Leading Blog

AUGUST 31, 2021

by @StephanieVozza Creative Thinking in both Science and the Arts Is Not for the Faint of Heart by Avi Loeb via @sciam The Five Building Blocks of the Healthy Working Environment by @artpetty What Apple TV’s New Series "Foundation" Can Teach You About The Fate of U.S.

McKinsey 303

McKinsey Uncertainty Creativity Class 303

Great Results Team Building

SEPTEMBER 5, 2022

Way back in January 2014, in an issue of McKinsey Quarterly , a group of researchers attempted to answer this question: “Why do so many leadership development programs fail?” And the McKinsey article has been validated by other research… . Here is a short synopsis of those four reasons they identified: 1.

Leadership Development 146

Leadership Development Development Leadership McKinsey 146

N2Growth Blog

OCTOBER 25, 2021

As the key change driver in his organization, Daniel highlighted the importance of having the support of the whole Executive Board to create an agile work environment to drive a successful transformation. Second of all, the business environment is ever-changing and ever-evolving. This is where the CTO role gets into the spotlight.

CTO 392

CTO Shaw Short-term Agility 392

Great Results Team Building

MARCH 1, 2023

When you prioritize building strong relationships with your teammates, you not only improve your own job satisfaction but also contribute to a more positive and engaged team environment. By being a great teammate and valuing the perspectives of others, you can contribute to a more creative and innovative team environment.

Teamwork 168

Teamwork McKinsey Conference Survey 168

Leading Blog

FEBRUARY 19, 2020

Considering that most change efforts only succeed 30% of the time, Scott Keller and Bill Schaninger (both McKinsey partners) put forth a change model to increase the odds of success (upwards of 79% of the time) in Beyond Performance 2.0. So, any change effort will be more successful when you focus on both performance and health.

Hamel 277

Hamel Objective McKinsey Learning-by-Doing 277

CO2

JANUARY 14, 2024

A study by McKinsey & Company highlights that 86% of CEOs who prioritized innovation successfully led their companies through recent economic uncertainties. Effective leadership fosters a collaborative environment where diverse ideas and perspectives are valued.

Leadership 78

Leadership Executive Coaching McKinsey Leadership Styles 78

Leading Blog

JULY 1, 2023

But solely prioritizing accountability can create toxic work environments that drive away good talent. 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.

Books 243

Books Leadership Middle Management Chemicals 243

Strategy Driven

NOVEMBER 20, 2023

A McKinsey survey found that 82% of companies don’t believe they recruit highly talented people, and only 7% think they can retain top talent once hired. Workplace Culture : Operational excellence contributes to a positive work environment, where efficiency, respect, and collaboration are valued.

Operations 112

Operations Loyalty Efficiency Human Capital 112

CO2

FEBRUARY 7, 2024

A McKinsey report emphasizes the importance of adaptability in leaders, noting that the ability to pivot and embrace change is a key driver of success in today’s fast-paced business environment. Innovation in leadership is not just about introducing new ideas; it’s about creating an environment where these ideas can flourish.

Leadership 78

Leadership McKinsey Innovation Learning-by-Doing 78

Coaching Ourselves

MAY 1, 2024

According to research by McKinsey & Company, the leading reason employees quit their jobs from April 2021 to April 2022 was “lack of career development and advancement.” This topic fosters a supportive environment, so participants are allies in identifying transferable strengths, pinpointing opportunities, and setting achievable goals.

Career 26

Career Development McKinsey Participative 26

Coaching Ourselves

MAY 1, 2024

According to research by McKinsey & Company, the leading reason employees quit their jobs from April 2021 to April 2022 was “lack of career development and advancement.” This topic fosters a supportive environment, so participants are allies in identifying transferable strengths, pinpointing opportunities, and setting achievable goals.

Career 26

Career Development McKinsey Participative 26

Coaching Ourselves

MAY 1, 2024

According to research by McKinsey & Company, the leading reason employees quit their jobs from April 2021 to April 2022 was “lack of career development and advancement.” This topic fosters a supportive environment, so participants are allies in identifying transferable strengths, pinpointing opportunities, and setting achievable goals.

Career 26

Career Development McKinsey Participative 26

CEO Insider

DECEMBER 3, 2019

Organisational change is rapidly accelerating, where a 2018 McKinsey report indicated that 80% of executives were concerned about the emerging risk in their business models. This new environment includes the almost daily presidential tweets, trade wars, and tariffs, not to […].

