Marshall Goldsmith

FEBRUARY 8, 2018

This blog post is the first of a two-part series on transformational growth and disruptive change by my dear friend Mark Thompson for the AMA (American Management Association). It’s not an imposition on management to hear out all these diverse ideas; it’s not a separate HR “program” to be tolerated. Dear readers! Version 2.0

Competitive Advantage 70

Competitive Advantage Banking Diversity IPO 70

LDRLB

JUNE 22, 2010

Maritz Research recently released the results of a survey they conducted on trust in the workplace. We ask a series of questions regarding three areas of trust: (a) senior management trust; (b) direct supervisor trust; and (c) co-worker trust. Senior management’s actions are completely consistent with their words.

Leadership 102

Leadership White Paper Press Release Sharpe 102

Ron Edmondson

MAY 3, 2013

He’s sharp, connected, and passionate about what he feels called to do. It’s a reflection on leadership from the perspective of where he sits, interacting with some of the more prominent Christian leaders of our day, but also with thousands of younger church leaders in our country. Catalyst is lead by an impressive guy.

Handbook 42

Handbook Influence Sharpe Books 42

Harvard Business Review

OCTOBER 16, 2014

Every few hundred years throughout Western history, a sharp transformation has occurred,” Peter Drucker observed in a 1992 e ssay for Harvard Business Review. “In How should managers alter their approaches to fit the times? Knowledge workers have to manage themselves,” Drucker advised. It’s no wonder why.

Drucker 14

Drucker Survey Learning-by-Doing Knowledge Management 14

Harvard Business Review

APRIL 27, 2018

Yet many other women have managed to build highly successful careers with degrees in STEM disciplines. In return, women we surveyed who have achieved success in STEM are more likely to have peers who back their ideas in meetings than other women in STEM, and are more likely to have peers who ensure they receive credit for their ideas.

Succession 14

Succession Reputation Focus Group Leadership Styles 14

Harvard Business Review

MARCH 17, 2011

Chinese women in powerful business positions include Wei Sun Christianson , CEO of Morgan Stanley, China ; Mei Yan , Managing Director of MTV Networks, China; and Mary Ma , former CFO of Lenovo and managing director in global equity giant TPG, who recently started her own investment fund. But the similarities end there. The payoff?

Survey 15

Survey Policies Globalization CFO 15

Lead Change Blog

JUNE 17, 2015

This left the concept of “leadership” less related to obvious authority and more with subtle influence. It was the highest compliment I could have bestowed on a leader fond of saying, “Never add any more leadership than is needed.” You are JC Penney,” said the new CEO, Marvin Ellison, at their recent store managers’ conference.

Long-term 150

Long-term CEO Audience Short-term 150

Harvard Business Review

NOVEMBER 4, 2016

A 2015 McKinsey report on 366 public companies found that those in the top quartile for ethnic and racial diversity in management were 35% more likely to have financial returns above their industry mean, and those in the top quartile for gender diversity were 15% more likely to have returns above the industry mean.

Diversity 8

Diversity Team Price Sharpe 8

Harvard Business Review

MARCH 14, 2017

This may sound obvious, but it was in sharp contrast to typical patterns in the pharma industry of recruiting from within, resistance to new thinking, and sclerotic bureaucratic structures. Roivant’s second innovation initiative was to forcefully inject an openness to fresh thinking and outside practices.

Innovation 10

Innovation Company Incentives Industry 10

Harvard Business Review

APRIL 24, 2017

Studies show that individuals with political skills tend to do better in gaining more personal power as well as managing stress and job demands, than their politically naive counterparts. But conversely, the sharp edges of hard power can wreck a plan. Get benchmark information from surveys and specialist experts.

Politics 14

Politics Bureaucracy Long-term Short-term 14

Harvard Business Review

FEBRUARY 14, 2013

And those employee survey results are abysmal.". Vijay Kumar, the India office managing partner, and Aparna Nayak, his second in command, always assured Stefan that things were fine and reminded him of their growth figures. credentials and a sharp business sense. He's seen the employee survey results," Aparna said.

Case Study 9

Case Study Consultative McKinsey Survey 9

Harvard Business Review

OCTOBER 11, 2011

For more tightly focused not-for-profits , such as the Cleveland Clinic and the network of Food Banks around the country, the decline is not nearly as sharp. Our own research on organizational strategy and leadership more broadly suggests a reason. Why the disparity?

Crisis 14

Crisis Mayo Strategy Short-term 14

Harvard Business Review

JULY 12, 2017

In many organizations, in Silicon Valley and elsewhere, a certain cowboy strain of masculinity prevails, especially at the leadership level. It’s to replace loudership with real leadership. To establish a baseline, we used our 10-minute Workplace Experiences Survey to measure ambient levels of racial and gender bias.

Venture Capitalist 8

Venture Capitalist Workshop Diversity Long-term 8

Harvard Business Review

APRIL 27, 2015

In a McKinsey poll , 94% of the managers surveyed said they were dissatisfied with their company’s innovation performance. Over the past two decades, we’ve led dozens of innovation projects and have talked to thousands of managers about the challenge of building a high-performance innovation “engine.”

Innovation 8

Innovation Company Engineering Supply Chain 8

Harvard Business Review

DECEMBER 15, 2017

aren’t taught management skills in medical school. 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.

Training 14

Training Health Care Management 360-Degree Feedback 14