Leading Blog

FEBRUARY 19, 2020

P ERHAPS it goes without saying, but a healthy organization will achieve more than an organization that is too sick to support your goals. Health is how effectively an organization works together in pursuit of a common goal. So, any change effort will be more successful when you focus on both performance and health.

Hamel 276

Hamel Objective McKinsey Learning-by-Doing 276

Leading Blog

JULY 1, 2023

And your organization needs you to cross it in order to join its bench of stars who will lead with empathy and humanity and ground the organization's strategies in a meaningful, mission-driven, and purposeful way. But solely prioritizing accountability can create toxic work environments that drive away good talent.

Books 242

Books Leadership Middle Management Chemicals 242

Strategy Driven

NOVEMBER 20, 2023

The Significance of Talent in Modern Business High performers are crucial to any organization’s success. 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.

Operations 116

Operations Loyalty Efficiency Human Capital 116

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. The post Leadership Labyrinth appeared first on CO2 Coaching.

Leadership 78

Leadership Executive Coaching McKinsey Leadership Styles 78

HR Digest

JUNE 16, 2023

The pivotal role played by the HR for any organizations future has been likened to no other. All eyes are on the role of HR and undoubtedly HR has a unique role to play in building the future of the organization. One of every organization’s crucial components is the HR department. Few of them are explained.

McKinsey 98

McKinsey Agility Learning-by-Doing Organization 98

Coaching Ourselves

MAY 1, 2024

A leading cause of employee turnover is lack of career growth opportunities within one’s organization. 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.” Support your employees in their career aspirations.

Career 26

Career Development McKinsey Participative 26

Coaching Ourselves

MAY 1, 2024

A leading cause of employee turnover is lack of career growth opportunities within one’s organization. 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.” Support your employees in their career aspirations.

Career 26

Career Development McKinsey Participative 26

CO2

FEBRUARY 7, 2024

Whether you’re an emerging leader or an established figure in your field, every step up that proverbial mountain is an opportunity to evolve and elevate not just yourself, but your team and organization as well. Collective Ascent: Elevating Teams and Organizations Leadership is not a solo climb.

Leadership 78

Leadership McKinsey Innovation Learning-by-Doing 78

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

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. It seems women are reluctant to take their careers to the next level within a large organization for fear of losing life balance.” What’s motivating them to make the switch?

Company 222

Company McKinsey Entrepreneur Career 222

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. Diverse & Inclusive Leaders Ideal for aspiring leaders seeking to understand and implement diversity and inclusion strategies in their organizations.

Emotional Intelligence 52

Emotional Intelligence Blanchard Leadership McKinsey 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

Coaching Tip

FEBRUARY 8, 2016

The heart of this training is the belief that leadership comes in different colors, and that everyone possesses a set of strengths that can push the individual and the organization to substantive growth. Source: Shu Hattori: The McKinsey Edge: Success Principles from the World's Most Powerful Consulting. Related articles.

Strategy 70

Strategy McKinsey Leadership Proposal 70

HR Digest

NOVEMBER 20, 2020

And what skills will matter to you and your organization in the future? . “If If you don’t solve the skills riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence.” Organizations with healthy growth curves rely on their staff to help them sustain a competitive edge.

Skills 145

Skills Emotional Intelligence CFO Power 145

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 14, 2023

Amidst all the revenue numbers and share valuations that companies wear as a badge of honor, the concept of employee relationship management has emerged as another undeniable sign of a successful organization. The employer should be clear about the function of the employee and the goals of the organization.

Schein 98

Schein Industry Long-term Automotive 98

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

The Covid pandemic has undoubtedly been one of the most disruptive periods in most organizations’ history. 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. Becoming future-ready.

Company 98

Company Hofstede Supply Chain Agility 98

CO2

SEPTEMBER 21, 2022

In response, organizations have started contemplating questions like: Why do we exist? It’s common to see vague purpose statements centered around being the best or leading provider whatever sector the organization operates. In a Gallup poll, just 41% of them admitted understanding their organization’s purpose.

How To 78

How To Long-term Performance Review Mission Statement 78

CO2

SEPTEMBER 21, 2022

In response, organizations have started contemplating questions like: Why do we exist? It’s common to see vague purpose statements centered around being the best or leading provider whatever sector the organization operates. In a Gallup poll, just 41% of them admitted understanding their organization’s purpose.

