Lead Change Blog

NOVEMBER 22, 2019

A number of recent surveys from McKinsey research have identified three traits that are becoming leadership imperatives to respond to this growing demand for social accountability. In 2015, the World Economic Forum predicted that emotional intelligence would be one of the top 10 skills demanded by employers by 2020.

Emotional Intelligence 209

Emotional Intelligence Supply Chain Short-term Leadership 209

HR Digest

NOVEMBER 20, 2020

The battle of the world against the pandemic shook up the workplace, requiring swift accommodation and responses to skills gaps and skill shifts. Updated skills are the currency for future-proofing your career. The Skills Dilemma. And what skills will matter to you and your organization in the future? . “If

Skills 145

Skills Emotional Intelligence CFO Power 145

Career Advancement

AUGUST 12, 2019

Renae Asks: I’m trying to use my time wisely, and that means being strategic in the leadership training opportunities I pursue, as well as the ones I set up for the team I manage. Joel Answers: Let’s start by demystifying what leadership actually means. To many, leadership is an elusive role. As a leader know when to step back.

Quality 166

Quality Leadership McKinsey Training 166

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. Build their organization’s knowledge and realign it with shifts from digital disruption.

Middle Management 98

Middle Management Development Management McKinsey 98

HR Digest

JULY 28, 2021

In a recent McKinsey Global Survey on the future of workforce needs, nearly nine in ten executives and managers say their organizations either face skills gap already or expect gaps to develop within the next five years. As we return to the workplace post-pandemic, a new set of skills is also likely to emerge for the transition.

McKinsey 134

McKinsey Aggregate Demand Industry Crisis 134

Strategy Driven

AUGUST 11, 2023

Conflict resolution skills navigate challenges adeptly, cementing commitment. McKinsey & Company’s report underscores that robust client communication strategies breed customer retention and positive referrals. These skills fortify internal bonds and client ties seamlessly. Proactivity is key.

Training 114

Training Active Listening Bond McKinsey 114

CoachStation

AUGUST 26, 2022

Developing the skills to engage team members is important. In years to come, when equilibrium between employers and employees normalises, the investment in these skills now will be returned in spades. The risk of not getting leadership and culture ‘right’ are significant. It won’t always be like this, however.

Motivation 130

Motivation McKinsey Attrition Influence 130

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. Up-skill and cross-skill as required. The Tsunami of Change. It also dampens employee motivation levels. •

Management 261

Management Agility How To McKinsey 261

Great Leadership By Dan

OCTOBER 9, 2012

I’ve recently had the opportunity to help design a brand-new open-enrollment Woman’s Leadership Development Program to be offered through the University of New Hampshire’s Executive Development Program. Here are 10 Elements of a Great Woman’s Leadership Development Program: 1. Start with a solid research foundation.

Leadership Development 249

Leadership Development Development Committee Leadership 249

Leading Blog

OCTOBER 3, 2019

T HE WORLD ECONOMIC FORUM’S Future of Jobs Report lists complex problem-solving as the number one skill for jobs in 2020. Yet these skills are rarely taught. McKinsey alums Charles Conn and Rob McLean teach us how to be bulletproof problem solvers using a simple 7-steps approach.

Disaggregation 218

Disaggregation Analysis McKinsey Process 218

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

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. Build their organization’s knowledge and realign it with shifts from digital disruption.

Middle Management 65

Middle Management Management McKinsey Talent Management 65

The Center For Leadership Studies

NOVEMBER 23, 2020

Emotional Intelligence (EI) competencies comprise a skill set they must not only have at moderate to high levels but keep in balance, as well. It isn’t overstating the obvious to establish that, just like the muscles in our bodies, EI skills must be used and developed, then used and developed some more.

Emotional Intelligence 98

Emotional Intelligence Training Goleman McKinsey 98

Center for Creative Leadership

AUGUST 26, 2019

Our series of industry trend research reports — created using our flagship 360-assessment tool, Benchmarks® for Managers — shows that great similarities exist among leaders across industries including healthcare, pharmaceutical, financial, tech, energy, and government (civilian). Army Leadership Trend Report. View the U.S.

Benchmarking 57

Benchmarking Leadership Bottom-up Leadership Pipeline 57

Skip Prichard

AUGUST 2, 2019

Complex problem solving is the core skill for 21st century teams. 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. New Skills Required. Norman Vincent Peale.

Disaggregation 79

Disaggregation McKinsey Skills Gordon 79

Chart Your Course

JUNE 16, 2013

can no longer count on influxes of foreign talent to meet skill needs. Germany, Japan, South Korea, Brazil, South Africa and many other nations now face growing skills and jobs mismatches as well.There are two principal causes:1. The continuing spread of digital technology across every business sector raises job skill requirements.2.

Talent Management 140

Talent Management Magazine Management Gordon 140

ExactHire - Leadership

JUNE 3, 2022

According to some, they are driven more by salary than a good opportunity to learn new skills, and so at the drop of a dime will job hop for a slightly better salary. The skill shortage is real, and all the data points to the power of a diverse workforce. Pew Research Center reports that recent graduates are more diverse than ever.

Company 98

Company Diversity Career Quality 98

HR Digest

SEPTEMBER 14, 2023

An article by Greg Roper from 2015 indicated that interpersonal communication and conflict management were two of the most important skills to focus on, and that remains relevant today. A study by OD Adekoya reported that “there is an increased need for trust, fairness, and respect between both parties (employer and employee)”.

