Great Leadership By Dan

MARCH 12, 2019

Guest post from Fiona Murden : In 1998 I graduated from business school feeling I knew all there was to know about leadership. I began work as a management consultant and much of what I’d learnt was very quickly thrown out of the window. As a result, those critical aspects of good leadership become even more important.

Agility 256

Agility Leadership Open-book McKinsey 256

Lead Change Blog

APRIL 7, 2020

Welcome to the April 2020 Leadership Development Carnival! We’re excited to share posts from leadership experts from around the globe on the topics of communication, development, engagement, motivation, productivity, team building, and more. Paula Kiger of Big Green Pen shared Overcome social distance with empathy in leadership.

Leadership Development 238

Leadership Development Development Leadership Crisis 238

Great Results Team Building

MARCH 1, 2023

It is part of a live poll activiity… Here is an example of the results: In your organzations, your team members show up each day, in-person or virtually, hoping that YOU will demonstrate those traits. The post What is a Great Teammate, and WHY Should You Be One at Your Workplace?

Teamwork 169

Teamwork McKinsey Conference Survey 169

Great Results Team Building

APRIL 10, 2024

Utilize management interviews, employee surveys, and even customer feedback , but don’t stop there. But remember, it’s not enough to identify the values that will drive decisions by all team members – Transparent and consistent communication from the CEO and leadership team is crucial.

Team 162

Team Workshop Team Building Mission Statement 162

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. How do we manage the journey? Advance : Leadership placement. Where do we want to go?

Hamel 279

Hamel Objective McKinsey Learning-by-Doing 279

CoachStation

AUGUST 26, 2022

The risk of not getting leadership and culture ‘right’ are significant. It’s about understanding how important leadership and engagement are. Yet, too often managers see them as negotiable. Gallup estimates that managers account for at least 70% of the variance in employee engagement across business units.

Motivation 130

Motivation McKinsey Attrition Influence 130

N2Growth Blog

SEPTEMBER 28, 2020

To be recognized on the 2020 Top CHRO List, the words leadership, team, succession, purpose, culture, governance, and diversity are not just buzzwords – they represent who a CHRO is, what they believe, and where they work every day. Prior to joining Microsoft in 2003, Hogan was a partner at McKinsey & Co.

Human Resources 469

Human Resources Globalization Diversity Resources 469

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. Take a few minutes and learn about Leadership Lessons from McKinsey.

Rogers 100

Rogers McKinsey Leadership Taylorism 100

Great Leadership By Dan

JANUARY 9, 2020

According a leadership survey conducted by McKinsey , U.S. companies spend around $14 billion on leadership development. That’s the thing about leadership. They are role models in every sense of the word and set the example for others to follow. Vibrant culture leaders are emotionally intelligent. 4, 2019).

Quality 214

Quality Emotional Intelligence Self-aware McKinsey 214

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. What Are Some Employee Relations Examples? Conflict Management Why are workplace conflicts such a common grievance?

Schein 98

Schein Industry Long-term Automotive 98

QAspire

FEBRUARY 2, 2014

My experience so far suggests that these time-bound and finite interventions fail over a long run in developing leadership capabilities. They needed a change in mindset and not just techniques, process or best practices in leadership. Use of incorrect “make-believe” metrics to gauge effectiveness of leadership development programs.

Training 172

Training Development McKinsey Long-term 172

Eric Jacobson

NOVEMBER 3, 2022

Be sure to check out the books’ Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Take the mindset of “be bold”, for example. Viewed through this lens, we hope any leader will find it helpful.

CEO 104

CEO Banking Learning-by-Doing McKinsey 104

Eric Jacobson

JUNE 23, 2022

Be sure to check out the book's Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Take the mindset of “be bold”, for example. Viewed through this lens, we hope any leader will find it helpful.

CEO 86

CEO Banking Learning-by-Doing McKinsey 86

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. Leadership team dynamics and culture development are entwined. The CEO sent me their draft agenda for the session.