Morale 72

Morale McKinsey Ethics Uncertainty 72

Lead Change Blog

NOVEMBER 22, 2019

A number of recent surveys from McKinsey research have identified three traits that are becoming leadership imperatives to respond to this growing demand for social accountability. In order to become a B-corp, a company must pass an assessment that measures its impact on its employees, customers, community, and environment.

Emotional Intelligence 209

Emotional Intelligence Supply Chain Short-term Leadership 209

CoachStation

AUGUST 26, 2022

Given the troubling state of employee engagement in companies worldwide, it follows that most managers aren’t creating environments in which employees feel engaged — or involved in, enthusiastic about and committed to their work and workplace. Environments like that can make anyone miserable. Leaders are under pressure.

Motivation 130

Motivation McKinsey Attrition Influence 130

First Friday Book Synopsis

JUNE 9, 2013

The workplace environment may change but human nature doesn’t. Here is a brief excerpt from an article that appeared a few years ago in The McKinsey Quarterly, published by McKinsey & Company, but one whose key insights remain even more relevant today.

Motivation 75

Motivation McKinsey Short-term Long-term 75

Leading Blog

DECEMBER 31, 2017

Putting lifelong learning on the CEO agenda via @McKinsey. 5 Ways to Lead Change in a Change-Averse Environment by Jon Lokhorst. How to Deal With Colleagues Who Deny Reality by Gleb Tsipursky via @JesseLynStoner. 10 Simple Rules for Mastering the Language of Leadership by @WScottCochrane. Why Do Smart People Do Foolish Things?

McKinsey 161

McKinsey Learning-by-Doing CEO Quality 161

HR Digest

JUNE 16, 2023

It aids in developing a vision, culture, establishing an environment, and reskilling talent. times more likely to report organizational outperformance, McKinsey research has shown. All eyes are on the role of HR and undoubtedly HR has a unique role to play in building the future of the organization.

McKinsey 98

McKinsey Agility Learning-by-Doing Organization 98

Experience to Lead

JANUARY 29, 2024

In an environment that’s constantly evolving, the most effective leaders are those who are ready to transform and adapt seamlessly. The podcast is available on major platforms including Spotify and Apple Podcasts, as well as on the McKinsey Insights app.

Emotional Intelligence 52

Emotional Intelligence Blanchard Leadership McKinsey 52

Women on Business

OCTOBER 19, 2012

She writes on The Business of Flex Blog: “A recent McKinsey study shows that large companies are bleeding female talent at an alarming rate. In the meantime, small businesses offer a place for talented and experienced women and men to find new careers in environments that enable them to excel with a bit of flexibility.

Company 222

Company McKinsey Entrepreneur Career 222

Great Leadership By Dan

JULY 30, 2020

McKinsey predicts that by 2030, over 25 million jobs in the United States will be automated. The continuing advancement and convergence of artificial intelligence, bio-technology, nanotechnology, virtual and augmented reality, quantum computing, and Big Data will automate millions of jobs in the United States.

Career 231

Career Learning-by-Doing McKinsey Technology 231

Eric Jacobson

NOVEMBER 3, 2022

The best CEOs kept all six plates spinning at all times, even if the external and internal environment meant that some needed to be spun faster or slower than others,” explain the authors. Despite their different approaches, every CEO at every stage of their tenure meaningfully tended to all six responsibilities.

CEO 104

CEO Banking Learning-by-Doing McKinsey 104

Coaching Tip

FEBRUARY 8, 2016

Author Shu Hattori writes in “The McKinsey Edge” that these approaches to leadership are among the many aspects of success in a competitive environment. Source: Shu Hattori: The McKinsey Edge: Success Principles from the World's Most Powerful Consulting. Creating or following the critical path, and. Related articles.

Strategy 70

Strategy McKinsey Leadership Proposal 70

HR Digest

APRIL 17, 2023

According to a study by McKinsey & Company, remote workers are more likely to experience communication breakdowns and misunderstandings than in-office workers. The White House directive is a step in the right direction towards promoting a more flexible and adaptive work environment for federal workers.

McKinsey 52

McKinsey Document Morale Tools 52

Eric Jacobson

MARCH 14, 2022

The best CEOs kept all six plates spinning at all times, even if the external and internal environment meant that some needed to be spun faster or slower than others,” explain the authors. Despite their different approaches, every CEO at every stage of their tenure meaningfully tended to all six responsibilities.

