Leading Blog

JANUARY 19, 2024

Shockingly, 70 percent of such initiatives fail to reach their goals, which represents a massive risk with profound implications for those undertaking such a large effort. The loss of translation from leadership to implementation teams and across groups that have to collaborate can lead to costly implications.

How To 260

How To Agility Diversity Operations 260

N2Growth Blog

NOVEMBER 15, 2022

By turning to a skillful executive coaching company that knows exactly how to deliver results when it comes to leadership coaching and helping leaders do what they do best: optimize their performance, imagine further, and lead well. Still, it has taken many different forms, and today, not all executive or leadership coaching is created equal.

Executive Coaching 318

Executive Coaching Execution Self-aware Company 318

CO2

FEBRUARY 7, 2024

Lito Tejada-Flores In the world of leadership and personal growth, this quote resonates deeply. This is the essence of the leadership evolution journey. Embracing the Climb: A Journey of Continuous Growth The path to leadership is not linear. Collective Ascent: Elevating Teams and Organizations Leadership is not a solo climb.

Leadership 78

Leadership McKinsey Innovation Learning-by-Doing 78

Leading Blog

OCTOBER 27, 2023

It’s very easy to have what CEO Seah Chin Siong of the Singapore Institute of Management calls “goal erosion,” defining it as “Doing what is easy, going through the motions, but not doing the hard things the ultimate mission requires.” She was formerly with McKinsey, working with MNCs and local companies in the US, China, and India.

Influence 347

Influence Positioning Self-aware CEO 347

Leading Blog

MARCH 31, 2021

The next normal arrives: Trends that will define 2021—and beyond via @McKinsey. 3 Common Leadership Myths About Burnout by @suzimcalpine If we can begin to dispel some of the myths that circle #burnout, we’ll be far more effective in tackling it in our #workplaces. Many times, they are the reason you have goals in the first place.

McKinsey 297

McKinsey Brainstorming Long-term Trends 297

Leading Blog

JUNE 30, 2019

Key Leadership Transitions Great Leaders Champion by @KateNasser. Boost Your Leadership with the Power of Perspective by @WScottCochrane If you can fix it with money, that is not a big problem. Leadership and Transference by @edbatista. How to Use Mental Imagery to Achieve Your Goals by @JesseLynStoner. via @ChiefExecGrp.

McKinsey 225

McKinsey Storytelling Conference Learning-by-Doing 225

Great Results Team Building

APRIL 10, 2024

Align strategic goals with cultural direction – will the new culture be more risk-taking or conservative, hierarchical or flat? 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

Eric Jacobson

JANUARY 26, 2024

“Too often company leaders view middle managers in a negative light as expendable employees who can slow down productivity and overall strategy,” explain the book’s authors and McKinsey partners Bill Schaninger , Bryan Hancock , and Emily Field. Focus on people rather than procedures.

Middle Management 98

Middle Management Development Management McKinsey 98

Leading Blog

JUNE 30, 2018

Leadership and Authenticity Excellent piece by @edbatista "Because going against our natural inclinations can make us feel like impostors, we tend to latch on to authenticity as an excuse for sticking with what's comfortable.". With Goals, FAST Beats SMART via @mitsmr. Leading with inner agility via @McKinsey. via @KateNasser.

McKinsey 157

McKinsey Agility Learning-by-Doing Innovation 157

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. Here are the five frameworks for health : Aspire : Health goals. Advance : Leadership placement.

Hamel 276

Hamel Objective McKinsey Learning-by-Doing 276

CO2

NOVEMBER 28, 2011

Joanna Barsh Director at McKinsey & Co. introduces us to the Center Leadership Model on The Mix TV. JOANNA BARSH joined McKinsey & Company in 1981 and is a senior partner. Along with her consulting work, she leads the McKinsey Centered Leadership Project, whose goal is to help develop women leaders.

