Leading Blog

JULY 1, 2023

And your organization needs you to cross it in order to join its bench of stars who will lead with empathy and humanity and ground the organization's strategies in a meaningful, mission-driven, and purposeful way. The Leap to Leader is your trusted playbook for making the biggest jump of your career.

Books 245

Books Leadership Middle Management Chemicals 245

Strategy Driven

NOVEMBER 20, 2023

The Significance of Talent in Modern Business High performers are crucial to any organization’s success. A McKinsey survey found that 82% of companies don’t believe they recruit highly talented people, and only 7% think they can retain top talent once hired.

Operations 118

Operations Loyalty Efficiency Human Capital 118

HR Digest

JUNE 16, 2023

The pivotal role played by the HR for any organizations future has been likened to no other. All eyes are on the role of HR and undoubtedly HR has a unique role to play in building the future of the organization. One of every organization’s crucial components is the HR department. Few of them are explained.

McKinsey 98

McKinsey Agility Learning-by-Doing Organization 98

CO2

FEBRUARY 7, 2024

As we journey through the ever-evolving landscape of our careers and personal lives, it becomes clear that every challenge, every peak we reach, is unique. Innovation in leadership is not just about introducing new ideas; it’s about creating an environment where these ideas can flourish.

Leadership 78

Leadership McKinsey Innovation Learning-by-Doing 78

Women on Business

OCTOBER 19, 2012

She writes on The Business of Flex Blog: “A recent McKinsey study shows that large companies are bleeding female talent at an alarming rate. It seems women are reluctant to take their careers to the next level within a large organization for fear of losing life balance.”

Company 222

Company McKinsey Entrepreneur Career 222

HR Digest

NOVEMBER 20, 2020

Updated skills are the currency for future-proofing your career. And what skills will matter to you and your organization in the future? . “If If you don’t solve the skills riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence.” Marti Konstant .

Skills 145

Skills Emotional Intelligence CFO Power 145

HR Digest

SEPTEMBER 14, 2023

Amidst all the revenue numbers and share valuations that companies wear as a badge of honor, the concept of employee relationship management has emerged as another undeniable sign of a successful organization. He asserted that the rules that were derived from these interactions governed employment relationships.

Schein 98

Schein Industry Long-term Automotive 98

Lead Change Blog

APRIL 7, 2020

Chris shares: “Workplace cultures riddled with stressed-out people are environments built on uncertainty—not healthy uncertainty, which can fuel ownership, engagement, creative problem solving, and high performance—but fear that arises when people aren’t sure they will continue to be valuable. Here’s help.”

Leadership Development 238

Leadership Development Development Leadership Crisis 238

Great Leadership By Dan

OCTOBER 9, 2012

From the authors: “ We conceptualize leadership development as identity work and show how subtle forms of gender bias in the culture and in organizations interfere with the identity work of woman leaders. According to the 2010 McKinsey report, “ Woman Matter ”, companies with the highest percentage of women show the best performance.

Leadership Development 249

Leadership Development Development Committee Leadership 249

Marshall Goldsmith

DECEMBER 19, 2011

o Enhance their ability As job security has decreased - and global competition has increased - the need to update and refine skills continually has become critical in maintaining professional careers. Professional networking enables people to expand their knowledge and bring back new knowledge to the organization. Life is good.

McKinsey 152

McKinsey Loyalty Competitive Advantage Learning-by-Doing 152

Coaching Tip

FEBRUARY 8, 2016

The heart of this training is the belief that leadership comes in different colors, and that everyone possesses a set of strengths that can push the individual and the organization to substantive growth. Source: Shu Hattori: The McKinsey Edge: Success Principles from the World's Most Powerful Consulting. Related articles.

Strategy 70

Strategy McKinsey Leadership Proposal 70

Skip Prichard

AUGUST 2, 2019

Winning organizations now rely on nimble, iterative problem solving, rather than the traditional planning processes. I had the opportunity to speak with Charles Conn and Robert McLean, two McKinsey alums who share a seven-step systematic approach to creative problem solving that will work in any field or industry. 2: Disaggregate.

Disaggregation 81

Disaggregation McKinsey Skills Gordon 81

Strategy Driven

OCTOBER 25, 2019

Agility is defined by McKinsey & Company as “… the ability of an organization to renew itself, adapt, change quickly, and thrive in an environment characterized by rapid change, ambiguity, and turbulence.” Fast-evolving business environments. That’s how you maintain your competitive edge.

Agility 50

Agility Process Management McKinsey 50

Coaching Tip

APRIL 14, 2012

For Peter Drucker, leadership is about communicating with people , uniting them behind a shared mission and values, and mobilizing energies toward accomplishing the mission or purpose of an organization. To succeed , you too must be a leader who acts like a coach , creating an enthusiastic environment in which everyone wants to engage.

Leadership 164

Leadership Drucker McKinsey Leadership Styles 164

Strategy Driven

MARCH 23, 2016

Great decisions make people and their organizations great—and lucrative. He earned his BA magna cum laude from Harvard and his MBA and JD from Stanford and previously led projects for McKinsey & Company. Please consider the environment before and after printing this article. Heat doesn’t translate into light.

Bond 50

Bond Participative McKinsey Learning-by-Doing 50

Persuasive Powerhouse

JANUARY 19, 2011

Whether they are looking within their own team, the broader organization, or outside the company, a good leader always has a notion of who will be sitting in their chair next. Because organizations change, new opportunities present themselves, and people need chances to grow. They might get laid off. Change is inevitable. Great post!

