N2Growth Blog

AUGUST 18, 2019

Why are so many leadership development and high potential talent programs continuing to fail, or at the very least, not producing what we hope for? The answer is simple, those at the top of the organization are in denial about their own leadership capability. I will throw some analogies at you to help make the point.

Leadership Development 150

Leadership Development Dunning Development P&L 150

N2Growth Blog

JULY 7, 2019

The room erupts with cheers and ACME is once again hired to save the Corporate P&L. Let’s fast forward a few weeks and focus on the life of a functional executive, named Susan. I participated in engagements as a manager and I sponsored or led engagements as a Sr. Executive. NIH’s top leadership did neither.

Resistance 240

Resistance Consultative P&L Cooper 240

The Center For Leadership Studies

NOVEMBER 23, 2020

Zig Ziglar is known for saying, “You must manage yourself before you can lead someone else.” In this time of unrest and change, the role of Emotional Intelligence (EI) in leadership has emerged as the critical skill set for leaders. At every level of the organization, EI’s pivotal role is to help the leader: Manage self.

Emotional Intelligence 98

Emotional Intelligence Self-aware P&L Leadership 98

Experience to Lead

MARCH 17, 2022

However, the truth is that quantifying ROI in such a direct financial correlation leads to challenges for L&D professionals. Considering L&D professionals are working directly to upskill people whose minds are very complex systems, it is not a direct line from investment to financial gain.

ROI 52

ROI P&L Development Metrics 52

Modern Servant Leader

NOVEMBER 23, 2015

Becky Robinson and the Weaving Influence team pulled together a great webinar on Servant Leadership. Bachelder is a passionate restaurant industry executive serving as the CEO Popeyes® Louisiana Kitchen, Inc. Servant Leadership begins with self-examination. Focus on people before P&L. Cheryl Bachelder.

Blanchard 100

Blanchard P&L Greenleaf Leadership 100

Modern Servant Leader

NOVEMBER 23, 2015

Becky Robinson and the Weaving Influence team pulled together a great webinar on Servant Leadership. Bachelder is a passionate restaurant industry executive serving as the CEO Popeyes® Louisiana Kitchen, Inc. Servant Leadership begins with self-examination. Focus on people before P&L. Cheryl Bachelder.

Blanchard 100

Blanchard P&L Greenleaf Leadership 100

Rich Gee Group

OCTOBER 18, 2016

People ask me all the time for advice — I frequently answer questions on Reddit, Quora, and LinkedIn to a mix of executives, business owners, and job seekers. What is size of P&L I should run? Do you have an example of how you help executives at major companies reach their professional goals?”

P&L 150

P&L Tools Bottom-up Skills 150

Women on Business

DECEMBER 28, 2010

Companies now understand the impact of diversifying their talent pool, especially in leadership roles. o Make sure your position has P&L responsibility. The recommendation from Harvard Business Review and Catalyst is for organizations to adopt formal sponsorship programs similar to IBM Europe.

Press Release 239

Press Release PR Mentor Discount 239

Strategy Driven

JULY 28, 2019

You can see this play out in your daily operations and ultimately in the P&L. Therefore, it is in your best interest as a leader to focus more on achieving, gauging, and calibrating alignment than almost any other executional activity. Harris is Associate Vice-President and Country Manager for Allergan PLC in Brazil.

Agility 62

Agility P&L Intangible Assets Team 62

Lead from Within

JUNE 10, 2018

“One of the criteria for national leadership should therefore be a talent for understanding, encouraging, and making constructive use of vigorous criticism.” ” –Franklin P. N A T I O N A L B E S T S E L L E R. THE LEADERSHIP GAP. A Leadership Manifesto: A Guide To Greatness.

P&L 165

P&L Construction Sharpe Learning-by-Doing 165

The Practical Leader

FEBRUARY 13, 2012

The L-word makes hard-nosed managers squirm. These are the same managers loudly pronouncing goals of higher employee engagement and increased customer loyalty. These managers use lots of “leader-speak” about vision, values, engagement, or caring but their rhetoric is heartless and empty.