Planning 52

Planning Strategic Planning How To Operations 52

Eric Jacobson

MARCH 14, 2022

Be sure to check out the books’ Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Take the mindset of “be bold”, for example. Viewed through this lens, we hope any leader will find it helpful.

CEO 94

CEO Banking Learning-by-Doing McKinsey 94

Strategy Driven

MARCH 25, 2016

The call for greater diversity at senior leadership levels is not new, although it has itself become more inclusive, extending beyond gender, race and ethnicity, to encompass age, education, socioeconomic background and sexual orientation, as well as experience, skills and talent. McKinsey & Co. Picking up the pace.

Diversity 50

Diversity McKinsey Team Leadership 50

Eric Jacobson

JANUARY 18, 2023

Be sure to check out the book's Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Take the mindset of “be bold”, for example. Viewed through this lens, we hope any leader will find it helpful.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

Eric Jacobson

DECEMBER 31, 2022

Be sure to check out the books’ Appendix 2 where you’ll find the bios of these 67 interviewed CEOs along with key facts about each – including their milestone leadership impacts on their respective organizations. Take the mindset of “be bold”, for example. Viewed through this lens, we hope any leader will find it helpful.

CEO 65

CEO Banking Learning-by-Doing McKinsey 65

HR Digest

NOVEMBER 20, 2020

Behaviors like emotional intelligence, communication, and adaptability are examples. Coding, budgeting, and marketing operations are examples. Senior leaders and staff benefit from enhancing their technical knowledge with natural and learned behaviors like empathy or leadership. Digital transformation managers.

Skills 145

Skills Emotional Intelligence CFO Power 145

Great Leadership By Dan

NOVEMBER 27, 2018

To illustrate that this thinking goes right to the top of hard-headed business thinking, in their ‘Reflections from Davos’ report regarding the 2018 meeting of the World Economic Forum, the managing partner of McKinsey was quoted as saying “the next innovation imperative will be social innovation – business’s role will be critical here.”

Brand 189

Brand Supply Chain Ethics Reputation 189

CO2

SEPTEMBER 21, 2022

In a McKinsey survey , 70% of respondents cited work as a defining factor in their sense of purpose—with 63% saying they would like more opportunities to live out that purpose in their day-to-day work. . Most organizations try to be everything to everybody,” explains Gary Cohen, managing partner at CO2. What are our values?

How To 78

How To Long-term Performance Review Mission Statement 78

CO2

SEPTEMBER 21, 2022

In a McKinsey survey , 70% of respondents cited work as a defining factor in their sense of purpose—with 63% saying they would like more opportunities to live out that purpose in their day-to-day work. Most organizations try to be everything to everybody,” explains Gary Cohen, managing partner at CO2. What are our values?

How To 78

How To Long-term Performance Review Mission Statement 78

Marshall Goldsmith

DECEMBER 19, 2011

In leading today's knowledge workers, it is important to invert the pyramid and look at leadership vis-a-vis the wants and needs of the professional - as opposed to the skills of the leader. Leaders also need to "lead by example" and demonstrate this same passion. McKinsey goes out of its way to provide a network for former employees.

McKinsey 152

McKinsey Loyalty Competitive Advantage Learning-by-Doing 152

The Practical Leader

SEPTEMBER 28, 2011

Reporting on the largest global study of IT change ever conducted (1,471 projects), an Oxford University Said Business School professor and McKinsey & Co. consultant provides examples of entire companies that have failed because of badly implemented IT system changes. ” Click here for more quotes and findings from their book.

