N2Growth Blog

MARCH 26, 2012

I’ve never understood leaders who make heavy investments in personal and professional development early in their careers, who then go on to make only minimal investments in learning once they have reached the C-suite. If you don’t know how to nuance your leadership skills you will simply miss opportunities others won’t.

Self-aware 414

Self-aware Leadership Span of Control Emotional Intelligence 414

Skip Prichard

JULY 19, 2021

How to Earn Trus t and Lead Teams. Captain Mark Brouker, retired US Navy , is a wealth of practical leadership wisdom gained from his military career as well as his experience as a professor, executive coach, and speaker. I did just that during the first fifteen years or so of my Navy career.

Leadership 132

Leadership Crisis Learning-by-Doing Team 132

Harvard Business Review

DECEMBER 23, 2016

HR systems emphasize long-term relationships and high performance, with big investments in selection and development, amortized over a long career. Educate leaders on how and why to optimize a blended workforce. Procurement typically owns your “resource planning system” for contract workers.

Strategy 8

Strategy Span of Control Finance How To 8

Harvard Business Review

JANUARY 10, 2018

How to Work with a Bad Listener. when you’re coaching a direct report, asking good questions to help them grow in new ways, explore issues they’re facing, or support their career development. So, what are the various voices to access within yourself and cultivate over time? You and Your Team Series. Communication.

Leadership 12

Leadership Span of Control Storytelling Report 12

N2Growth Blog

OCTOBER 1, 2012

Following are 8 things I suggest you reflect upon should you desire to continue to develop as a leader: Never Stop Learning : I’ve never understood leaders who make heavy investments in personal and professional development early in their careers, who then go on to make only minimal investments in learning once they have reached the C-suite.

Leadership 375

Leadership Self-aware Span of Control Learning-by-Doing 375

Harvard Business Review

DECEMBER 14, 2012

Traditionally, being powerful within an organization has been a function of three aspects of bossness: (a) your title and rank within the hierarchy, (b) your span of control, or how many people you direct, and (c) your budget and/or profit and loss responsibilities. How to Find New Competitive Knowledge in Social Media.

Power 14

Power Span of Control Senge Media 14