Next Level Blog

MARCH 6, 2019

My first job out of graduate school was as a first year associate in a Wall Street investment bank whose last of the 10 corporate values they printed in their annual report was, “Have fun!” Decades later, it remains the worst place I ever worked or have seen other people working in in 20 years of leadership development work.

Micromanagement 187

Micromanagement Banking Leadership Styles Uncertainty 187

Leading Blog

AUGUST 29, 2018

Ultimately, I suspect the fear of change is really a fear of uncertainty. The problem is with the Mexicans, or the Muslims, or the banks, or the police, or the pharmaceutical companies.” Certainty may get votes, but it isn’t leadership. So why not strive for more: in our work, our relationships, our families, our communities?

Politics 157

Politics Pharmaceuticals Uncertainty Banking 157

Eric Jacobson

JANUARY 23, 2023

Developing XQ helps people become better leaders. Hire and develop talent using more strategic criteria. Chapters 4—8 describe specific strategies and tools that you can use to further develop your XQ by growing it in yourself, amplifying it in your personal and professional relationships and assessing it over time.

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Kaplan How To Self-aware Emotional Intelligence 65

Eric Jacobson

AUGUST 23, 2021

“To thrive in this world in flux, we need to radically reshape our relationship to uncertainty and flip the script to sustain a healthy and productive outlook,” explains April. Each of the Flux Superpowers helps you see change in new ways, develop new responses to change, and ultimately reshape your relationship with change.

Open-book 65

Open-book Uncertainty Learning-by-Doing Self-aware 65

Great Leadership By Dan

DECEMBER 1, 2016

Over the past decade, I organized over twenty, guide-led expeditions designed to build leadership and teamwork skills for Wharton Business School students. Here’s what I found -- guides display six important leadership strengths that work as well in business as they do in the mountains: 1. Guides are trust-builders.

Leadership Styles 120

Leadership Styles CFO Learning-by-Doing Self-aware 120

Chartered Management Institute

NOVEMBER 14, 2023

Mellisa Patrick CMgr MCMI, CMI’s programme development manager, attended the event to engage with potential new partners, including universities, colleges, and technical and vocational education and training (TVET) providers.

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Mentor Newsletter Energy Webinar 52

Scott Mabry

FEBRUARY 21, 2019

Recovering the joy of leadership. That first official leadership role. The uncertainty. A long story later I was a freshly minted, front-line supervisor at what was then the largest bank in the world. Do you remember your first or best leadership experiences? What was it like for you? The excitement. The anxiety.

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COO Banking Learning-by-Doing Uncertainty 40

HR Digest

MAY 2, 2019

I’d say we’re very focused on creating a skilled workforce and leadership pipeline that can execute our strategy. I was at a conference recently and one of the speakers remarked that “Culture hedges against the risk of uncertainty.” That requires us to invest in developing both current and future skills.

Resources 40

Resources Human Resources Leadership Pipeline Learning-by-Doing 40

Leading Blog

APRIL 5, 2019

O NE OF the unfortunate side effects of living in an age of accelerating technology is having to deal with increased uncertainty. When faced with uncertainty, how should leaders react? You can, however, embrace uncertainty by adjusting your views as new information becomes available. Here is a simple explanation of it.

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Uncertainty Sports Credit Rating Learning-by-Doing 307

Harvard Business Review

JANUARY 22, 2018

It is tempting to regard artificial intelligence as a threat to human leadership. There is no reason to believe that leadership will be spared the impact of AI. A shift from the hard to soft elements of leadership is not exclusive to the AI age. Insight Center. Assessing the opportunities and the potential pitfalls.

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Leadership Short-term Agility Emotional Intelligence 8

Harvard Business Review

MARCH 28, 2018

bank CEOs who were born in the U.S., banks between 1994 and 2006. The banking industry experienced a series of profound competitive shocks in the 1990s. The one we used was the Interstate Banking and Branching Efficiency Act (IBBEA) of 1994 that legalized interstate branching in some U.S. Our sample consisted of 610 U.S.

