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Is Leadership Development the Answer to Low Employee Engagement? (Yes.)

N2Growth Blog

Research by Gallup, as reported in The State of the American Workplace in 2013, discovered that roughly 70% of workers were disengaged. A 2001 study by the Hay Group indicated a 2.5x We chase short-term wins. They go after short-term wins and cannot lift their heads high enough to glimpse the future.

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Developing a Leadership Training Program for High Potentials: A Case Study

Great Leadership By Dan

Developing a Leadership Training Program for High Potentials: A Case Study. Successful organizations know what skills are required for a leader to be effective for the organization to meet its long term strategic goals and grow and prosper. Long term vision/goal setting and the ability to communicate that to the organization.

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14 Principles that Made Amazon

Skip Prichard

Here are just three examples: In his original 1997 letter Bezos states, “We will share our strategic thought processes with you when we make bold choices (to the extent competitive pressures allow), so that you may evaluate for yourselves whether we are making rational long-term leadership investments.” Jeff Bezos. Jeff Bezos.

Letter 88
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5 Ways the Best Companies Close the Strategy-Execution Gap

Harvard Business Review

This mindset focuses leadership on making near-term decisions with the longer-term destination in mind, but it doesn’t presume that there is only one path from here to there. Strategy development at Dell is no longer a batch process tied to some planning calendar; it is a continuous process. Value flexibility.

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Where Are All the Self-Employed Workers?

Harvard Business Review

And as you can see in the chart below, the long-term trend in the percentage of workers who are self-employed actually appears to be downward: But isn’t this the age of Free Agent Nation , as Dan Pink declared back in 1997 ? million in 2013, up from 16 million two years before. ” That gets the total to an estimated 17.7

MBO 8
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Reflecting on David Garvin’s Imprint on Management

Harvard Business Review

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. But the article aimed higher, arguing that when corporate leaders invest with short-term results in mind, they put long-term performance at risk.