Leading Blog

JUNE 1, 2023

With uncertainty swirling around every corner in the world today, team members are reevaluating their workplaces and walking out as they look past hollow promises and perks that are a mere temporary bandage. Martin, A Game of Thrones * * * Follow us on Instagram and Twitter for additional leadership and personal development ideas.

Books 306

Books Leadership McKinsey Learning-by-Doing 306

Tanveer Naseer

FEBRUARY 7, 2024

Carice Anderson is a seasoned corporate leader and executive, having worked at numerous organizations including Deloitte, Korn Ferry, McKinsey & Company, Aon-Hewitt, and has worked with top companies like Google, Bloomberg, JP Morgan Chase and Bain & Company.

McKinsey 130

McKinsey Mentor Diversity Career 130

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

N2Growth Blog

NOVEMBER 15, 2022

Executive coaching and talent development, in general, have been around for a few decades. That’s because while business coaching experience might help leaders develop the skills they need for their job, executive coaching goes far beyond this and doesn’t actually touch the technical skills a leader might need for their role.

Executive Coaching 318

Executive Coaching Execution Self-aware Company 318

Leading Blog

JULY 1, 2023

On the other end of the spectrum, being too nice can compromise performance and productivity. In Power to the Middle, McKinsey thought leaders Bill Schaninger, Bryan Hancock, and Emily Field call for a profound reimagining of managers and their roles. Through them all, he's managed to guide his team out the other side successfully.

Books 243

Books Leadership Middle Management Chemicals 243

Career Advancement

AUGUST 12, 2019

Renae Asks: I’m trying to use my time wisely, and that means being strategic in the leadership training opportunities I pursue, as well as the ones I set up for the team I manage. Which qualities would you say are most necessary for people to develop if they wish to become key leaders in their organization ?

Quality 166

Quality Leadership McKinsey Training 166

CoachStation

AUGUST 26, 2022

Developing the skills to engage team members is important. As a leader you are obligated to develop your skills to influence and support each and every team member. Your goal must be to ensure your team members are regularly performing work that they are good at and care about. Maybe, no more so than right now.

Motivation 130

Motivation McKinsey Attrition Influence 130

N2Growth Blog

SEPTEMBER 28, 2020

The 2020 Leaders25 Top CHRO Award is a list curated by a panel of N2Growth team members ( co-led by Jeffrey Cohn and Mike Myatt ), as well as outside advisory members to ensure objectivity and rigor in our selection process. Take stock of the progressive development plans and programs they’ve made available to the workforce.

Human Resources 469

Human Resources Globalization Diversity Resources 469

CO2

FEBRUARY 12, 2024

A McKinsey report highlights that leaders who engage in ongoing personal development are 1.5 This continuous journey is about developing a deeper understanding of oneself and one’s impact on others and the world. Leaders who embrace this philosophy tend to be more fulfilled and effective.

Leadership 78

Leadership McKinsey Report Goal 78

Experience to Lead

JANUARY 29, 2024

To help you find the best resources amidst the endless maze of information, here are our top podcasts focusing on leadership strategy and development. Whether you’re an experienced leader or an aspiring one, there’s always room for growth and development by embracing more innovative management styles.

Emotional Intelligence 52

Emotional Intelligence Blanchard Leadership McKinsey 52

Leading Blog

MAY 31, 2018

3 Proven Strategies for Leading Virtual Teams by @RandyConley. via @McKinsey. Your company succeeds not with just a hit product, but because the whole organization of people stay for a multi-decade period of time to achieve the mission. Boss’s Tip of the Week: Get serious about personal development from @wallybock.

Emotional Intelligence 161

Emotional Intelligence McKinsey Budgeting Learning-by-Doing 161

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

Eric Jacobson

JANUARY 30, 2021

These authors share that digital winners focus on : Balancing fast execution with deliberate direction-setting Developing systems so that knowledge is shared not siloed. After really studying the challenge, they decided to take the time to develop their own systems. Building a culture of continuous and practical learning.

McKinsey 65

McKinsey B2C Telecommunications Globalization 65

Eric Jacobson

MARCH 20, 2021

These authors share that digital winners focus on : Balancing fast execution with deliberate direction-setting Developing systems so that knowledge is shared not siloed. After really studying the challenge, they decided to take the time to develop their own systems. Building a culture of continuous and practical learning.

McKinsey 65

McKinsey B2C Telecommunications Learning-by-Doing 65

Great Leadership By Dan

JANUARY 9, 2020

According a leadership survey conducted by McKinsey , U.S. companies spend around $14 billion on leadership development. In order to do this and to be the catalyst for vibrant workplace cultures, they need to do one thing that most managers don’t -- they need to relentlessly develop their emotional intelligence.

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. Managers and their teams are feeling insecure, causing major health hazards. The Tsunami of Change. This tsunami is here to stay.

Management 261

Management Agility How To McKinsey 261

Leading Blog

MARCH 31, 2016

Do you serve your team or are you a self-serving team member? The Biggest Leap You’ll Ever Make : From Team Member to First-Time Manager by @JesseLynStoner. How technology is creating a new world of work via @McKinsey. 7 Things A Leader Must Do To Build The Perfect Team by @Terry.Starbucker. by @JesseLynStoner.

Servant Leader 150

Servant Leader McKinsey Strategic Planning Open-book 150

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

Skip Prichard

AUGUST 2, 2019

Complex problem solving is the core skill for 21st century teams. 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. How did you develop it? 7 Steps to Problem Solving. 4: Workplan.