Banking 9

Banking Sample Hofstede Chief Financial Officer 9

Strategy Driven

DECEMBER 3, 2019

These revolutionary developments required equally revolutionary changes, including more truly global firms, whole new industries, new ways of organizing enterprises (think first GM and then GE), new ways of working (email, virtual global teams), and more. That requires a new way of thinking about people and leadership.

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Agility Banking Supply Chain CTO 65

Harvard Business Review

SEPTEMBER 30, 2015

In the research for our book, Not Knowing: The Art of Turning Uncertainty into Opportunity , we spoke to many managers who struggled with feelings of incompetence as they faced challenges associated with their new role. And yet we’re wired to feel uncomfortable with uncertainty. Leadership and Managing People Book.

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Management Uncertainty Open-book Self-aware 8

Harvard Business Review

FEBRUARY 2, 2017

” But being isolated at the top can compromise your decision making and leadership effectiveness, both of which require having as much firsthand information about a situation as possible. She was left with fewer relationships and more uncertainty about what was going on.

Execution 8

Execution How To Banking CEO 8

Harvard Business Review

JUNE 19, 2017

While initially designed to improve the responsiveness of software development teams, more recently agile has become the default team-based operational model for companies big and small, across industries and sectors, with the promise of a substantial and sustained spike in team productivity and efficiency.

Agility 8

Agility Software Incentives Banking 8

Harvard Business Review

DECEMBER 28, 2017

Mugabe’s ouster and replacement with his one-time deputy, Emmerson Mnangagwa, was the most significant development in the Southern African nation since it gained independence from Britain in 1980. Zimbabwe’s new leadership faces a challenging task. Most importantly, executives have to follow developments closely.

Banking 8

Banking First-mover Advantage Politics Finance 8

Joseph Lalonde

MARCH 14, 2018

I asked each of these leaders a single question about healthy leadership: What healthy habits do you attribute to your success as a leader? Discover a healthy leadership habit of @MichaelHyatt at Click To Tweet. Check out these healthy habits of #leadership experts @MichaelHyatt, @MarkTimm, and @48DaysTeam Click To Tweet.

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Succession Self-aware Learning-by-Doing Follow-up 316

Harvard Business Review

OCTOBER 21, 2013

Some 15 years ago my colleague Sumantra Ghoshal and I wrote business cases on three companies that were then leaders in their sectors: BP, Royal Bank of Scotland, and Nokia. So yes, be authentic – but don’t break the mold so completely that others need to spend energy figuring out how to engage with your leadership.

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Drucker Diversity Pharmaceuticals Uncertainty 8

Harvard Business Review

MAY 4, 2016

Roosevelt faced one of the most significant leadership challenges in U.S. The nation was gripped in a panic that had people running to the banks to pull out their savings. Leading up to Roosevelt’s inauguration there was yet another run on the banks in February 1933, further eroding the financial system.

Management 8

Management Banking Crisis Resistance 8

Harvard Business Review

OCTOBER 25, 2016

In the 1980s, however, pioneering women began moving into management roles and into frontline business areas, such as investment banking. They are the ones who set the culture that we experience every day, despite any programmatic efforts by the bank.” Bureau of Labor Statistics.

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Chief Executive Officer Committee Career Industry 8

Harvard Business Review

JANUARY 17, 2012

No one has a perfect model for managing this level of uncertainty. b) Regulations: The regulatory environment, particularly for the banking and financial sectors, went through major changes. Decisive leadership characterized all the firms that emerged as winners. The very survival of many firms was at stake.

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Globalization Bottom-up Class Consensus 14

Harvard Business Review

MAY 30, 2014

Recent incidents with Japan and the air defense identification zone resulted in a very significant US response: trips by Secretary Hagel, President Obama, announcements on the US Defense Treaty pertaining to the Senkaku/Diaoyu Islands issue – ultimately leading to the US and Japan developing a much closer relationship. China’s number one.”

Long-term 8

Long-term Politics Globalization Uncertainty 8

Harvard Business Review

JUNE 16, 2011

Case in point, SNA conducted at Novartis helped reveal a pattern of communication — and the existence of parallel innovation efforts — that made it possible to combine teams before they reached a crucial stall point in the development of a new vaccine. Interestingly, intangible assets are all the rage these days on Wall Street.

