO2

FEBRUARY 12, 2024

“When you reach the top, keep climbing“ – Zen Proverb In a world where the peak of success is often the ultimate goal, it’s easy to forget that true leadership is a never-ending ascent, beyond the summit. A McKinsey report highlights that leaders who engage in ongoing personal development are 1.5

Leadership 78

Leadership McKinsey Report Goal 78

CO2

FEBRUARY 8, 2024

This profound statement resonates deeply with the journey of leadership and personal growth. In this blog post, we’ll explore how overcoming doubt in leadership can be the key to unlocking unprecedented success in leadership, echoing the principles at the heart of CO2 Coaching’s philosophy.

Succession 78

Succession Uncertainty Leadership McKinsey 78

Leading Blog

OCTOBER 27, 2023

It’s very easy to have what CEO Seah Chin Siong of the Singapore Institute of Management calls “goal erosion,” defining it as “Doing what is easy, going through the motions, but not doing the hard things the ultimate mission requires.” She was formerly with McKinsey, working with MNCs and local companies in the US, China, and India.

Influence 347

Influence Positioning Self-aware CEO 347

CO2

FEBRUARY 7, 2024

Lito Tejada-Flores In the world of leadership and personal growth, this quote resonates deeply. This is the essence of the leadership evolution journey. Embracing the Climb: A Journey of Continuous Growth The path to leadership is not linear. Collective Ascent: Elevating Teams and Organizations Leadership is not a solo climb.

Leadership 78

Leadership McKinsey Innovation Learning-by-Doing 78

Leading Blog

MARCH 31, 2021

The next normal arrives: Trends that will define 2021—and beyond via @McKinsey. 3 Common Leadership Myths About Burnout by @suzimcalpine If we can begin to dispel some of the myths that circle #burnout, we’ll be far more effective in tackling it in our #workplaces. Many times, they are the reason you have goals in the first place.

McKinsey 297

McKinsey Brainstorming Long-term Trends 297

Leading Blog

JUNE 30, 2019

Key Leadership Transitions Great Leaders Champion by @KateNasser. Boost Your Leadership with the Power of Perspective by @WScottCochrane If you can fix it with money, that is not a big problem. Leadership and Transference by @edbatista. How to Use Mental Imagery to Achieve Your Goals by @JesseLynStoner. via @ChiefExecGrp.

McKinsey 225

McKinsey Storytelling Conference Learning-by-Doing 225

QAspire

FEBRUARY 2, 2014

Companies spend considerable amount of time and money on developing leaders through training programs and workshops. My experience so far suggests that these time-bound and finite interventions fail over a long run in developing leadership capabilities.

Training 172

Training Development McKinsey Long-term 172

Great Results Team Building

APRIL 10, 2024

Align strategic goals with cultural direction – will the new culture be more risk-taking or conservative, hierarchical or flat? But remember, it’s not enough to identify the values that will drive decisions by all team members – Transparent and consistent communication from the CEO and leadership team is crucial.

Team 162

Team Workshop Team Building Mission Statement 162

Leading Blog

JUNE 30, 2018

Leadership and Authenticity Excellent piece by @edbatista "Because going against our natural inclinations can make us feel like impostors, we tend to latch on to authenticity as an excuse for sticking with what's comfortable.". With Goals, FAST Beats SMART via @mitsmr. 6 Tips for a Great Personal Development Plan from @wallybock.

McKinsey 157

McKinsey Agility Learning-by-Doing Innovation 157

Leading Blog

FEBRUARY 19, 2020

P ERHAPS it goes without saying, but a healthy organization will achieve more than an organization that is too sick to support your goals. Health is how effectively an organization works together in pursuit of a common goal. Here are the five frameworks for health : Aspire : Health goals. Advance : Leadership placement.

Hamel 276

Hamel Objective McKinsey Learning-by-Doing 276

HR Digest

JUNE 16, 2023

HR has thrived during this difficult time and helped in transforming organizations where the function is well led, has strong senior stakeholder support, has prioritized leadership development , and has already commenced a digital transformation journey. One of every organization’s crucial components is the HR department.

McKinsey 98

McKinsey Agility Learning-by-Doing Organization 98

CoachStation

AUGUST 26, 2022

Developing the skills to engage team members is important. The risk of not getting leadership and culture ‘right’ are significant. As a leader you are obligated to develop your skills to influence and support each and every team member. Every employee has to own their development and situation too.