McKinsey 84

McKinsey Leadership Workshop Long-term 84

Coaching Tip

MAY 7, 2012

Business and government leaders have been talking for decades about advancing more women to top leadership and professional roles. When McKinsey & Co. asked senior executives at 60 big companies recently why they are trying to advance women, "they laughed at us," says Dominic Barton, McKinsey's global managing director.

McKinsey 112

McKinsey Leadership Career Diversity 112

Eric Jacobson

JULY 17, 2023

“Too often company leaders view middle managers in a negative light as expendable employees who can slow down productivity and overall strategy,” explain the book’s authors and McKinsey partners Bill Schaninger , Bryan Hancock , and Emily Field. Focus on people rather than procedures.

Middle Management 65

Middle Management Management McKinsey Talent Management 65

HR Digest

JUNE 16, 2023

HR has thrived during this difficult time and helped in transforming organizations where the function is well led, has strong senior stakeholder support, has prioritized leadership development , and has already commenced a digital transformation journey. times more likely to report organizational outperformance, McKinsey research has shown.

McKinsey 98

McKinsey Agility Learning-by-Doing Organization 98

Persuasive Powerhouse

JULY 20, 2015

. Great leaders get the best out of their teams by providing 12 core leadership “services” The best leaders provide these services in an efficient and effective way. . In our new book , Victor Prince and I describe the 12 “leadership services” that leaders must provide to their teams: Directing. Delivering.

Team 100

Team Leadership McKinsey Efficiency 100

Coaching Tip

APRIL 14, 2012

A leader must have deep capabilities in the "solutions business," charting a course around and through the obstacles ahead to reach the desired goals. That means that leadership is a means to an end --the mission it serves is the end. Leadership requires followership. The answer lies in the Absolutes of Leadership.

Leadership 164

Leadership Drucker McKinsey Leadership Styles 164

Leading Blog

SEPTEMBER 12, 2012

Strategy involves completion of goals, and the risk is the difference between those goals and the ability of the organization to achieve them.” The problem is following a plan so closely without responding to events that you will “lead the company efficiently in the wrong direction.” In a sense, strategy creates risk.

Strategy 280

Strategy Books Balanced Scorecard Mauborgne 280

Strategy Driven

AUGUST 11, 2023

McKinsey & Company’s report underscores that robust client communication strategies breed customer retention and positive referrals. Define clear goals for the training: presentation prowess or conflict resolution? Investing in training enhances dynamics and establishes leadership. Tailor your choice accordingly.

Training 109

Training Active Listening Bond McKinsey 109

CoachStation

AUGUST 26, 2022

The risk of not getting leadership and culture ‘right’ are significant. Your goal must be to ensure your team members are regularly performing work that they are good at and care about. It’s about understanding how important leadership and engagement are. Where we work has rarely provided more options.

Motivation 130

Motivation McKinsey Attrition Influence 130

The Practical Leader

JUNE 16, 2021

– Warren Bennis, An Invented Life: Reflections on Leadership and Change. Leadership is almost all emotional intelligence, especially in distinguishing between what managers do and what leaders do… – Daniel Goleman, Working with Emotional Intelligence. – Winston Churchill.

Positioning 109

Positioning Emotional Intelligence Goleman Competitive Advantage 109

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

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. It must be noted that Generation Z is wide-eyed and watchful, soaking in and being formed by these leadership lessons.

Emotional Intelligence 98

Emotional Intelligence Training Goleman McKinsey 98

Lead Change Blog

MAY 16, 2018

A McKinsey Global Institute report on future of the workforce shows that between 75 million and 375 million people globally will have to change their occupation and acquire new skills by the year 2030. Since the transformation is a common goal for the entire organization, working in silos reduces productivity and efficiency.

Management 261

Management Agility How To McKinsey 261

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. But what qualities do these leaders have that make them exude such strength of character, while other supposed leaders fall short?

