Harvard Business Review

JUNE 11, 2014

These skills will vary by industry and function, but up-to-date financial, technical, managerial, and leadership skills are of universal value. Some argued that merely keeping pace with industry and market changes is inadequate; an executive must anticipate change. Peer and subordinate feedback.

360-Degree Feedback 8

360-Degree Feedback Self-aware Mentor Consultative 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 instruments because the early 360-degree feedback tools were modeled after psychological tests.

360-Degree Feedback 76

360-Degree Feedback Construction Survey Library 76

Harvard Business Review

FEBRUARY 15, 2012

I recently returned from a trip to Beijing where I was working with senior managers to develop leadership skills in one of the largest companies in the world. Joe Folkman, one of the world's leading psychometricians, suggested to me that maybe superior recruiting in Eastern markets was what made the difference.

360-Degree Feedback 12

360-Degree Feedback Globalization Participative Skills 12

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. He wasn't alone in that regard.

360-Degree Feedback 18

360-Degree Feedback Welch Active Listening CEO 18

Harvard Business Review

SEPTEMBER 29, 2015

Of the younger group, 44% ranked in the top quartile for overall leadership effectiveness when compared to all leaders in our database. The 360-degree feedback instrument we use collects data on 49 leadership behaviors. The younger leaders embraced change and exhibited great skills at marketing their new ideas.

Management 8

Management 360-Degree Feedback Short-term Long-term 8

Strategy Driven

JANUARY 24, 2011

Execution Gap Maker #2: Nokia Nokia’s share of the worldwide market for mobile phones continued to slip in 2010. Why was this once-dominant player unable to execute and maintain its market position? So what happened? It appears Nokia was not able to coordinate decisions and activities across departments or levels of management.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Harvard Business Review

OCTOBER 24, 2017

Hill began to dig into the scholarship around leadership and innovation, she soon realized there was a lot of research on both. What most distinguishes innovation leadership, the book argues, is recognition that innovation is a “team sport,” not the act of a sole inventor. As Harvard Business School Professor Linda A.

Education 8

Education Innovation Execution Content 8

Harvard Business Review

MAY 3, 2016

Hill began to dig into the scholarship around leadership and innovation, she soon realized there was a lot of research on both. What most distinguishes innovation leadership, the book argues, is recognition that innovation is a “team sport,” not the act of a sole inventor. As Harvard Business School Professor Linda A.

Education 8

Education Innovation Execution Content 8

Harvard Business Review

SEPTEMBER 12, 2011

Recently, my colleagues and I interviewed dozens of these higher-ambition CEOs , all of whom taught us a valuable lesson: integrity is at the heart of great leadership. Or Val Gooding , former CEO of BUPA UK, who shared her 360-degree feedback with managers across the business, role-modeling the kind of behavior she wanted them to emulate.

360-Degree Feedback 14

360-Degree Feedback Ethics Education Human Resources 14

Harvard Business Review

JULY 12, 2016

Heads nod in the China pricing meeting when they say, “I know China pricing is a huge issue for us and it raises a fundamental problem: We have no consistent way to decide pricing between markets, or to bring our supply chain in, so we can confirm margins. ” It is up to leadership to right this balance.

Bureaucracy 8

Bureaucracy 360-Degree Feedback How To Energy 8

Harvard Business Review

DECEMBER 15, 2017

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. Building a Physician Leadership Pipeline.

Training 14

Training Health Care Management 360-Degree Feedback 14