The Practical Leader

DECEMBER 3, 2019

During a break in a recent leadership development workshop, I talked with the HR Director (let’s call him Rich) about all the work they were putting into revamping the organization’s promotion and performance management system. Most leadership development efforts should be accompanied by a giant flushing sound.

Leadership Development 80

Leadership Development Development Leadership Human Capital 80

The Practical Leader

AUGUST 20, 2012

The more we learn about Zenger Folkman’s leadership development research and approaches, the more excited we are to be their Canadian Strategic Partner. At risk of sounding like a sleazy late night TV pitch man; Zenger Folkman’s Strengths-Based Leadership Development System is a major revolution in our field.

Leadership Development 53

Leadership Development Development Leadership McKinsey 53

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. McKinsey & Company. This is true for all leaders no matter their level in the organization or years of experience. 1 Nielsen NC, D’Auria G, Zolley S. 3 Goleman D.

Emotional Intelligence 98

Emotional Intelligence Training Goleman McKinsey 98

The Practical Leader

AUGUST 20, 2012

The more we learn about Zenger Folkman’s leadership development research and approaches, the more excited we are to be their Canadian Strategic Partner. At risk of sounding like a sleazy late night TV pitch man; Zenger Folkman’s Strengths-Based Leadership Development System is a major revolution in our field.

Leadership Development 45

Leadership Development Development Leadership McKinsey 45

Jesse Lyn Stoner Blog

NOVEMBER 15, 2012

People want their organizations to be successful, and when given an opportunity to participate, they bring their best thinking and contribute fully. Through involvement, people develop deeper understanding of the issues and goals and become more committed to implementing decisions. Networks are messy.

Competitive Advantage 282

Competitive Advantage McKinsey Creativity Diversity 282

HR Digest

FEBRUARY 7, 2022

Learning and Development teams of companies are working overtime to figure out ways to keep the organizations functioning in these difficult times. Training Industry research found that over half of learning and development (L&D) professionals have retooled or repurposed learning programs in response to the Pandemic.

Efficiency 105

Efficiency Operations Training Diversity 105

HR Digest

NOVEMBER 4, 2023

Analyze hiring practices by competitors and see what benefits they offer Keep an eye on research reports that are put out by organizations like Deloitte, McKinsey, SHRM, etc.

Process 59

Process Attrition Trends Training 59

The Practical Leader

APRIL 5, 2023

Leadership and culture development to build capacity for implementation planning wasn’t on the agenda. Use anonymous surveys, third-party assessments, or other safe ways for participants to voice concerns and have real conversations about what they feel are the biggest issues to be addressed. ” strategic question.

Planning 52

Planning Strategic Planning How To Operations 52

Center for Creative Leadership

AUGUST 26, 2019

Participative management. Given the extensive leadership development training that these leaders already undergo to deal with the harsh realities they face on the job, this shouldn’t be surprising either. Out of 16 competencies on our Benchmarks 360-degree assessment, the same 6 rose to the top in both the U.S. Leading employees.

Benchmarking 57

Benchmarking Leadership Bottom-up Leadership Pipeline 57

Strategy Driven

MARCH 23, 2016

While the presenting issue – resolving a budget shortfall, agreeing on a new strategy, or choosing which products to develop – is undoubtedly important, it’s often an unstated, underlying issue that stands in the way of a solution. They use multiple opportunities to participate and flexible ways to share perspectives.

Bond 50

Bond Participative McKinsey Learning-by-Doing 50

Leading Blog

FEBRUARY 10, 2023

McKinsey partners Venkat Atluri and Miklós Dietz illuminate that change in The Ecosystem Economy. The question is, how do we adapt and participate in this ecosystem economy? Will you participate in someone else’s ecosystem? And this is basically how we think of business today. But that is changing. Or a little of both?

Supply Chain 308

Supply Chain Real Estate Automotive McKinsey 308

The Horizons Tracker

AUGUST 1, 2019

The alarming nature of the statistic understandably triggered considerable discussion, with various other bodies, from the OECD to McKinsey producing similar research complete with their own predictions for the future of work.

Technology 64

Technology Short-term Osborne Long-term 64

HR Digest

SEPTEMBER 21, 2023

Bureau of Labor Statistics reporting that the labor force participation of women in their prime, aged between 25 and 54, has increased to 77.8 Labor force participation rates are also clear on the fact that working mothers with younger children (aged below 5) were less likely to participate in the workforce earlier.

