Management Excellence

JUNE 20, 2011

The four ideas below were prompted by my observations while running a long-term project inside a very successful and aggressive large company. It’s important for all of us to tune-in to the political environment of our organizations and learn the unwritten rules of success.

Politics 96

Politics Long-term Environment Leadership 96

Harvard Business Review

APRIL 19, 2018

Every leader has to make tough decisions that have consequences for their organizations, their reputation, and their career. “Value Complexity”: This is George’s term to explain that even the “best” decisions will harm some people and undermine values leaders would prefer to support. Over-simplification.

Uncertainty 15

Uncertainty How To Supply Chain Short-term 15

Harvard Business Review

NOVEMBER 4, 2011

Whether you are a new middle manager or a new President-elect , the common wisdom is that you have three months to make an impact in your new role. Throw in some quick wins — short-term results that can be obtained at minimal cost without treading on anyone's toes. Finally, think about your presentation.

Short-term 15

Short-term Middle Management Long-term Learning-by-Doing 15

Harvard Business Review

MAY 2, 2018

Should you align yourself with the person who has the most influence over your job and career? “It’s like when you were a kid and your parents would fight,” says Priscilla Claman, the president of Career Strategies, a Boston-based consulting firm and a contributor to the HBR Guide to Getting the Right Job.

Consensus 8

Consensus Case Study Long-term Career 8

LDRLB

MAY 13, 2014

I feel like a lot of times when you’re starting something you say we, when it’s just you for a long time, and when it actually is we, it’s so much more fun. As such, Les, long time listeners remember is an old, old, friend of the podcast. David: It’s fun to be able to say we isn’t it?

Brainstorming 60

Brainstorming Learning-by-Doing Operations Leadership Styles 60

Harvard Business Review

APRIL 12, 2011

If things don't go your way when you're launching a new strategy, or pitching a long-shot idea to a skeptical investor, don't relegate yourself gloomily to a future in middle management. Checkbox 4: Are you being "Macromyopic" and overdramatizing the short-term impact of the mistake?

Short-term 15

Short-term Long-term IPO Middle Management 15

Tanveer Naseer

OCTOBER 7, 2014

For people to commit, especially over the long term, they need to have confidence that a company is well-led, heading in the right direction, and well-positioned to deliver products and services they know customers want.

Reputation 252

Reputation Chief Executive Officer Globalization Motivation 252

Harvard Business Review

JULY 24, 2018

While the jury is still out on the long-term impact of many of the talent tech experiments we have witnessed, we have observed five core lessons from those firms that seem to be positioning themselves most effectively to reap their benefits: Talent tech adoption must be driven by business leaders, not the C-suite or corporate functions.

Technology 10

Technology Talent Management Process Management 10

Harvard Business Review

OCTOBER 31, 2018

And yet more than four decades after the term “sexual harassment” was first coined, it remains a persistent and pervasive problem in virtually every sector and in every industry of the economy, our new Better Life Lab report finds. It could prove a promising, long-term solution. That’s not it.’”

Training 10

Training Company Human Resources Long-term 10

Harvard Business Review

JULY 21, 2017

Most companies now have more gender-balanced talent pools, especially at the early-to-mid-career levels, and are looking for ways to make sure progress continues at the mid-to-upper levels. Companies are starting to acknowledge the pervasiveness of bias, as the proliferation of unconscious bias training for middle managers demonstrates.

Diversity 8

Diversity CFO Globalization Video 8

Harvard Business Review

NOVEMBER 8, 2012

It holds up for C-level executives compared to directors and middle managers. What he meant was that in the 1980s American managers became obsessed with managing their popularity, and were more concerned with greasing the skids, avoiding tough conversations, and maintaining a favorable image.

Management 9

Management Cooper Short-term Long-term 9

Harvard Business Review

DECEMBER 10, 2013

John, a middle manager at a Fortune 500, attended no less than 21 industry conferences this year in an effort to increase his overall visibility. They invest disproportionate time and effort into advancing their own personal fame bubbles at the expense of broader goals and potentially threaten their careers as a result.

Media 10

Media Conference Entrepreneur Middle Management 10