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. And there was a third party managing the 360 process so the feedback was anonymous and about as protected as one can get. So perhaps there are other reasons.

360-Degree Feedback 12

360-Degree Feedback Globalization Participative Skills 12

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

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 16

360-Degree Feedback Welch Active Listening CEO 16

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

JULY 12, 2016

Energy vampires are often smart, well-intentioned managers who inadvertently slow the company down with too many questions, too much analysis, too much process—and not enough action. This implies that there is a cost of adding a new process, a new piece of analysis, a new meeting—and customers ultimately bear this cost.

Bureaucracy 8

Bureaucracy 360-Degree Feedback How To Energy 8