Motivation 130

Motivation McKinsey Attrition Influence 130

Eric Jacobson

JULY 17, 2023

“Too often company leaders view middle managers in a negative light as expendable employees who can slow down productivity and overall strategy,” explain the book’s authors and McKinsey partners Bill Schaninger , Bryan Hancock , and Emily Field. Focus on people rather than procedures.

Middle Management 65

Middle Management Management McKinsey Talent Management 65

CO2

NOVEMBER 28, 2011

Joanna Barsh Director at McKinsey & Co. introduces us to the Center Leadership Model on The Mix TV. JOANNA BARSH joined McKinsey & Company in 1981 and is a senior partner. Along with her consulting work, she leads the McKinsey Centered Leadership Project, whose goal is to help develop women leaders.

McKinsey 84

McKinsey Leadership Workshop Long-term 84

Persuasive Powerhouse

JULY 20, 2015

. Great leaders get the best out of their teams by providing 12 core leadership “services” The best leaders provide these services in an efficient and effective way. . In our new book , Victor Prince and I describe the 12 “leadership services” that leaders must provide to their teams: Directing. Developing.

Team 100

Team Leadership McKinsey Efficiency 100

N2Growth Blog

SEPTEMBER 28, 2020

Take stock of the progressive development plans and programs they’ve made available to the workforce. To be recognized on the 2020 Top CHRO List, the words leadership, team, succession, purpose, culture, governance, and diversity are not just buzzwords – they represent who a CHRO is, what they believe, and where they work every day.

Human Resources 469

Human Resources Globalization Diversity Resources 469

Coaching Tip

MAY 7, 2012

Business and government leaders have been talking for decades about advancing more women to top leadership and professional roles. When McKinsey & Co. asked senior executives at 60 big companies recently why they are trying to advance women, "they laughed at us," says Dominic Barton, McKinsey's global managing director.

McKinsey 112

McKinsey Leadership Career Diversity 112

Coaching Tip

APRIL 14, 2012

It's not really about the products made, the technology developed or the financial instruments that are bought and sold. A leader must have deep capabilities in the "solutions business," charting a course around and through the obstacles ahead to reach the desired goals. Leadership requires followership.

Leadership 164

Leadership Drucker McKinsey Leadership Styles 164

Leading Blog

SEPTEMBER 12, 2012

Strategy involves completion of goals, and the risk is the difference between those goals and the ability of the organization to achieve them.” The problem is following a plan so closely without responding to events that you will “lead the company efficiently in the wrong direction.” In a sense, strategy creates risk.

Strategy 280

Strategy Books Balanced Scorecard Mauborgne 280

Great Leadership By Dan

JANUARY 9, 2020

According a leadership survey conducted by McKinsey , U.S. companies spend around $14 billion on leadership development. That’s the thing about leadership. But what qualities do these leaders have that make them exude such strength of character, while other supposed leaders fall short?

Quality 214

Quality Emotional Intelligence Self-aware McKinsey 214

Lead Change Blog

MAY 16, 2018

A McKinsey Global Institute report on future of the workforce shows that between 75 million and 375 million people globally will have to change their occupation and acquire new skills by the year 2030. Keeping abreast of all developments and technology during this period is very crucial for success.

Management 261

Management Agility How To McKinsey 261

The Center For Leadership Studies

NOVEMBER 23, 2020

It isn’t overstating the obvious to establish that, just like the muscles in our bodies, EI skills must be used and developed, then used and developed some more. It must be noted that Generation Z is wide-eyed and watchful, soaking in and being formed by these leadership lessons.

Emotional Intelligence 98

Emotional Intelligence Training Goleman McKinsey 98

Chartered Management Institute

AUGUST 2, 2023

Interview: Embedding EDI as KPIs: The organisations using inclusion metrics as performance indicators Written by Sonia Sharma-Karia Wednesday 02 August 2023 Share Share to Twitter Share to Facebook Share to LinkedIn Share via email How do we make equality, diversity and inclusion a measurable goal and an aspect of our strategic success?

