HR Digest

JANUARY 19, 2023

I’ve found it helpful to work with an executive coach, who can give me objective advice and operates as a sounding board. I’ve found it helpful to work with an executive coach, who can give me objective advice and operates as a sounding board. The HR Digest: The LGBTQ+ initiative that was taken by JLL was admirable.

Commitment 52

Commitment Real Estate 360-Degree Feedback Human Resources 52

Harvard Business Review

MAY 23, 2014

Out of all the management questions we should be asking, this is surely the least asked. First, morality is hard to define, especially without getting too philosophical, and management writers are typically allergic to metaphysics. This is particularly important for direct line managers. Invest in moral training.

Management 13

Management 360-Degree Feedback Ethics Morale 13

Harvard Business Review

SEPTEMBER 7, 2012

But there is one thing we've personally seen that profoundly and consistently changes lives — what's generally referred to as the 360-degree feedback process. Maybe that's why our blood comes to a slow boil when we see a popular columnist arguing that 360-degree feedback programs fail.

360-Degree Feedback 15

360-Degree Feedback Review Participative Survey 15

Harvard Business Review

APRIL 24, 2015

Here’s the problem: EI is difficult to develop because it is linked to psychological development and neurological pathways created over an entire lifetime. People need to be invested in changing their behavior and developing their EI, or it just doesn’t happen. They need to change, or they need to leave.

Emotional Intelligence 8

Emotional Intelligence Development 360-Degree Feedback How To 8

Harvard Business Review

JULY 10, 2012

In writing the book Sales Growth , we've found that CEOs who put sales management at the heart of their agenda have captured astonishing growth — outstripping their peers by 50 to 80 percent in terms of revenue and profitability. CEOs generally don't want changes to how their sales force operates for fear of killing the golden goose.

CEO 15

CEO 360-Degree Feedback Contract Manufacturing Supply Chain 15

Harvard Business Review

MAY 16, 2014

Entry-level programs are an integral part of talent-development strategies and often are the only effective bridge between academia and the business environment. He then spent a year in product development and after that, served on the shop floor as an operations leader. They work quite well.

Training 8

Training 360-Degree Feedback Participative Human Resources 8

Harvard Business Review

JULY 6, 2017

Because organizations are increasingly focusing on early talent development to attract and retain young talent, it’s important to understand the best way to accelerate their growth as leaders. The 30-somethings have tended to be more difficult engagements, often requiring more directness, cajoling, and nurturing.

Execution 14

Execution 360-Degree Feedback Executive Coaching Sample 14

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.

360-Degree Feedback 18

360-Degree Feedback Welch Active Listening CEO 18

Harvard Business Review

DECEMBER 29, 2015

Yet many organizations haven’t developed beyond the hunch phase in terms of knowing how strong their top leaders really are. The result blends qualitative research and benchmarked data on other C-suite executives to give us a solid indication of an individual’s potential and development needs.

360-Degree Feedback 8

360-Degree Feedback CEO Leadership Pipeline Execution 8

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?

360-Degree Feedback 76

360-Degree Feedback Construction Survey Library 76

Harvard Business Review

FEBRUARY 25, 2014

In 2013, my partners and I conducted a combination of surveys and interviews with over 270 female managers in Fortune 500 organizations to determine what they liked and disliked about business meetings, and one of the things that repeatedly fell into the dislike column was politics. Leadership transitions Managing yourself'

Politics 8

Politics 360-Degree Feedback Skills Seminar 8

Harvard Business Review

JUNE 11, 2014

Another endorsed “willingness to learn and adapt to changing environments,” and a third urged “adaptability, the ability to operate in multi-cultural environments and the openness to learn.” Several respondents advocated a “strong and diverse network” and openness to 360-degree feedback—that is, not just feedback from supervisors.

360-Degree Feedback 8

360-Degree Feedback Self-aware Mentor Consultative 8

Persuasive Powerhouse

OCTOBER 22, 2010

My work as an executive coach involves looking at a lot of 360 degree feedback reports. One of the patterns I see in the 360 data on leadership behaviors is that peers are typically the lowest rating group for any given executive. Leaders who operate in this mode lose their peers in no time flat.

Bottom-up 177

Bottom-up Short-term Executive Coaching Open-book 177

Strategy Driven

JANUARY 24, 2011

It appears Nokia was not able to coordinate decisions and activities across departments or levels of management. Many innovative ideas became the victims of in-fighting among managers who had competing objectives. When one million bottles of St. For example, some of Toyota’s former U.S. senior executives believe that keeping the U.S.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Harvard Business Review

DECEMBER 15, 2017

aren’t taught management skills in medical school. And they receive little on-the-job training to develop skills such as how to allocate short- and long-term resources, how to provide developmental feedback, or how to effectively handle conflict – leadership skills needed to run a vibrant business.

Training 14

Training Health Care Management 360-Degree Feedback 14