Airlines 53

Airlines P&L Collins Leadership 53

Deming Institute

MAY 26, 2016

Kevin Cahill, Executive Director of The W. Jim Manley, Former GM & Supplier Manager, Chair of Michigan Lean Consortium. Clifford L. Ian Bradbury, President and CEO of Peaker Services, Inc. Edwards Deming Institute®. Tim Higgins, NASA System & Mission Assurance Specialist.

Deming 28

Deming Conference P&L Seminar 28

Surviving Leadership

OCTOBER 29, 2018

I also truly appreciated some of the business practices that leadership followed that I have missed in other organizations, including ones highlighted in McCord’s book. It comes down to the people who execute those initiatives and the daily interactions that happen among leadership, employees, and customers.

CFO 58

CFO P&L Call Center COO 58

Harvard Business Review

MAY 20, 2016

So why would a busy executive agree to sit on a board? Why is there is a cottage industry of executive search firms focusing on “reverse board searches,” where they proactively work to place executives on outside corporate boards? What do executives gain from serving on boards? increased by over $300,000.

Execution 9

Execution P&L CEO COO 9

Chart Your Course

JUNE 30, 2016

Every HR, OD professional, and management consultant should at the very least be aware of their existence, if not well-versed in their ideas and theories. It is hands-down the most popular leadership book of all time. He demonstrates that the ability to build trust is THE key leadership competency of the new global economy.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

First Friday Book Synopsis

DECEMBER 2, 2012

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS The Complete Executive Karen Wright Harder Than I Thought Robert D. Austin, Richard L. Nolan, and Shannon O’Donnell HR Strategic Project Management SPOMP Leon M. Hielkema INTERVIEWS Matthew E. May: Second Interview, Part 1, by Bob [.].

Blog 89

Blog Project Review Execution 89

Harvard Business Review

FEBRUARY 13, 2012

The job of the senior executive is much more complicated today than it was a decade or two ago — and that trend will continue, especially if you hope to play on a global stage (which is a nearly universal condition these days for many companies). Many executive searches are done on a global basis now. Here are five reasons.

Execution 15

Execution P&L CFO Globalization 15

Harvard Business Review

JULY 10, 2012

Have you noticed that general managers are scarce these days? These are the executives who run discrete businesses and control all of the resources associated with them. But in many large companies, the only true general manager is the CEO. At one time general managers were at the center of the action.

Management 13

Management P&L Incubator Finance 13

Harvard Business Review

SEPTEMBER 27, 2017

Coca-Cola recently reshuffled its leadership team to focus on growth, innovation, and digital. L’Oréal has made a strategic investment in Founders Factory , a digital startup accelerator. “A clear, easy-to-memorize digital group strategy is now vocally championed by leadership across the company,” Rochet says.

P&L 12

P&L Agility Fashion Media 12

Harvard Business Review

FEBRUARY 16, 2018

And 71% of senior managers view them as unproductive. Any standing meeting, whether it’s of a departmental leadership team, a cross-functional group owning a process like innovation or talent management, or a task force managing a six-month transition to a new technology, should be designed and linked to a broader governance plan.

P&L 13

P&L How To Finance Metrics 13

Harvard Business Review

OCTOBER 15, 2013

The best executives understand which ones they need to focus on and which ones they can delegate. While the obvious decisions that CEOs need to get right involve strategy and competitive advantage, too many executives delegate away three critical decisions that they need to own: decisions about goals, resource allocation, and people.

P&L 8

P&L Fixed Assets Charan Delegation 8

Harvard Business Review

SEPTEMBER 23, 2014

I often hear this question when I visit companies and speak about how to make an innovative idea less terrifying to high level executives. Managers, whose annual reviews hinge on quarterly gains, see no return on investing in what appear to be their employees’ pipe dream projects. “This seems like pie-in-the-sky wishful thinking.

Innovation 11

Innovation P&L Short-term Company 11

Harvard Business Review

MAY 24, 2013

She holds the Ernest L. She is also Chair and Director of the Harvard University Advanced Leadership Initiative. In her latest book, SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good , she analyzed how P&G (among other companies) achieved long-term performance. But note how P&G did it.

P&L 8

P&L Restructuring Price CEO 8

Harvard Business Review

OCTOBER 9, 2017

Should you take a more targeted approach, with a short-term executive education program? As an adjunct professor for Duke University’s Fuqua School of Business , I’ve taught multiple classes for degree programs, as well as executive education offerings. Start by looking at the job you’re aiming for. Learning.