Training 257

Training Blog Greenleaf Maslow 257

Harvard Business Review

JUNE 13, 2012

We're delighted to announce the winners of the Long-Term Capitalism Challenge , the third leg of the HBR/McKinsey M-Prize for Management Innovation. So it's not surprising that we received a striking diversity of entries from every kind of organization and from every corner of the world.

Organization 13

Organization Cooper McKinsey Long-term 13

Harvard Business Review

JULY 19, 2017

But the problem with this attitude, which permeates all levels of our organizations, is that it equates “hard” with “failure,” and, by doing so, it hobbles our change initiatives, which have higher success rates than we lead ourselves to believe. ” On the surface, this is true: change requires effort.

Champy 8

Champy Hammer McKinsey Participative 8

Harvard Business Review

JANUARY 5, 2018

USC’s John Boudreau, CEO adviser Ram Charan, and consultants at Bain & Company , McKinsey, and Korn Ferry have made similar arguments. These are up-and-comers expected to fill the organization’s top management positions. But your work environment is also a chief concern. High-potential future leaders.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

SEPTEMBER 3, 2018

As my experiences from being a rookie accountant to a managing director at an investment bank have taught me, conversations between women have massive benefits for the individual and the organization. According to a 2016 McKinsey report, Women in the Workplace , white men make up 36% of entry-level corporate jobs, and white women make up 31%.

Power 8

Power McKinsey Attrition Learning-by-Doing 8

Harvard Business Review

DECEMBER 30, 2015

Most career advice today encourages us to move forward passionately, intentionally, boldly — and above all, quickly. Career coaches don’t make a lot of money from encouraging people to “get ahead slowly.” ” However, in terms of fulfilling our long-term goals for career success, patience can be an asset.

Long-term 8

Long-term Career Survey CEO 8

Harvard Business Review

AUGUST 25, 2014

But that kind of bias may lead us to become too afraid of failure—avoiding it more than is needed, and in ways that don’t serve our career goals. For instance, a McKinsey report found that men are often hired or promoted based on their potential , women for their experience and track record.

Guidelines 18

Guidelines Follow-up Report McKinsey 18

Harvard Business Review

JULY 17, 2017

and the EU15 is doing some type of independent work, according to the McKinsey Global Institute , and 42% of U.S. While one-quarter of contractors in our sample did have more than 16 years of experience, 31% had been in their careers for four years or fewer, and 27% for five to nine years.

Real Estate 8

Real Estate Health Care Analysis Survey 8

Harvard Business Review

MARCH 22, 2012

To succeed in this new world, individuals must proactively and comprehensively embed multicultural leadership skills into their career development plans. Certainly, there are opportunities within organizations to expand global skills. Here are a few suggestions for turning multicultural career goals into action: 1.

Globalization 10

Globalization Development Short-term Career 10

Harvard Business Review

MARCH 23, 2016

What this tells us is that most employees are either quitting and leaving their jobs or — worse — quitting and staying in the organizations in which they work. These larger companies, once considered pinnacles of career opportunity, have become employers of last resort. And many Fortune 500 companies will just go away.

Company 8

Company McKinsey Survey COO 8

Harvard Business Review

MARCH 18, 2013

Companies like GE and McKinsey are rigorous about promotion standards, but they are the exceptions. They anticipate how the recommended solution will affect other parts of the organization and take steps to build support within those departments. But finding out what else is required is tricky.

Proposal 8

Proposal Maturity McKinsey Delegation 8

Harvard Business Review

FEBRUARY 13, 2013

But this is only possible if the senior executives of our leading institutions are what Dominic Barton, Worldwide Managing Director of McKinsey & Company, refers to as "tri-sector athletes" — leaders able to engage and collaborate across all three sectors. Random Hacks of Kindness ) and city building organizations (e.g.,

Globalization 8

Globalization Career McKinsey Strategic Planning 8

Harvard Business Review

MARCH 28, 2013

Ten years after the start of the Iraq War, we're all familiar with the case for hiring veterans: they're mature, responsible, have significant managerial experience, and are used to chaotic, ambiguous environments. Many possess skills that are highly transferable. So why is the gap between veteran and nonveteran unemployment rates 9.4%

EBITDA 9

EBITDA Human Resources McKinsey Cost 9

Harvard Business Review

JANUARY 1, 2014

The program pairs start-ups with government workers to improve government services in areas including transportation, energy, data services, and the environment. She ultimately built a strong private-public sector coalition by convincing existing members to tap their networks and bring other organizations on board.

Entrepreneur 8

Entrepreneur Politics Budgeting Policies 8

Harvard Business Review

JULY 20, 2011

For all of the fervor around innovation, far too many organizations are hostile places for new ideas and the people who harbor them. All too often, new ideas are cooked up in a hothouse environment, like the executive inner sanctum or an invitation-only innovation offsite, and not shared widely until they've been sanctioned from on high.

Innovation 12

Innovation Webinar Proposal Hamel 12

Harvard Business Review

NOVEMBER 8, 2018

Yet many organizations have yet to create a formal structure for peer-to-peer learning. One in three respondents said their organizations don’t even have any systems in place to share learning among employees. First, peer-to-peer learning taps into the expertise that already exists in your organization. It isn’t.

How To 11

How To Participative Construction Learning-by-Doing 11

Harvard Business Review

DECEMBER 22, 2016

This mandate, as admirable as it was, clashed with the diminished capacity of the chronically underfunded organization, where in some parts of the country, underpaid physicians were burning out under the weight of rising caseloads. Could the organization turn itself around?

Six Sigma 8

Six Sigma Learning-by-Doing Crisis Kotter 8