GDP 98

GDP McKinsey Participative Report 98

Marshall Goldsmith

MAY 19, 2013

As Edgar Schein notes in this volume, leaders will need to effectively involve others and elicit participation “because tasks will be too complex and information too widely distributed for leaders to solve problems on their own.” Pick one to three key areas for improvement and develop an action plan for desired change.

Follow-up 147

Follow-up Learning-by-Doing Wireless Drucker 147

Harvard Business Review

NOVEMBER 20, 2015

According to estimates from McKinsey, consumers in these markets could be worth $30 trillion by 2025 — a significant step up from the 2010 value of $12 trillion. Third, the goals cannot be realized without business participation. This can make the case for innovating in sustainable development more challenging.

Goal 8

Goal Supply Chain Development Globalization 8

Harvard Business Review

FEBRUARY 23, 2017

McKinsey research shows that only 8% of reorgs create value and deliver expected results within the expected amount of time. By participating, you will help us continue to develop the science of reorgs so that companies can deliver more value and upset people less.

Succession 12

Succession Benchmarking Automotive McKinsey 12

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. Job placement matters, but a high placement rate is meaningless if the participant leaves after a week or if the job itself is temporary or doesn’t pay well. Some are excellent; others, not so much.

Metrics 10

Metrics TCO Training Cost-Benefit Analysis 10

Harvard Business Review

MAY 12, 2011

Develop an environment where customers will not want to talk badly about a brand. Develop efficient internal processes, integrate data, and empower employees so customers are satisfied every time they interact with you. But how does one go about turning customers into advocates? Silence detractors.

Brand 15

Brand McKinsey Loyalty Competitive Advantage 15

Harvard Business Review

MAY 9, 2012

After Barbara Minto joined McKinsey as the firm's first ever female consultant, she found that many management consultants had trouble communicating information effectively. She developed the Minto Pyramid Principle to help colleagues structure their writing, and after gaining support within McKinsey, took the framework to other firms.

Minto 13

Minto How To McKinsey Software 13

HR Digest

APRIL 4, 2024

However, despite the many benefits of developing an experimental workplace culture , most organizations choose to stick to the traditional work environment and avoid straying too far from the familiar. Talk to employees about the ideas for change and collect their feedback—that’s a great start to developing an experimental work culture.

Innovation 52

Innovation Project McKinsey Learning-by-Doing 52

Harvard Business Review

OCTOBER 12, 2018

A study by McKinsey projects that in a “full potential” scenario in which women participate in the economy identically to men, $28 trillion dollars (26%) would be added to the annual global GDP when compared to the current business-as-usual scenario. What’s at stake? How Men Can Be Better Allies.

Conference 15

Conference Self-aware Diversity Participative 15

Harvard Business Review

MARCH 15, 2016

These participation gaps are part of an impending crisis for businesses and the entire U.S. To this end, McKinsey conducted extensive qualitative and quantitative research of more than 2,400 interviewees. This research was done in the context of McKinsey and Facebook’s partnership to launch a program called TechPrep.

Industry 8

Industry Diversity Class Engineering 8

Harvard Business Review

DECEMBER 4, 2013

We don’t declare victory when a great model or application is developed – only when it’s being used to improve business performance and create new value. A May 2011 McKinsey Global Institute study on big data analytics predicted a coming shortfall of around 150,000 people with deep analytical skills – and a shortfall of 1.5

How To 8

How To Competitive Intelligence Information Technology McKinsey 8

Harvard Business Review

NOVEMBER 4, 2016

A 2015 McKinsey report on 366 public companies found that those in the top quartile for ethnic and racial diversity in management were 35% more likely to have financial returns above their industry mean, and those in the top quartile for gender diversity were 15% more likely to have returns above the industry mean.

Diversity 8

Diversity Team Price Sharpe 8

Harvard Business Review

DECEMBER 22, 2010

No wonder that a 2008 McKinsey survey found that only 20% of senior executives believe that their corporate philanthropy is effective in achieving social goals. As Nike's Senior Portfolio Manager Adam Day says, "The global development sector had overlooked the enormous potential of investing in adolescent girls to reduce global poverty.