Disaggregation 79

Disaggregation McKinsey Skills Gordon 79

Experience to Lead

JANUARY 25, 2022

To help you cut through the noise, we’ve curated 10 of our favorite leadership blogs and podcasts for 2022 on leadership strategy and development. Check this out: How I Taught the ‘Team from Hell’ to Trust Each Other. Great for deep dives into modern leadership development challenges. The McKinsey Podcast. Lead Change.

Blog 52

Blog Leadership McKinsey Globalization 52

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. 1 Connecting authentically as a fellow human with what the team is experiencing is what really sets the stage for strong business recovery and growth. 3 Goleman D.

Emotional Intelligence 98

Emotional Intelligence Training Goleman McKinsey 98

HR Digest

NOVEMBER 4, 2023

Whether it’s a fresher role or one that requires experience, Qualee reports that it takes a new hire approximately eight months to reach their full productivity. Without hitting full productivity, employees often move on to the next opportunity, leaving companies to restart the hiring and onboarding process.

Process 59

Process Attrition Trends Training 59

Lead on Purpose

DECEMBER 14, 2013

I’m sure you’ve heard statements like these before: “My team is exceptionally strong. How strong is the team? How exactly – and based on what specific parameters – is your team improving? Starting from your own performance metrics, you have to extend individualized and group metrics for your team. We’ve been improving.

Metrics 190

Metrics Management Katz How To 190

The Practical Leader

APRIL 5, 2023

I was asked to facilitate an annual strategic planning retreat with a senior leadership team. Leadership and culture development to build capacity for implementation planning wasn’t on the agenda. Too often, teams get mired in operational details and debates over minor issues. What’s Your Plan for Planning?

Planning 52

Planning Strategic Planning How To Operations 52

Lead on Purpose

AUGUST 14, 2009

Today’s post is a link to Stewart Rogers ‘ blog the Strategic Product Manager , which contains several great leadership quotes from McKinsey. Take a few minutes and learn about Leadership Lessons from McKinsey. 2 Responses Stewart Rogers , on August 18, 2009 at 6:40 am said: Thanks for the mention!

Rogers 100

Rogers McKinsey Leadership Taylorism 100

LDRLB

OCTOBER 18, 2011

He’s the managing director of thoughtLEADERS, LLC – a leadership development firm. Before founding his own company, he was an assistant professor at Duke University, and a consultant at McKinsey & Co. Your team doesn’t trust you. What causes a team to not trust their leader? Army as a combat arms officer. They don’t.

Team 107

Team McKinsey Reference Bottom-up 107

LDRLB

OCTOBER 18, 2011

He’s the managing director of thoughtLEADERS, LLC – a leadership development firm. Before founding his own company, he was an assistant professor at Duke University, and a consultant at McKinsey & Co. Your team doesn’t trust you. What causes a team to not trust their leader? Army as a combat arms officer.

Team 111

Team McKinsey Reference Bottom-up 111

Lead from Within

JUNE 9, 2018

It empowers team members to think better, feel better, listen better, and perform better. In workshops that I have conducted, 89 percent of those who practiced mindfulness on a daily basis found themselves not only thinking more clearly but working more productively. Google, Apple, McKinsey & Co., Everything!

Stress 141

Stress Workshop Crisis McKinsey 141

HR Digest

NOVEMBER 20, 2020

While HR teams complete workforce planning, they will keep an eye on auditing current talent capabilities and anticipate future skills, assuring survival and growth, rather than extinction. Workers who adapt and grow with the organization in a time of accelerated change will be able to launch products and services that meet market needs.

Skills 145

Skills Emotional Intelligence CFO Power 145

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. He approached consulting out of his profound wisdom and insight," says Ron Daniel, Managing Director of McKinsey & Company (1976-1988). It's getting there through the efforts of the entire team.

Leadership 164

Leadership Drucker McKinsey Leadership Styles 164

Center for Creative Leadership

AUGUST 26, 2019

While industry leaders need to build collaborative relationships with their peers to fulfill key business objectives such as launching a product, Army leaders must do the same when executing key mission objectives such as coalition-based peacekeeping. Change management. These results make sense. industry leader ratings. View the U.S.

Benchmarking 57

Benchmarking Leadership Bottom-up Leadership Pipeline 57

Marshall Goldsmith

NOVEMBER 4, 2013

” Their ideal leader is a person who develops “win-win” relationships and is sensitive to their needs for personal growth and development. Leaders will need to develop skills in negotiation and “win-win” relationships. In return, they feel a responsibility to deliver value back.

Short-term 107

Short-term Long-term Trends Telecommunications 107

The Idolbuster

AUGUST 8, 2012

McKinsey 7S Model. I find the McKinsey 7S framework particularly relevant model for organizational behavior. The company had become large enough that the ad-hoc decision making was no longer effective, and product development was impeded by political infighting. See the image). But it didn’t last. Why did this happen?

Organization 36

Organization McKinsey Organizational Behavior System 36

Coaching Tip

JUNE 3, 2011

Consider the executive who briefed his top management team on the company's plans for the coming year, referencing products launches, pricing pressures, and analyst concerns. My work on leadership development in the U.S. By Michael Useem, Author of The Leader's Checklist. The lapse is predictable, almost commonplace.

Leadership 129

Leadership McKinsey Sample Download 129

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. Here are 4 assumptions that can get in the way of making great decisions. Try it yourself.

Bond 50

Bond Participative McKinsey Learning-by-Doing 50

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. They’re less productive, take more “unhealthy” days off of work, and cost your company money. Ask yourself: Which behaviors create alignment across teams and help in decision making?

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. They’re less productive, take more “unhealthy” days off of work, and cost your company money. . Ask yourself: Which behaviors create alignment across teams and help in decision making?

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78