HR Digest

MAY 2, 2019

I’d say we’re very focused on creating a skilled workforce and leadership pipeline that can execute our strategy. We’re always looking for ways we can be a positive influence in the markets where we operate. To what extent is that down to a successful talent management strategy?

Resources 40

Resources Human Resources Leadership Pipeline Learning-by-Doing 40

Harvard Business Review

MARCH 28, 2017

Developing leaders to drive financial performance and operational excellence has always been important. In a new global survey of 7,500 global leaders by Korn Ferry, executives identified accelerating innovation and improving profitability among the top three business priorities in their organizations. Image courtesy of Korn Ferry.

Development 8

Development Leadership Pipeline Content Survey 8

Harvard Business Review

AUGUST 31, 2018

Developing a diverse leadership pipeline can benefit companies in all sectors. Firms with the most ethnically diverse executive teams were 33% more likely to outperform their peers on profitability, and those with executive-level gender diversity worldwide had a 21% likelihood of outperforming their industry competitors.

Management 13

Management Tacit Knowledge Diversity Leadership Pipeline 13

Harvard Business Review

OCTOBER 4, 2012

I'd just been totally grilled by a Southern European Executive Team the week before. Even the people running the Saudi operation were amazed to discover that 19% of the Saudi labour force is female (they thought that was high), while 62% of university graduates are. So much for stereotypes.

Leadership Pipeline 15

Leadership Pipeline Trends Diversity Policies 15

Harvard Business Review

MAY 26, 2014

Even one ineffective executive weakens a firm’s ability to address big problems. But building a consistently strong top leadership team is difficult for at least three reasons: the tendency to be loyal to existing members, the lack of management depth to promote from, and many CEOs’ lack of experience in many functional areas.

Leadership 8

Leadership Leadership Pipeline Loyalty CEO 8

Harvard Business Review

DECEMBER 29, 2015

Any CEO would agree that having a strong core of seasoned executives running the C-suite is critical. The result blends qualitative research and benchmarked data on other C-suite executives to give us a solid indication of an individual’s potential and development needs. The assessment is organized in two parts.

360-Degree Feedback 8

360-Degree Feedback CEO Leadership Pipeline Execution 8

Harvard Business Review

JANUARY 22, 2015

” Senior leaders must determine the specific leadership skills and behaviors needed to successfully execute the company’s strategy. With executive coaching and targeted leadership development, the executive was able to transition with the necessary competencies. For example, when a U.S.

Leadership Development 8

Leadership Development Development Leadership Leadership Pipeline 8

Harvard Business Review

OCTOBER 4, 2012

I'd just been totally grilled by a Southern European Executive Team the week before. Even the people running the Saudi operation were amazed to discover that 19% of the Saudi labour force is female (they thought that was high), while 62% of university graduates are. So much for stereotypes.

Leadership Pipeline 8

Leadership Pipeline Trends Diversity Policies 8

Harvard Business Review

JUNE 22, 2012

When Paul Bulcke was appointed CEO of global food giant Nestle in 2008, he put the issue of women and gender at the top of his Executive Committee's agenda. Although Nestle's consumers and "shoppers," as they are referred to, were about 80% female, only 3% of managers in the company's leadership pipeline were women.

Leadership Pipeline 10

Leadership Pipeline CFO Committee Globalization 10

Harvard Business Review

SEPTEMBER 15, 2016

In one case, two operational leaders at Kelly Services, a workforce solutions firm, created a Business Resource Group to promote leadership development and increase employee engagement. I often bring groups of executives to their restaurant, the Roadhouse. Create Energizing Events.

Energy 8

Energy Health Care Leadership Pipeline Quality 8

Harvard Business Review

JULY 30, 2014

Much of Charan’s recent work has tilted towards organization and people (books on strategy execution, leadership pipeline, talent and advice on intensity, change, leadership traits, performance management, governance).

Charan 10

Charan Human Resources Leadership Pipeline Decentralization 10

Harvard Business Review

JANUARY 12, 2016

Staff at Jane’s business school designed a six-week course on positive leadership. Their personal involvement in the design and execution made it a success: Not only will the course be repeated next year, but it also opened up new staff-initiated learning opportunities.

Tacit Knowledge 8

Tacit Knowledge Quality Leadership Pipeline Learning-by-Doing 8

Tanveer Naseer

MAY 31, 2016

Most companies have leaders with the strong operational skills needed to maintain the status quo. Classroom-based training is, after all, typically easier and less expensive to implement; it’s evidence of short-term thinking, rather than long-term investment in the leadership pipeline.

Development 100

Development Argyris Learning-by-Doing Innovation 100

Harvard Business Review

FEBRUARY 3, 2015

When I ask my executive students this question, most of them answer in the fours and fives. On average, my executive students answer this question in the twos and threes. That’s fine if an executive is looking to move elsewhere, as some of my participants were. My guess is that your second number is lower than your first.

How To 8

How To Diversity Letter Learning-by-Doing 8

Harvard Business Review

DECEMBER 15, 2017

And they receive little on-the-job training to develop skills such as how to allocate short- and long-term resources, how to provide developmental feedback, or how to effectively handle conflict – leadership skills needed to run a vibrant business. The Dyad Model and Its Limitations. The CMO should not be part of the dyad model.

Training 14

Training Health Care Management 360-Degree Feedback 14