CEO 93

CEO Banking Learning-by-Doing McKinsey 93

Eric Jacobson

JUNE 23, 2022

The best CEOs kept all six plates spinning at all times, even if the external and internal environment meant that some needed to be spun faster or slower than others,” explain the authors. Despite their different approaches, every CEO at every stage of their tenure meaningfully tended to all six responsibilities.

CEO 85

CEO Banking Learning-by-Doing McKinsey 85

The Center For Leadership Studies

NOVEMBER 23, 2020

McKinsey recently noted, “Numerous studies show that in a business-as-usual environment, compassionate leaders perform better and foster more loyalty and engagement by their teams. McKinsey & Company. However, compassion becomes especially critical during a crisis.” 1 Nielsen NC, D’Auria G, Zolley S. 2 Stein S, Book H.

Emotional Intelligence 98

Emotional Intelligence Training Goleman McKinsey 98

Eric Jacobson

JANUARY 18, 2023

The best CEOs kept all six plates spinning at all times, even if the external and internal environment meant that some needed to be spun faster or slower than others,” explain the authors. Despite their different approaches, every CEO at every stage of their tenure meaningfully tended to all six responsibilities.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

HR Digest

SEPTEMBER 29, 2023

Skipping on travel costs and time, spending breaks talking to your loved ones, working at your own pace away from overly-regulted work environments, living away from the city life at a destination of your choice—the remote work impact has considerably soothed the wounds of hustle culture that used to tower over everything else .

Attrition 97

Attrition Trends McKinsey Survey 97

First Friday Book Synopsis

DECEMBER 15, 2013

Rotman on Design talent management The McKinsey Quarterly The New York Times The New Yorker the Wall-Street Journal True Alignment Trust Inc Valerie Simpson When Ads Look Like Content: FTC Examines Issues Around "Sponsored Content" Why These Are My Favorite Leadership Books William Launder'

Blog 75

Blog Christensen Rogers McKinsey 75

Eric Jacobson

DECEMBER 31, 2022

The best CEOs kept all six plates spinning at all times, even if the external and internal environment meant that some needed to be spun faster or slower than others,” explain the authors. Despite their different approaches, every CEO at every stage of their tenure meaningfully tended to all six responsibilities.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

The Horizons Tracker

MARCH 15, 2022

Indeed, McKinsey recently argued that one of the few plus points from the pandemic was it reinforced the importance of building change capabilities within our organizations. There was then a gap to access to finance and a non-supportive policy environment. The existential difficulties posed by Covid were also reflected, with 43.8%

Company 99

Company Hofstede Supply Chain Agility 99

Strategy Driven

MAY 2, 2019

Teams and agile methodology have become the dominant form of organization for environments featuring high uncertainty and rapid change, where business models are challenged by disrupters. McLean is a Director Emeritus of McKinsey and Company and led the Australian and New Zealand McKinsey practice for eight years.

Process 68

Process Strategy Disaggregation Agility 68

Great Leadership By Dan

OCTOBER 9, 2012

According to the 2010 McKinsey report, “ Woman Matter ”, companies with the highest percentage of women show the best performance. Create a holding environment to support woman’s identity work. Yet there is a real pay-off for companies that choose to close this gap. Anchor participants in their leadership purpose. A great setting.

Leadership Development 249

Leadership Development Development Committee Leadership 249

Marshall Goldsmith

DECEMBER 19, 2011

A role model for providing positive networking is strategy consulting firm McKinsey. McKinsey goes out of its way to provide a network for former employees. Many ex-McKinsey consultants go on to become leaders in major corporations - and customers of McKinsey.

McKinsey 152

McKinsey Loyalty Competitive Advantage Learning-by-Doing 152

HR Digest

SEPTEMBER 14, 2023

A CareerPlug survey of 500 employees indicated that 72 percent of individuals have left previous jobs due to a toxic work environment. If an employee does not feel comfortable in their work environment, retention becomes difficult, which is why it is important to maintain healthy employee relations.

Schein 98

Schein Industry Long-term Automotive 98

First Friday Book Synopsis

FEBRUARY 1, 2011

Here is an excerpt from an article co-authored by Derek Dean and Caroline Webb for The McKinsey Quarterly (January 2011). Source: Organization Practice [.]

Information 93

Information McKinsey Creativity Article 93