Core Competence 15

Core Competence Market Segmentation Globalization Reputation 15

Harvard Business Review

AUGUST 21, 2012

On the contrary, they may become the most powerful tools yet developed to raise the productivity of high-skill knowledge workers — the kind of workers who help drive innovation and growth, and who are going to be in increasingly short supply. The total potential value at stake in these sectors is $900 billion to $1.3 trillion annually.

Media 15

Media Productivity Products Technology 15

Harvard Business Review

JUNE 30, 2017

When it comes to training and workforce development, lots of them. The business model of Generation, a youth employment nonprofit founded by McKinsey & Company, where we both work, is based on that assertion. Finally, we exposed participants to the job environment from the outset through sessions at our employer partners.

Training 10

Training ROI Attrition Metrics 10

Harvard Business Review

JULY 9, 2018

Because these firms tend to have slim margins and cannot pay Silicon Valley salaries, many have had to get creative in their recruiting and employee development. Talent development also needs to be framed in terms of the overall business strategy.

Bottom-up 9

Bottom-up Operations Training Efficiency 9

Harvard Business Review

JUNE 17, 2015

Engaging leaders use their experience, insight, and knowledge of the organization’s business and culture to help people make sense of changes and to better participate in them. Leaders should personally invest more effort in talent development during periods of high change. Invest in your people. Focus on a higher purpose.

Management 8

Management Globalization Drucker Uncertainty 8

Harvard Business Review

DECEMBER 31, 2015

“Because you’re from McKinsey and I want to work there,” he replied. MiB was founded through Stern’s Leadership Development Program in partnership with NYU’s Global Spiritual Life program. We at NYU are thrilled to see this development and are excited to see its manifestation in the years to come.

Emotional Intelligence 8

Emotional Intelligence Self-aware Audience McKinsey 8

Harvard Business Review

JANUARY 31, 2014

One of the first, and most lasting, pieces of career advice I received came from Linda Bush, my first project manager when I was a wee pup working at McKinsey & Company. Which customers can’t participate in a market because they lack skills, wealth, or convenient access to existing solutions? Speed alone is insufficient.

Innovation 11

Innovation Disruptive Innovation Learning-by-Doing Participative 11

Harvard Business Review

SEPTEMBER 15, 2015

Growing up on a Missouri farm, Walt Disney developed a love for drawing after his neighbor, a retired doctor known as “Doc” Sherwood, paid him to draw pictures of his horse. We told participants that we would pay them for whatever problems they reported they had solved. Examples abound.

Influence 8

Influence Bottom-up McKinsey Hotels 8

Harvard Business Review

FEBRUARY 16, 2016

Previous McKinsey research has highlighted a strong correlation between leadership performance and organizational health, itself a strong predictor of a robust bottom line. At McKinsey, we’ve been working on this issue with our own colleagues as well as with business leaders.

Leadership 8

Leadership McKinsey Stress Creativity 8

Harvard Business Review

FEBRUARY 5, 2018

New research by the McKinsey Global institute suggests that roughly 15% of the global workforce could be displaced by 2030 in a midpoint scenario, but that the jobs likely created will make up for those lost. Its labor participation rate has risen by 10 percentage points since reunification, to above the U.S. It will take time.

GDP 8

GDP Globalization Short-term McKinsey 8

Harvard Business Review

FEBRUARY 18, 2015

According to McKinsey, youth unemployment in Africa’s largest economy, Nigeria, is around 50%. But participants are poorly trained and produce low quality products. Industrial developments will require supporting infrastructure. In addition, Africa needs to develop its manpower.

Innovation 8

Innovation Engineering Entrepreneur Banking 8

Harvard Business Review

OCTOBER 30, 2014

McKinsey research shows that companies with advanced marketing and sales capabilities tend to grow their revenue two to three times more than the average company within their sector. That starts with developing a deep understanding of how customers behave and make decisions. Collaborate around the customer decision journey.

Marketing 11

Marketing Guidelines B2C Analysis 11

Harvard Business Review

JULY 29, 2014

Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? Lynanne Kunkle, VP-Global Talent Development and HR-Asia for Whirlpool, is a case in point. HR strategy is an expertise that takes years to fully develop.”. Bring on the quants.

CFO 11

CFO Charan Intangible Assets Human Resources 11