Metrics 52

Metrics KPI Diversity Long-term 52

CO2

APRIL 1, 2022

A recent survey conducted by McKinsey found that 42% of millennial and Gen Z consumers cited purpose as the primary reason they switched brands. The founder who started the company might still be involved, and their presence and leadership help the purpose remain clear. Too often, the focus turns to profit.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

CO2

APRIL 1, 2022

A recent survey conducted by McKinsey found that 42% of millennial and Gen Z consumers cited purpose as the primary reason they switched brands. The founder who started the company might still be involved, and their presence and leadership help the purpose remain clear. Ambitious and include a daunting goal.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Lead on Purpose

DECEMBER 14, 2013

McKinsey Insights ’ Pankaj Ghemawat references a survey of senior executives where 76% of them feel they need to develop global-leadership capabilities, but only 7% of feel they are doing so effectively. Define the right metrics to measure individual goals and collective goals of the team. Define Your Metrics.

Metrics 190

Metrics Management Katz How To 190

ExactHire - Leadership

JUNE 3, 2022

Reach your diversity goals. When companies hire fresh graduates, they’re more likely to attain their diversity goals. According to McKinsey , companies succeeding at diversity are 35 percent more likely to enjoy profit margins above the median for their industry. Quality of Executive Leadership. Pay and Benefits.

Company 98

Company Diversity Career Quality 98

Skip Prichard

AUGUST 2, 2019

I had the opportunity to speak with Charles Conn and Robert McLean, two McKinsey alums who share a seven-step systematic approach to creative problem solving that will work in any field or industry. As a consequence of accelerating change, the old model of managerial skill development and application is no longer effective.

Disaggregation 82

Disaggregation McKinsey Skills Gordon 82

Jesse Lyn Stoner Blog

NOVEMBER 15, 2012

If you are in any doubt that collaborative leadership is an imperative, and not just a fad, take a look at any of the 22 articles in the Harvard Business Review series on collaboration. According to John Chambers , CEO of Cisco, “You cannot create collaboration is you think leadership is about control.” Networks are messy.

Competitive Advantage 282

Competitive Advantage McKinsey Creativity Diversity 282

CO2

SEPTEMBER 21, 2022

But, beyond defining purpose, connecting employees to those painstakingly-crafted purpose statements often presents an even more significant challenge for leaders— most workers can’t articulate why their organization exists or what its goals are. Recommended Reading: Corporate Purpose Monumental Change Starts with Your Leadership.

How To 78

How To Long-term Performance Review Mission Statement 78

CO2

SEPTEMBER 21, 2022

But, beyond defining purpose, connecting employees to those painstakingly-crafted purpose statements often presents an even more significant challenge for leaders— most workers can’t articulate why their organization exists or what its goals are. If people far removed from leadership can answer questions such as What’s our mission?

How To 78

How To Long-term Performance Review Mission Statement 78

Strategy Driven

MARCH 3, 2020

The results from a new McKinsey Global Survey confirm the positive effects of talent management on business outcomes. Line managers are directly responsible and accountable for identifying, developing, and retaining talent. Where the organization stands today in relation to these goals, in terms of talent. Three years ago?

Strategy 86

Strategy Company Talent Management McKinsey 86

CO2

JANUARY 15, 2020

According to a 2019 Conference Board survey , the most common reasons CEOs hire an executive coach are leading teams and developing people; executive presence or influencing others; and emotional intelligence. Leadership always involves other people, so miscommunications, logjams, and disagreements are inevitable.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

According to a 2019 Conference Board survey , the most common reasons CEOs hire an executive coach are leading teams and developing people; executive presence or influencing others; and emotional intelligence. Leadership always involves other people, so miscommunications, logjams, and disagreements are inevitable.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

Why CEOs want executive coaching According to a 2019 Conference Board survey , the most common reasons CEOs hire an executive coach are leading teams and developing people; executive presence or influencing others; and emotional intelligence. Leaders, frankly, have risen to their leadership positions largely due to their ideas and beliefs.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

HR Digest

OCTOBER 22, 2018

Most CEOs rank HRs as the eighth most important function in their organization, according to a research by McKinsey. McKinsey found that companies that shifted more than 56% of their capital across businesses recorded 30% more returns while studying resource allocation pattern of more than 1,500 US companies over 15 years.

CEO 63

CEO CFO Human Resources McKinsey 63

ExactHire - Leadership

JUNE 3, 2022

Reach your diversity goals. When companies hire fresh graduates, they’re more likely to attain their diversity goals. According to McKinsey , companies succeeding at diversity are 35 percent more likely to enjoy profit margins above the median for their industry. Quality of Executive Leadership. Pay and Benefits.

Company 52

Company Diversity Career Quality 52