Harvard Business Review

JULY 17, 2014

Moving up in an organization depends on looking and acting like a leader, on being perceived as having “executive presence” (EP). According to research from the Center for Talent Innovation (CTI), EP constitutes 26% of what senior leaders say it takes to get to the next promotion. Diversity Managing yourself'

EPS 8

EPS Hypercompetition Diversity Constraint 8

Harvard Business Review

OCTOBER 11, 2016

They modify their appearance, body language, and communication style — all components of executive presence (EP), that intangible element that defines leadership material. ” More than half (53%) of Latinas and 44% of Latinos say that EP at their company is defined by conforming to traditionally white, male standards.

EPS 8

EPS Banking Diversity Bottom-up 8

Harvard Business Review

MAY 6, 2016

For example, one large technology company embraced a strategy to win through new digital businesses. The diversion of cash from investment slowed long-term strategic success. Here’s a hypothetical example of how they might work at GE. Eventually, the company’s share price nosedived.

Long-term 8

Long-term Incentives Short-term Management 8

Harvard Business Review

OCTOBER 23, 2015

These organizations, also known as elite professional service (EPS) firms, have some of the most well-developed and longstanding on-campus programs. In the EPS world, on-campus “school lists” have two tiers, based largely on prestige. ” Ultimately, this narrowing of candidates has implications for corporate diversity.

EPS 8

EPS Diversity Banking Reputation 8