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Managing Company Culture Anthropologically

Leading Blog

Despite its perceived importance, for the most part, companies have a miserable track record when it comes to managing their people. Companies consistently get culture wrong because they go about assessing it, and attempting to manage it from the top-down, not the bottom-up. But what does this mean?

Company 348
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Doubting Existing Management: Private Equity’s Talent Conundrum

N2Growth Blog

In the evolving Private Equity arena, a quintessence of proficient leadership is imperative to navigate the complexities and render substantial value. The journey from meticulous deal-making to managing assets proficiently has put an unprecedented emphasis on acquiring and retaining the right talent.

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Employee Surveys Fail To Uncover Poor Leadership Behaviors

The Horizons Tracker

When leaders want to “take the temperature” of their organizations, the humble employee survey is often the bedrock of their efforts. Alas, research from Binghamton University suggests that these surveys often fail to unmask negative behavior because employees aren’t completely honest.

Survey 112
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Fixing Dysfunctional Leadership: How To Target & Transform Bad Managers.

Rich Gee Group

This article explores four strategies to reinforce leadership growth by considering the unique context of the company's culture and organizational structure, ensuring that development efforts are effective and resonant with all members of the organization. What does the team feel about collaboration, innovation, and accountability?

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Leadership at its Peak: How Board Advisor Coaching Shapes Success

N2Growth Blog

They understand the unique pressures and demands of leadership positions and can provide tailored guidance to help executives develop the skills and competencies needed to succeed. Effective Strategies for Implementing Board Advisor Coaching Board advisor coaching is a critical component of the leadership development process in organizations.

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Closing Your Company’s “Leadership Gap”

Michael Lee Stallard

Tom Peters and Robert Waterman called it “management by wandering around” or “MBWA” in their classic book In Search of Excellence. They don’t recognize employee engagement and alignment problems until they feel the pain from underperformance or face reality in the form of poor results from an employee engagement survey.

Survey 359
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Taking Definitive Action on Climate Survey Results

The Center For Leadership Studies

The purpose of a climate survey is to take the temperature of an organization. It is a referendum of sorts on leadership. Having employees complete an anonymous survey on a recurring basis is a time-tested means of providing that insight. What is your organization’s comparative level of employee engagement ? Where to start?

Survey 52