Project 55

Project McKinsey Emotional Intelligence Price 55

CO2

JANUARY 15, 2020

CEOs constantly deal with “people issues” because, as David Larcker, professor at Stanford Graduate Business school, said , “Conflict management is critical in the CEO role — just about anything that gets to the CEO’s desk has an element of pleasing someone and making someone else unhappy.” All these reasons have to do with people.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

CEOs constantly deal with “people issues” because, as David Larcker, professor at Stanford Graduate Business school, said , “Conflict management is critical in the CEO role — just about anything that gets to the CEO’s desk has an element of pleasing someone and making someone else unhappy.” All these reasons have to do with people.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

CEOs constantly deal with “people issues” because, as David Larcker, professor at Stanford Graduate Business school, said , “Conflict management is critical in the CEO role — just about anything that gets to the CEO’s desk has an element of pleasing someone and making someone else unhappy.” All these reasons have to do with people.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

Strategy Driven

MARCH 15, 2019

This isn’t a marketing issue, this is a business-wide issue, involving every facet of the organisation, hence leadership being so important. With good leadership at the core of these businesses, all members of the organisation are enabled to understand and demonstrate ‘why they do it, what they do and how they do it’.

Supply Chain 75

Supply Chain Brand Advertising PR 75

Chartered Management Institute

DECEMBER 2, 2013

They can sound geeky, but they are developments that every manager needs to understand. At the C-suite, businesses need not only a data analytics strategy, but a data-analytics culture, researchers from McKinsey have concluded. It can be mis-used – for example for ‘snooping’ on customers or staff.

Leadership Styles 83

Leadership Styles Human Capital Ethics McKinsey 83

Strategy Driven

JULY 13, 2011

While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Examines ways to maintain and grow value through mergers, acquisitions, and portfolio management.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Marshall Goldsmith

JUNE 16, 2013

A moderately good accountant who is great with people outside the firm and skilled at managing very smart people? For example, we assume our doctors know medicine, so we judge them on their bedside manner. Leadership' Who would you rather have as a CFO? Not a tough choice, really. It’s not enough to be smart.

Chemicals 133

Chemicals Welch CFO CEO 133

Persuasive Powerhouse

JANUARY 19, 2011

With a lot of wisdom and good things to say about leadership – hop over to his blog and be sure to subscribe. The navy’s leadership knew training everyone to replace anyone was a core success and survival factor. Mike Figliuolo is the Managing Director of thoughtLEADERS, LLC. We had a similar mindset during my army days.

Training 257

Training Blog Greenleaf Maslow 257

Marshall Goldsmith

MAY 19, 2013

.” The traditional hierarchical model of leadership will not work effectively for major organizations in tomorrow’s changing world. In the “old days,” a person was hired into a position, learned the job, and – usually because of some form of functional proficiency – received a promotion into management.

Follow-up 147

Follow-up Learning-by-Doing Wireless Drucker 147

Marshall Goldsmith

NOVEMBER 4, 2013

Internal partnerships include direct reports, co-workers and managers. Managers of knowledge workers – people who know more about what they are doing than their mangers must be good partners. Partnering with managers. Many leaders will be operating more like the managing director of a consulting firm.

Short-term 107

Short-term Long-term Trends Telecommunications 107

Leading Blog

FEBRUARY 10, 2023

McKinsey partners Venkat Atluri and Miklós Dietz illuminate that change in The Ecosystem Economy. Even if each step in that journey is fulfilled or managed by a different company, the ecosystem integrates them into a single platform, so that from the customer’s perspective, it’s all one experience, one journey. But that is changing.

Supply Chain 310

Supply Chain Real Estate Automotive McKinsey 310

Eric Jacobson

MAY 25, 2016

To achieve " connected leadership " you must: Map your world -- Analyze stakeholders as precisely as your customers, understand trends and discontinuitites, and quantify the value at stake from external relationships. Apply world-class management to traditionally "soft" societal topics.

Company 50

Company Competitive Advantage Open-book Long-term 50

Harvard Business Review

OCTOBER 24, 2018

We also explored several decades of research on that subject published in HBR; and we reflected on our own experience in the area of leadership development. Take the case of Dominic Barton, who served as the Global Managing Director of McKinsey & Company from 2009-2018. Focus on measurable results.

Skills 15

Skills McKinsey COO Handbook 15