N2Growth Blog
OCTOBER 26, 2023
Moreover, coaching also focuses on developing emotional intelligence, a critical attribute for leaders in today’s interconnected and people-centric business landscape. As companies grow in size and expand their operations, leaders must navigate intricate webs of processes, hierarchies, and stakeholder relationships.
Rich Gee Group
JULY 31, 2023
They are tasked with translating strategic direction into operational reality, managing teams, and dealing with the practicalities of day-to-day work. Strategic Thinking: While they're closer to operational details, middle managers also need to be able to think strategically.
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N2Growth Blog
MARCH 22, 2024
It delves into the complex layers of leadership, team building, strategy formation, decision-making, and emotional intelligence. Such leaders must possess various competencies, including sound strategy formulation, emotional intelligence, strong decision-making abilities, and effective team management.
Harvard Business Review
SEPTEMBER 28, 2015
Undoubtedly, it would operate according to data rather than intuition and make only evidence-based recommendations. As Michael Maccoby pointed out in an influential HBR essay, these entrepreneurial leaders “tend to be poor listeners who are sensitive to criticism and demonstrate low levels of emotional intelligence.”
Harvard Business Review
NOVEMBER 23, 2010
He started very well, but as soon as his cash flow improved, financial burdens from family systems stifled his operations. When artisans have no understanding of their cash flows, they fail prey to spending a big percentage of their working capital, without meaning to, on non-business issues that usually cripple their operations.
Harvard Business Review
NOVEMBER 23, 2010
Operations : Approaches problems practically; stands firm on issues, perseveres; maintains a standard of consistency and quality; provides stable leadership and supervision; develops detailed plans and procedures; implements projects in a timely manner; keeps financial records straight. Is the balance right in your organization?
Harvard Business Review
APRIL 23, 2018
Case Study #1: Be kind and be curious about your colleague’s perspective. ” Case Study #2: Make a special effort to learn your colleague’s backstory. Rather, concentrate on similarities and things you share in common. If they drive you crazy, it’s likely that you drive them crazy, too.
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