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Innovative Leadership in the Wild

LDRLB

Bob Lieberman is a business leadership consultant based in the Pacific Northwest. In reading, you’ll need to use some imagination to see how these techniques might work for you, out in the wild and away from the “creative” areas of your business. McKinsey Quarterly (free subscription). Overcome orthodoxies.

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Wild West Days of Social Media Are Over: Time For Some Discipline, Communicators

leaderCommunicator

And to others, anything social media falls in what they believe is the age of experimentation: the “Wild West” of the Internet. While I’m a big proponent of innovating with social media strategies, the days of the Wild West are – in a word -- over. McKinsey 2012, Digital and Executive challenges. Let’s be honest. About Mark.

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article thumbnail

Innovative Leadership in the Wild

LDRLB

Bob Lieberman is a business leadership consultant based in the Pacific Northwest. In reading, you’ll need to use some imagination to see how these techniques might work for you, out in the wild and away from the “creative” areas of your business. McKinsey Quarterly (free subscription). Overcome orthodoxies.

Wilde 90
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Leadership Development via Subtraction

LDRLB

Lindsey helps companies and their people get wildly better remarkably quickly through experiential learning, most recently in Learning and Development roles at McKinsey & Co., Their research and insights draw interesting parallels into the world of leadership development. Leadership caplan rao scaling subtraction sutton'

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2020 Top CHRO List – The People Leaders To Watch

N2Growth Blog

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.

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Big Companies Don’t Have to Be Soulless Places to Work

Harvard Business Review

More than half of the vital perspectives we heard expressing dire concerns about company practices, leadership behavior, confusion over strategy, resentment over unfairness, or fear about the future had never been voiced to leaders who had the power to act upon them. This has real costs.

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What the CEO of the “New” Google Needs to Do Next

Harvard Business Review

The Google/Alphabet metamorphosis has catapulted Sundar Pichai into one of the highest profile leadership jobs in Silicon Valley. After stints at Applied Materials and McKinsey, he joined Google just a little over 10 years ago. The old Google had always been a tricky leadership challenge. I am excited for Pichai.

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