Schein 98

Schein Industry Long-term Automotive 98

Strategy Driven

MARCH 25, 2016

The call for greater diversity at senior leadership levels is not new, although it has itself become more inclusive, extending beyond gender, race and ethnicity, to encompass age, education, socioeconomic background and sexual orientation, as well as experience, skills and talent. McKinsey & Co. Picking up the pace.

Diversity 50

Diversity McKinsey Team Leadership 50

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

Coaching Tip

JUNE 3, 2011

The executive wove-in many of the essential threads of the leadership fabric but seemed to fall short of spinning the whole cloth. My work on leadership development in the U.S. My work on leadership development in the U.S. I have also become convinced that with leadership, as with much else, brevity is the soul of wit.

Leadership 129

Leadership McKinsey Sample Download 129

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. greater revenue growth 34.7%

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

CO2

JANUARY 15, 2020

Getting Honest Feedback From Your Coach It’s hard for CEOs to improve their leadership because they rarely get candid feedback from their subordinates who fear possible retribution. Leadership always involves other people, so miscommunications, logjams, and disagreements are inevitable. This is why hire an executive coach!

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

Getting Honest Feedback From Your Coach It’s hard for CEOs to improve their leadership because they rarely get candid feedback from their subordinates who fear possible retribution. Leadership always involves other people, so miscommunications, logjams, and disagreements are inevitable. This is why hire an executive coach!

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

It’s hard for CEOs to improve their leadership because they rarely get candid feedback from their subordinates who fear possible retribution. Leadership always involves other people, so miscommunications, logjams, and disagreements are inevitable. It’s no wonder leaders get stuck in their mental models and can’t make progress.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

ExactHire - Leadership

JUNE 3, 2022

According to some, they are driven more by salary than a good opportunity to learn new skills, and so at the drop of a dime will job hop for a slightly better salary. The skill shortage is real, and all the data points to the power of a diverse workforce. Pew Research Center reports that recent graduates are more diverse than ever.

Company 52

Company Diversity Career Quality 52

Marshall Goldsmith

NOVEMBER 4, 2013

Internal partnerships include direct reports, co-workers and managers. Partnering with direct reports. Leaders will need to develop skills in negotiation and “win-win” relationships. When direct reports know more than their managers, they have to learn how to “influence up.” The results were clear.

Short-term 107

Short-term Long-term Trends Telecommunications 107

The Practical Leader

SEPTEMBER 28, 2011

Reporting on the largest global study of IT change ever conducted (1,471 projects), an Oxford University Said Business School professor and McKinsey & Co. The largest study ever done on organizational transformation was conducted by McKinsey & Co.

Project 55

Project McKinsey Emotional Intelligence Price 55

Chartered Management Institute

DECEMBER 2, 2013

At the C-suite, businesses need not only a data analytics strategy, but a data-analytics culture, researchers from McKinsey have concluded. At least some of that investment should go on training for data-related skills. Companies that just leave these matters for the IT department are most likely doomed.

Leadership Styles 83

Leadership Styles Human Capital Ethics McKinsey 83

Marshall Goldsmith

MAY 19, 2013

” The traditional hierarchical model of leadership will not work effectively for major organizations in tomorrow’s changing world. Next, if the person was skilled and/or lucky, more promotions followed until he or she eventually became an executive who could tell lots of people what to do. Pretty well!

Follow-up 147

Follow-up Learning-by-Doing Wireless Drucker 147

Strategy Driven

JULY 13, 2011

Filled with in-depth insights from experts at McKinsey & Company, this reliable resource takes a much more qualitative approach to what the authors consider a lost art. The final category is organizational health , which measures whether the company has the people, skills, and culture to sustain and improve its performance.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

ExactHire - Leadership

MAY 5, 2021

In 2015, McKinsey and Company found that companies with a diverse workforce performed 15 to 35 percent better than the national industry median. McKinsey followed up with a 2018 report that echoed the finding of the first: diversity is good for the bottom line. Diversity in the workplace is good for the bottom line.

Diversity 111

Diversity Compliance McKinsey Bottom-up 111

HR Digest

NOVEMBER 15, 2023

Everyone tells you that decision-making skills are important but no one tells you how to improve decision-making skills to a point where your decisions are good. Gaining confidence in your own decision-making skills is necessary in order to improve decision-making skills. Undoing the results requires additional resources.

Skills 40

Skills How To PR Long-term 40

Harvard Business Review

JANUARY 22, 2015

Despite studies showing that succession is an essential part of strategic planning, many companies ignore leadership development to focus on more immediate challenges. Establish a set of clear and defined leadership competencies , so HR and other stakeholders know whom to fast track for leadership. For example, when a U.S.

Leadership Development 8

Leadership Development Development Leadership Leadership Pipeline 8

Harvard Business Review

JUNE 14, 2017

According to academic estimates , the baseline for effective corporate leadership is merely 30%, while in politics, approval ratings oscillate between 25% and 40%. A recent McKinsey report suggests that fewer than 30% of organizations are able to find the right C-suite leaders, and that newly appointed executives take too long to adapt.

McKinsey 15

McKinsey Self-aware Motivation Report 15

ExactHire - Leadership

JUNE 3, 2022

According to some, they are driven more by salary than a good opportunity to learn new skills, and so at the drop of a dime will job hop for a slightly better salary. The skill shortage is real, and all the data points to the power of a diverse workforce. Pew Research Center reports that recent graduates are more diverse than ever.

Company 52

Company Diversity Career Quality 52