P&L 8

P&L Education Learning-by-Doing Finance 8

In the CEO Afterlife

AUGUST 6, 2013

I remain impressed with the ongoing success of P&G, L’Oreal, Nike, Whole Foods, Pernod Ricard, Apple, and Starbucks. Chief Executives who continually talk about brand assets are often the ones living off the luster of yesteryear’s brand equity. I am not suggesting restructuring the entire brand management system.

Brand 260

Brand P&L Human Resources Brand Management 260

Ask Atma

MAY 20, 2012

So the designer teaches everyone about UX/AI, the coders teach about their development methodology, the project managers teach about agile protocols, and the sales people describe what it is like in the field. Emotional control – successful anger and/or frustration management. Curiosity – inclination to learn.

Team 52

Team How To Knowledge Management Self-aware 52

Harvard Business Review

DECEMBER 19, 2016

Instead, chief executives are often presented with two “right” answers, but one is slightly worse. CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths. Manage costs — or add value?

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Coaching Tip

MARCH 29, 2017

"When they get to own a P&L or become the CEO, in many cases executives are rusty at strategy or have never even been given a set of tools to set strategy," says management consultant Tim Lewko. Align executive team so members are working on the same page of issues. Can't Get Enough Leadership.

Process 70

Process P&L CEO Execution 70

Harvard Business Review

NOVEMBER 22, 2017

An “operating model” — how a company organizes and manages its resources to achieve its strategic ambitions — is the bridge between strategy and execution. The Gap Between Strategy and Execution. Who has P&L authority? Insight center. Sponsored by the Brightline Initiative.

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

JULY 30, 2014

Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. Managers still assume that stability is the normal state of affairs and change is the unusual state (a point I particularly challenge in The End of Competitive Advantage ). Townes, and Henry L.

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

Harvard Business Review

JANUARY 18, 2012

Recognizing that the company's command-and-control culture wouldn't work in the 21st century, he defined leadership as leading by values and created a unique collaborative organizational structure. Executing this strategy required seamless integration of IBM's product capabilities with its geographic reach.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

MAY 21, 2013

Impulse patronage" looks and feels like impossibility to anyone who isn''t a manager with a cash-flow-positive P&L and the courage to take a chance. Moreover, funding for innovation overwhelmingly comes from "budgets" rather than any discretionary funds held by individuals or small teams.

Innovation 8

Innovation P&L Company Creativity 8

Harvard Business Review

SEPTEMBER 21, 2016

One of the things that surprised me most about security at Facebook is the level of attention and support that we receive from the company’s senior management team. It’s not uncommon for our executives to acknowledge our team’s accomplishments during company-wide presentations. Driving Financial Goals.

Team 8

Team P&L Engineering Cost 8

Harvard Business Review

MARCH 18, 2011

Most businesses don't even know what's going to be required in two or three years," says Joseph Weintraub, a professor of management and organizational behavior at Babson College and co-author of the book, The Coaching Manager: Developing Top Talent in Business. "Five years, in today's environment, is very hard to predict.

P&L 18

P&L Committee Career Case Study 18

Strategy Driven

NOVEMBER 4, 2011

My acronym for BUSINESS : B ig-picture U nderstanding S ymbiosis I n N omenclature, E conomics, S ystems, and S ervices WORK : W indows of O pportunity, R equiring K now-how My acronym for GOALS : G etting O rganized A llowing L ifeblood S ystems G rowth O pportunities A nd L egacy S upport THINK : T o H ave I deas, N ew K eys FAILURE : F inding A (..)

P&L 56

P&L Books Definition Strategic Planning 56

Harvard Business Review

SEPTEMBER 6, 2013

But the gender split in mid-level management is now nearly even. While women have made progress in being recognized as managers, why aren''t they making it to the top? But we also found that these traits are not synonymous with proactive career management. We all know The Statistic: Only 4.2

Career 8

Career P&L Learning-by-Doing CEO 8

Harvard Business Review

MAY 8, 2012

And this charge will, in theory, move managers to make greener choices. The executives running that facility, not just centrally located sustainability professionals, will be empowered to address any concerns, drive for greater efficiency, and choose greener power. But executives weren't charged real money.

Price 13

Price P&L White Paper Energy 13