Next Level Blog
SEPTEMBER 21, 2010
Fortunately, Marc Effron and Miriam Ort are here to save us from ourselves with their book, One Page Talent Management. I like their book a lot because their process of applying some basic design principles to common processes is one that has application far beyond the realm of talent management and human resources.
Next Level Blog
OCTOBER 29, 2010
Acts as a coach to her team rather than doing the work for them or micro-managing the work. Posted by Scott Eblin on October 29, 2010 in Leadership , The Next Level | Permalink TrackBack TrackBack URL for this entry: [link] Listed below are links to weblogs that reference Lead Like a Mom : Comments Scott, I couldn’t agree more.
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Building Personal Strength
AUGUST 15, 2010
I first learned about 360-degree feedback in 1987. It was a new technology at the time, used primarily to give bosses what was called "upward" feedback about their leadership and management. Copyright 2010. Dream by day, and see things unknown to people who dream only at night. More Fortune Cookies.
Harvard Business Review
JUNE 21, 2012
My knowledge of corporate leaders' 360-degree feedback indicates that one out of four of them has a listening deficit—the effects of which can paralyze cross-unit collaboration, sink careers, and if it's the CEO with the deficit, derail the company. This released GE managers' energy to grow their businesses with new ideas.
Strategy Driven
JANUARY 24, 2011
What did 2010 look like for you and your company? OnPoint Consulting’s 2010 Execution Gap Maker Round-Up… Execution Gap Maker #1: BP (Need I say more?) Execution Gap Maker #2: Nokia Nokia’s share of the worldwide market for mobile phones continued to slip in 2010. More like a chasm, really.)
Building Personal Strength
OCTOBER 6, 2010
Twenty years ago, 360-degree feedback surveys - which make it easy for you to get feedback from the people who work around you - were different than they are today. They were called “assessment instruments” and were designed exclusively for higher levels of management. Why restrict 360-degree feedback to leaders?
Harvard Business Review
JUNE 11, 2014
Finally, team-building skills are both highly prized and shifting rapidly: executives are apt to find themselves managing co-located teams, cross-functional teams, global teams, and virtual teams. Several respondents advocated a “strong and diverse network” and openness to 360-degree feedback—that is, not just feedback from supervisors.
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