Let's Grow Leaders

OCTOBER 5, 2015

I’ve seen this first hand, when I look back at the most creative times in my career and in how I’m approaching my business now, the best solutions came when we felt the most stretched. Figure out how to speak the language of the folks you’re trying to convince. management. ”I agree.

Resources 180

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Skip Prichard

NOVEMBER 15, 2019

That’s one reason I was interested to talk with Leo Tilman and General Charles Jacoby, who co-wrote a new book, Agility: How to Navigate the Unknown and Seize Opportunity in a World of Disruption. and is an expert on risk, strategy, and finance. What if you are in middle management and the top management isn’t fully there.

Agility 86

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Chartered Management Institute

MAY 3, 2023

3 May Dear all, On a recent episode of the FT ’s Working It podcast, Ann Francke discussed how to turn around a toxic workplace culture and the importance of holding senior leadership to account. How to close the say-do gap and tap into hidden talent? How can AI and future technology aid, rather than impair, inclusion?

Policies 121

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Harvard Business Review

FEBRUARY 23, 2018

I have interviewed over 100 CEOs, C-suite executives, middle managers, and shop floor workers in more than 25 companies across the world to understand why most companies fail to embed sustainability in their business models and, also, what drives success among the handful that do. billion, prompting them to revisit the goal.

Incubator 10

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Harvard Business Review

MAY 2, 2018

Should you align yourself with the person who has the most influence over your job and career? How can you be as transparent as possible without risking your relationships? “You feel stuck in the middle.” “You’re managing different people and you’re trying to do it without making them angry.”

Consensus 8

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Harvard Business Review

NOVEMBER 8, 2012

Remarkably, the result holds up no matter how you slice the data — by ratings from bosses, peers, or even subordinates. It holds up for C-level executives compared to directors and middle managers. In this light, it is easy to see why so many people in positions of authority are soft on accountability.

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