Quality 214

Quality Emotional Intelligence Self-aware McKinsey 214

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. The founder who started the company might still be involved, and their presence and leadership help the purpose remain clear. Too often, the focus turns to profit.

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. The founder who started the company might still be involved, and their presence and leadership help the purpose remain clear. Ambitious and include a daunting goal.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

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

DECEMBER 14, 2013

McKinsey Insights ’ Pankaj Ghemawat references a survey of senior executives where 76% of them feel they need to develop global-leadership capabilities, but only 7% of feel they are doing so effectively. Define the right metrics to measure individual goals and collective goals of the team. Define Your Metrics.

Metrics 190

Metrics Management Katz How To 190

Chartered Management Institute

AUGUST 2, 2023

Interview: Embedding EDI as KPIs: The organisations using inclusion metrics as performance indicators Written by Sonia Sharma-Karia Wednesday 02 August 2023 Share Share to Twitter Share to Facebook Share to LinkedIn Share via email How do we make equality, diversity and inclusion a measurable goal and an aspect of our strategic success?

Metrics 52

Metrics KPI Diversity Long-term 52

ExactHire - Leadership

JUNE 3, 2022

Reach your diversity goals. When companies hire fresh graduates, they’re more likely to attain their diversity goals. According to McKinsey , companies succeeding at diversity are 35 percent more likely to enjoy profit margins above the median for their industry. Quality of Executive Leadership. Pay and Benefits.

Company 98

Company Diversity Career Quality 98

CO2

AUGUST 14, 2017

And Kotter International determined that, on average, 70% of new, large-scale strategic initiatives fall short of their goal, as did a similar McKinsey & Company 2009 study. Failure to Focus On Strategy The senior leadership team will often spend less than an hour a month reviewing and discussing the strategic plan.

Strategic Planning 78

Strategic Planning Balanced Scorecard Planning Kotter 78

Jesse Lyn Stoner Blog

NOVEMBER 15, 2012

If you are in any doubt that collaborative leadership is an imperative, and not just a fad, take a look at any of the 22 articles in the Harvard Business Review series on collaboration. According to John Chambers , CEO of Cisco, “You cannot create collaboration is you think leadership is about control.” Networks are messy.

Competitive Advantage 282

Competitive Advantage McKinsey Creativity Diversity 282

CO2

SEPTEMBER 21, 2022

But, beyond defining purpose, connecting employees to those painstakingly-crafted purpose statements often presents an even more significant challenge for leaders— most workers can’t articulate why their organization exists or what its goals are. Recommended Reading: Corporate Purpose Monumental Change Starts with Your Leadership.

How To 78

How To Long-term Performance Review Mission Statement 78

CO2

SEPTEMBER 21, 2022

But, beyond defining purpose, connecting employees to those painstakingly-crafted purpose statements often presents an even more significant challenge for leaders— most workers can’t articulate why their organization exists or what its goals are. If people far removed from leadership can answer questions such as What’s our mission?

How To 78

How To Long-term Performance Review Mission Statement 78

Skip Prichard

AUGUST 2, 2019

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. Your problem is to bridge the gap which exists between where you are now and the goal you intend to reach.” 7 Steps to Problem Solving.

Disaggregation 80

Disaggregation McKinsey Skills Gordon 80

HR Digest

SEPTEMBER 14, 2023

As such it is concerned with how to gain people’s commitment to the achievement of an organization’s business goals and objectives in a number of different situations.” The employer should be clear about the function of the employee and the goals of the organization. What Are the Four Pillars of Employee Relations?

Schein 98

Schein Industry Long-term Automotive 98

Strategy Driven

MARCH 3, 2020

The results from a new McKinsey Global Survey confirm the positive effects of talent management on business outcomes. All talent strategies should include the following: Identification of the organization’s goals, as set by the board and the executive team. Specific steps needed to close these gaps and achieve the stated goals.

Strategy 66

Strategy Company Talent Management McKinsey 66