Lead Change Blog
AUGUST 15, 2019
The new organization had a matrix reporting structure, making it even more complex for my coachees. Valley of Despair. Your performance may dip during the transition to the new organization.
Harvard Business Review
APRIL 1, 2014
This meant that management span of control had more than doubled from an average of 5-6 salespeople per manager up to 12-15 per manager. The average span of control for U.S. The merchandising force operates with an unusually high span of control of 50 merchandisers per manager. People management.
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Harvard Business Review
OCTOBER 23, 2012
The CEO of a fast-growing technology services firm realized that the company was becoming increasingly siloed and unable to develop broad-based solutions for customers — a problem that would eventually constrain their growth. The truth is that good arguments could be made for both sides in each of these cases.
Harvard Business Review
JUNE 2, 2014
You have front-line employees who create what you sell or who deal directly with customers: software developers, sales reps, call-center staffers, and so on. Compare your managerial spans — the average number of direct reports per supervisor—with industry benchmarks, and adjust your structure accordingly. Limit the caravans.
Harvard Business Review
DECEMBER 23, 2016
Their goal is to attract, engage, develop and retain employees – moving talent into, through and out of the organization. HR systems emphasize long-term relationships and high performance, with big investments in selection and development, amortized over a long career. Fewer junior scientists reported to each senior scientist.
Harvard Business Review
JANUARY 10, 2018
We often equate developing a leadership voice with finding ways to appear more confident. Here are a few ways you can be the voice of clarity to help channel others’ energies more productively: At the start of the year, sit down with each direct report to prioritize and clarify what the big wins are in each of their areas.
Harvard Business Review
MAY 28, 2013
Look, for example, at how many people need to review and sign off on expense reports or small purchases; or how many times slide decks need to be reviewed before they are presented. Managers need to develop simplification as a core leadership capability and a critical component of the business strategy. Don''t let the weeds grow back.
Expert insights. Personalized for you.
192 
Let's personalize your content