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 99

Middle Management Development Management McKinsey 99

Strategy Driven

AUGUST 11, 2023

Amplifying Productivity: Time Saved, Results Gained Time equals money, and investing in effective communication training delivers remarkable returns. An impressive 87% of employees affirm that effective communication accelerates task completion and overall productivity. Tailor your choice accordingly.

Training 114

Training Active Listening Bond McKinsey 114

Chart Your Course

AUGUST 22, 2014

Only 52 percent of companies spend their time in a way that aligns with their strategic goals, according to a McKinsey survey of 1,500 executives from businesses of all sizes around the world. The most essential time management technology for increasing your productivity is calendar scheduling software. Calendar Management.

Tools 133

Tools Productivity Products Company 133

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

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 281

Strategy Books Balanced Scorecard Mauborgne 281

Coaching Tip

APRIL 14, 2012

It's not really about the products made, the technology developed or the financial instruments that are bought and sold. A leader must have deep capabilities in the "solutions business," charting a course around and through the obstacles ahead to reach the desired goals. Leadership requires followership.

Leadership 164

Leadership Drucker McKinsey Leadership Styles 164

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

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. When AT&T introduced a similar training, productivity increased 25 percent. And they recognize that culture is everyone’s responsibility.

Quality 214

Quality Emotional Intelligence Self-aware McKinsey 214

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

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

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

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

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

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

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. Too often, the focus turns to profit.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 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

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.” These relationships affect a lot of different factors, from employee satisfaction to their productivity within the workplace.

Schein 98

Schein Industry Long-term Automotive 98

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. 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

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 79

Disaggregation McKinsey Skills Gordon 79

HR Digest

OCTOBER 22, 2018

Most CEOs rank HRs as the eighth most important function in their organization, according to a research by McKinsey. The CHRO functions should be recognized as imperative in building and assigning talent and as the appropriate channel to unleash the organization’s workforce in the most productive sense. That’s absolutely wrong.

CEO 63

CEO CFO McKinsey Human Resources 63

Skip Prichard

MAY 22, 2019

It is a practical guide to how AI and Machine Learning are impacting not only how businesses, brands, and agencies innovate, but also what they innovate: products, services and content. In this world of product and pricing parity, the delivery of superior service experience has become the new marketing, and the new real competitive edge.

Content 88

Content Innovation Creativity McKinsey 88

Great Leadership By Dan

APRIL 10, 2014

Their goal as a team is to win the debate. Jeremy Eden and Terri Long are the authors of Low-Hanging Fruit: 77 Eye-Opening Ways to Improve Productivity and Profits and co-CEOs of Harvest Earnings, an advisory services firm that helps companies to engage their employees in growing earnings and improving the customer experience.

Mission Statement 270

Mission Statement Document Execution McKinsey 270

Mills Scofield

APRIL 15, 2014

The three of you had a common goal – a great performance. The more information and/or experience we have, the fewer buffers we need around our decisions and the more we can focus on the scope and achievement of our goals. Technology does not do much in a complex interaction (per McKinsey´s articles on interaction).

Efficiency 132

Efficiency Energy Senge Resources 132

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. These are not mysterious and certainly aren’t new.

Skills 15

Skills McKinsey COO Handbook 15

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. There are also business leaders that continue to maintain that only maximizing shareholder value is a sufficient goal.

Company 50

Company Competitive Advantage Open-book Long-term 50

Harvard Business Review

AUGUST 8, 2018

When Liz was offered a job as a product manager at a growing biotech firm, she was ecstatic. According to research by McKinsey , up to half of new-leader transitions fail within two years. What politics should I understand as my unit tries to accomplish these goals? Pgiam/Getty Images. Unfortunately, this is common.

Learning Curve 14

Learning Curve McKinsey Goal Planning 14

Harvard Business Review

OCTOBER 17, 2012

Innovation, in operations, products, business models and ecosystems, isn't merely a competitive advantage, it's the competitive advantage. Yet more often than not, when innovation occurs, it's a "happy accident" rather than the product of a deep-rooted innovation competence. Want some hard evidence? This is hardly surprising.

Innovation 15

Innovation Process Competitive Advantage McKinsey 15

Strategy Driven

DECEMBER 8, 2010

This book will show you, as an employee, customer or partner, how to use new social technologies, make yourself heard, and produce better products and services. Indeed, a 2008 issue of the McKinsey Quarterly noted that women tend to make deeper emotional connections with colleagues and business partners.

Self-aware 72

Self-aware Media Open-book Learning-by-Doing 72

Harvard Business Review

DECEMBER 16, 2016

Back in 2011, the McKinsey Global Institute published a report on the transformational potential of big data—and it would take a supercomputer to process all of the articles that have appeared since then urging companies to get on board before some digital disruptor renders them obsolete.

Industry 8

Industry McKinsey Early Adopters Rate of Return 8

HR Digest

DECEMBER 1, 2023

McKinsey reports that 90 percent of Fortune 500 companies have employee resource groups and most DEI (Diversity, Equity, Inclusion) strategies will tell you should be prioritizing them too. But what are employee resource groups? What do employee resource groups do?

Resources 52

Resources Policies Participative Goal 52

Harvard Business Review

SEPTEMBER 11, 2017

There is no burden on those who proposed a new idea or technology to talk to customers, build minimal viable products, test hypotheses or understand the barriers to deployment. Most importantly, minimal viable products and working prototypes will have been tested. government federal research agencies to turn ideas into products.

Process 13

Process Innovation Incubator Committee 13

Harvard Business Review

MARCH 30, 2016

Research by McKinsey shows that, on average, 30% of corporate earnings are at stake when it comes to a company’s relationships with society. As a global survey conducted by McKinsey shows, only 21% of business executives think their company frequently engages successfully. The current model is not working.

Company 8

Company McKinsey Short-term Long-term 8

Harvard Business Review

FEBRUARY 12, 2016

People were asked about GM products, upholstery textures, colors, vehicle designs, and technology, and their feedback was incorporated into GM vehicles. social media users actively seek customer service through social media, according to Nielsen and McKinsey Incite , we’ve made getting globally aligned one of GM’s priorities.

Media 8

Media Automotive Globalization Active Listening 8

Harvard Business Review

MARCH 29, 2011

Editor's note: This post is part of a three-week series examining educational innovation and technology, published in partnership with the Advanced Leadership Initiative at Harvard University. The question is whether TFA's seemingly prolific production of entrepreneurs is fact or simple hearsay. The answer appears to be yes.

Entrepreneur 14

Entrepreneur Education McKinsey Sample 14

Harvard Business Review

NOVEMBER 22, 2017

Improving access to care, increasing workforce productivity, optimizing clinical operations, and managing population health are important—and interrelated steps. Increase workforce productivity by optimizing the skill set of your workforce while shifting routine work away. Brandon Carrus, a senior partner at McKinsey & Co.

Health Care 8

Health Care Content Chief Information Officer Efficiency 8