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Leadership Irony: To Accomplish More, Do Less

Great Leadership By Dan

On the agenda, was a business simulation that was akin to an outdoor scavenger hunt. Forget the strategy. We need better ideas and more strategies, and we also need to keep moving. Is that possible? Here is a story that illustrates what I mean. In the heat of the moment, they felt compelled—even obligated—to do something.

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StrategyDriven Professional Podcast Episode 4 – Skills Mismatch: Business Acumen and Strategy Execution

Strategy Driven

Episode 4 – Skills Mismatch: Business Acumen and Strategy Execution explores the importance of acquiring and maintaining business acumen skills as a key component of strategy execution. business acumen skills differences between executives and managers. Additional Information. Book value is not guaranteed.

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StrategyDriven Podcast Episode 46 – Your Leadership Off-Site is Wasting a Lot of People’s Time

Strategy Driven

During our discussion, Dan Parisi, Executive Vice President at BTS, shares with us his insights and illustrative examples regarding: the importance of leadership off-sites to strategy execution. StrategyDriven Professional Podcast Episode 4 – Skills Mismatch: Business Acumen and Strategy Execution.

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Games Can Make You a Better Strategist

Harvard Business Review

And the corporate executive playing games to improve his or her strategy-making skills is still rare. First, there has never been a greater need for companies to learn new ways of doing things in response to a complex and dynamic business environment. Games are testing grounds for strategies. This is unfortunate.

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Research: We’re Not Very Self-Aware, Especially at Work

Harvard Business Review

With 58 teams and more than 300 leaders performing in a dynamic and competitive business simulation , we tested the extent to which accurate self-awareness was related to team effectiveness, which was evaluated across a number of business metrics like market share, ROA, customer awareness, productivity, and so forth.

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Why Leadership Development Isn’t Developing Leaders

Harvard Business Review

Business simulations or unstructured large group dialogues are examples of this. Given the uncertainty in their industry, it was impossible for senior management to know what their long-term business strategy or organizational model would look like.

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The Portable Leader Is the New “Organization Man”

Harvard Business Review

.” Some version of Tanya’s promise — working here today will make you a leader elsewhere tomorrow — is at the center of many companies’ talent management strategies. “It was a really grueling experience,” explained one describing a business simulation, “but in the end the output was excellent.