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Intangible Assets Analysis Pharmaceuticals Innovation 15

Harvard Business Review

JUNE 8, 2011

Farkas, former chairman of giant mortgage lender Taylor, Bean & Whitaker, in April was found guilty for his role in one of the largest bank fraud schemes in American history. Very few people go into leadership roles to cheat or do evil, yet we all have the capacity for actions we deeply regret unless we stay grounded.

Ethics 15

Ethics Stress Charisma Crisis 15

Harvard Business Review

NOVEMBER 9, 2017

An alternative perspective on strategy and execution — one that we argue is more in tune with the nature of value creation in a world marked by volatility, uncertainty, complexity, and ambiguity (VUCA) — conceives of strategy as a hypothesis rather than a plan. Aligning the big picture with the day-to-day.

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Strategy Agility Execution Core Competence 8

Harvard Business Review

OCTOBER 10, 2017

But Bernstein and his team observed that when managers were not watching, employees secretly developed and shared better ways of doing the work. In Precision’s case, good tactical performance required developing rules, checklists, and standard operating procedures and then following them closely. Building Balanced Cultures.

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Organization Tactics Call Center Metrics 11

Harvard Business Review

SEPTEMBER 3, 2015

And thinking is in fact quite an important activity when it comes to assessing and developing a strategy. The CEO of a large, global bank once told me: “It is very easy for someone in my position to be very busy all the time. Leadership is not just about doing things, it is also about thinking.

Strategy 8

Strategy Long-term Short-term Mintzberg 8

Harvard Business Review

JANUARY 30, 2013

"I find a lot of people paralyzed by their unhappiness with their current reality," says Leonard Schlesinger, the president of Babson College and coauthor of Just Start: Take Action, Embrace Uncertainty, Create the Future. It's often easier to stay put. The cost of staying outweighed the benefits. It's not often you get that mental silence.".

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Reputation Case Study Short-term Cost 11

Harvard Business Review

JUNE 20, 2014

In Gigerenzer’s view, using heuristics, rules of thumb, and other shortcuts often leads to better decisions than the models of “rational” decision-making developed by mathematicians and statisticians. By teaching people how to deal with uncertainty, do you mean taking statistics class, studying decision theory?

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Uncertainty Kahneman Banking System 9

Strategy Driven

FEBRUARY 4, 2011

The Business Tree™ has 7 major parts… 5 primary branches, a trunk (6) and the base (7): The business you’re in Running the business Financial People Business development Body of Knowledge The Big Picture No single branch (business component) constitutes a healthy tree. What we do with fear and uncertainty determines who we are.

Ethics 59

Ethics Cost Crisis Learning-by-Doing 59

Harvard Business Review

FEBRUARY 6, 2012

As the lions roar from Kenya to Ghana, and cheetahs from South Africa to Mali, young Africans are unleashing their entrepreneurial energy and most governments are offering stronger leadership, a more business-friendly economy, and less corruption. Education: Education is a weak link in the development of the continent.

Globalization 15

Globalization Banking Class Competitive Advantage 15

Harvard Business Review

JUNE 30, 2011

blinking" — derives its power from the expertise that comes from repeated practice, but we have not yet developed proficiency in managing complexity, which is why our intuitions about complex challenges are often deceptive. Intuition — a.k.a.

Charisma 14

Charisma System Incentives Advertising 14

Harvard Business Review

DECEMBER 20, 2016

At the state level, New Jersey passed a big new gas tax , and Oregon , Illinois , and California developed robust energy and climate policies. The World Bank estimates that $158 trillion worth of assets are at risk from increased natural disasters. Many banks heeded the advice, pulling funding from coal.

Energy 8

Energy Banking Chemicals Globalization 8

Harvard Business Review

FEBRUARY 8, 2018

This means that many emerging market risks get cut from the senior leadership agenda. Either candidate’s success could cause sufficient uncertainty for Brazilian businesses to put the brakes on investment plans. Middle East and Africa: Migrant Crisis Redux May Reignite European Populism.

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Market Risk Marketing Supply Chain Company 8