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. Consider the Source.

360-Degree Feedback 18

360-Degree Feedback Welch Active Listening CEO 18

Harvard Business Review

JUNE 11, 2014

One consultant virtually spelled out a formal specification: “Executives should not only have a high level of intellectual curiosity (staying current on market trends and changing dynamics in business), but also a personal sense of flexibility and adaptability.” The consequence is that they miss the weak signals of the market.”.

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

SEPTEMBER 29, 2015

The 360-degree feedback instrument we use collects data on 49 leadership behaviors. You and Your Team. Older team members are often uncomfortable reporting to a young whippersnapper, making it difficult for young leaders to build positive relationships with their older colleagues. Becoming a Manager.

Management 8

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

Harvard Business Review

OCTOBER 24, 2017

What most distinguishes innovation leadership, the book argues, is recognition that innovation is a “team sport,” not the act of a sole inventor. ” The team trucked the computers 360 miles from Burbank, California, to Emeryville, near San Francisco, setting the systems up over a weekend.

Education 8

Education Innovation Execution Content 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

MAY 3, 2016

What most distinguishes innovation leadership, the book argues, is recognition that innovation is a “team sport,” not the act of a sole inventor. ” The team trucked the computers 360 miles from Burbank, California, to Emeryville, near San Francisco, setting the systems up over a weekend.

Education 8

Education Innovation Execution Content 8

Harvard Business Review

SEPTEMBER 12, 2011

Higher-ambition leaders are able to integrate multiple business disciplines (strategy, ethics, marketing, finance and so on) into a coherent, systemic approach for building a great company.

360-Degree Feedback 14

360-Degree Feedback Ethics Education Human Resources 14

Harvard Business Review

JULY 12, 2016

” That forces teams to think about the costs they are adding to products and services and whether the end consumer is really willing to pay for these “advancements.” For what seems like all the right reasons, the company is not acting in the external market, but is piling up more internal initiatives. How inclusive.

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. After getting this feedback, he worked far more effectively with colleagues.

Training 14

Training Health Care Management 360-Degree Feedback 14