How To 78

How To Long-term Performance Review Mission Statement 78

Lead Change Blog

APRIL 7, 2020

Chris shares: “Workplace cultures riddled with stressed-out people are environments built on uncertainty—not healthy uncertainty, which can fuel ownership, engagement, creative problem solving, and high performance—but fear that arises when people aren’t sure they will continue to be valuable.

Leadership Development 238

Leadership Development Development Leadership Crisis 238

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. According to Mckinsey & Company , “Leaders have an essential role to play in developing solutions to tackle these challenges.” Reset expectations in a remote team environment.

Efficiency 105

Efficiency Operations Training Diversity 105

The Center For Leadership Studies

NOVEMBER 23, 2020

This is true for all leaders no matter their level in the organization or years of experience. 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. 2 Stein S, Book H.

Emotional Intelligence 98

Emotional Intelligence Training Goleman McKinsey 98

Strategy Driven

MAY 2, 2019

“The old paradigm of strategy departments and planning cycles has been overthrown by agile and rapid team-based problem solving, providing better solutions and better organization alignment to implement.” McLean is a Director Emeritus of McKinsey and Company and led the Australian and New Zealand McKinsey practice for eight years.

Process 70

Process Strategy Disaggregation Agility 70

Skip Prichard

AUGUST 2, 2019

Winning organizations now rely on nimble, iterative problem solving, rather than the traditional planning processes. 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. 2: Disaggregate.

Disaggregation 80

Disaggregation McKinsey Skills Gordon 80

Marshall Goldsmith

DECEMBER 19, 2011

By enabling professionals to establish strong networks both inside and outside the company, organizations can gain a huge competitive advantage and the loyalty of their workers. Professional networking enables people to expand their knowledge and bring back new knowledge to the organization. Life is good.

McKinsey 152

McKinsey Loyalty Competitive Advantage Learning-by-Doing 152

Great Leadership By Dan

APRIL 10, 2014

Leaders have a special obligation all their own: to provide the kind of environment that encourages dissent. For big decisions, a debate team environment is perfect. Make sure that as a leader in your organization, you embrace conflict by reacting positively to the concerns presented by the dissenter. They are based in Chicago.

Mission Statement 270

Mission Statement Document Execution McKinsey 270

Great Leadership By Dan

OCTOBER 9, 2012

From the authors: “ We conceptualize leadership development as identity work and show how subtle forms of gender bias in the culture and in organizations interfere with the identity work of woman leaders. According to the 2010 McKinsey report, “ Woman Matter ”, companies with the highest percentage of women show the best performance.

Leadership Development 249

Leadership Development Development Committee Leadership 249

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

Strategy Driven

MARCH 3, 2020

The results from a new McKinsey Global Survey confirm the positive effects of talent management on business outcomes. Unemployment rates continue to drop, making it even more difficult for companies to staff their organizations. Where the organization stands today in relation to these goals, in terms of talent.

Strategy 66

Strategy Company Talent Management McKinsey 66

Coaching Tip

APRIL 14, 2012

For Peter Drucker, leadership is about communicating with people , uniting them behind a shared mission and values, and mobilizing energies toward accomplishing the mission or purpose of an organization. To succeed , you too must be a leader who acts like a coach , creating an enthusiastic environment in which everyone wants to engage.

Leadership 164

Leadership Drucker McKinsey Leadership Styles 164

LDRLB

MARCH 20, 2014

Lindsey helps companies and their people get wildly better remarkably quickly through experiential learning, most recently in Learning and Development roles at McKinsey & Co., Thus, leadership development might not always be about introducing new behaviors, especially when we want these learnings to scale across the organization.

Leadership Development 133

Leadership Development Development Leadership Learning-by-Doing 133

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. Corporate purpose guides all activities and decisions within an organization. It stems from the organization’s mission, vision, and values. What Is Corporate Purpose?

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. Corporate purpose guides all activities and decisions within an organization. It stems from the organization’s mission, vision, and values. What Is Corporate Purpose?

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

CO2

JANUARY 15, 2020

Quitting or leaving an organization rarely solves the problem; instead, the problem just leaves with the leader. Getting honest feedback about leadership’s behavior is critical because 33 percent of failed transformations happen due to leadership’s behaviors not algining with desired changes, according to Mckinsey.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

Quitting or leaving an organization rarely solves the problem; instead, the problem just leaves with the leader. Getting honest feedback about leadership’s behavior is critical because 33 percent of failed transformations happen due to leadership’s behaviors not algining with desired changes, according to Mckinsey.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78