Michael Lee Stallard

SEPTEMBER 30, 2018

It follows that teams and organizations with cultures of connection have employees with a superior cognitive advantage, higher employee engagement, better strategic alignment, superior decision-making and greater innovation. That adds up to a powerful performance advantage (and a competitive advantage).

Leadership 253

Leadership Open-book Competitive Advantage Stress 253

Eric Jacobson

FEBRUARY 13, 2023

Higgins is co-founder and CEO of private investment firm RSE Ventures and a lecturer and Executive Fellow at Harvard Business School. Question: You say you can predict CEO failure based on one thing. And time spent prematurely cultivating buy-in and fostering consensus just amounts to energy leakage. What is it?

How To 84

How To Commitment Hedge Resistance 84

Harvard Business Review

OCTOBER 3, 2014

Consensus is a powerful tool. When CEOs set out to conquer new markets or undertake billion-dollar acquisitions, we’d hope they’d at least sought out some consensus from their trusted advisors. The problem with consensus is that it’s expensive. The problem with consensus is that it’s expensive.

Consensus 13

Consensus Innovation Company Ries 13

Talent Anarchy 1

JULY 18, 2017

It’s certainly deadly to innovation. It causes individual members of the group to unquestioningly follow the word of the leader and it strongly discourages any disagreement with the consensus. According to Adam’s account, by changing the question asked, the CEO unleashed the energy and creativity of this team.

Groupthink 104

Groupthink Organization Wilde Consensus 104

Michael Lee Stallard

DECEMBER 9, 2010

Research from two well-respected organizations makes it clear that we have a big collective blind spot that’s dragging down productivity, innovation and economic performance. Conversation and consensus are the only way to develop the strategic alignment and employee engagement necessary to achieve sustainable superior performance.

Leadership 400

Leadership Six Sigma Competitive Advantage Consensus 400

Great Leadership By Dan

MAY 10, 2018

This goes back and forth until a consensus is reached on a middle ground, “safe option,” and you both go on your way. Creativity and innovation happens best in an environment of psychological safety where we trust that those we are working with have our best interest in mind. is the co-founder and CEO of We!™

Consensus 165

Consensus Brainstorming Project Conference 165

Coaching Tip

OCTOBER 23, 2013

Founder and CEO Jeff Bezos abhors what he calls “social cohesion,” the natural impulse to seek consensus. You are learning constantly, and the pace of innovation is thrilling. I filed patents; I innovated.

Leadership 91

Leadership Consensus Retail Career 91

Lead on Purpose

DECEMBER 6, 2010

Their success depends on their ability to build consensus and inspire the other team members to do great things. The same holds true for the CEO and executives at smaller companies. Therefore, a product manager must earn the trust of people in the organization and influence them to do their jobs effectively and efficiently.

Productivity 182

Productivity Products Management Leadership 182

N2Growth Blog

DECEMBER 22, 2010

Never be swayed by consensus that calls you to compromise your values, rather be guided by doing the right thing. In fact, most differences don’t require intervention as they actually contribute to a dynamic, creative, innovative culture. The Importance Factor : Not every difference needs to be resolved. I Think Not.

Blog 412

Blog Gordon Follow-up Open-book 412

Harvard Business Review

SEPTEMBER 10, 2012

We are often asked whether the best way to structure for innovation is top-down or bottom-up. Bottom-up approaches work well for incremental (keeps you in the game) innovations. Breakthrough (changes the game) innovations, contrary to popular belief, need a top-down approach. The answer is both, but it depends.

Process 15

Process Innovation Stage-Gate Net Present Value 15

Michael Lee Stallard

JUNE 23, 2010

In addition to the negative impact on decision-making, diminished communications from the lack of connection reduces the marketplace of ideas inside the organization, which in turn reduces innovation. This made it safe for people to disagree and express views that were outside of the consensus view. why is everyone smiling?

Long-term 207

Long-term Consensus Class Follow-up 207

Tanveer Naseer

MAY 13, 2011

ScottEblin has some tips on what to do [link] # communication # Interesting model by @ RedBaronUSA on how to build team consensus in organizations [link] # Check out @ mikemyatt ‘s take on the importance of valuing those white spaces in # leadership [link] # Thanks Paul! Thanks Kathy!

Learning-by-Doing 100

Learning-by-Doing Consensus Career Blog 100

Harvard Business Review

JANUARY 12, 2012

In a business, entitlement inhibits innovation. And without innovation, we have sluggish economic growth. As can becoming a benevolent dictator to my staff, deciding that seeking consensus is no longer required. It's no wonder then that the emerging markets are a seedbed of innovation. They are our birthright.

Innovation 15

Innovation Consensus Entrepreneur Creativity 15

Michael Lee Stallard

JANUARY 20, 2014

In my last article, “ 3 Practices CEOs Should Adopt from this Rock Star ,” I credited Bono’s leadership of U2 as a key factor behind the band’s success. CEOs would be wise to follow Bono’s example. CEOs would be wise to follow Bono’s example. Build Consensus. U2 Ordinary Love Album Cover.

Leadership 402

Leadership Consensus CEO Advice 402

Harvard Business Review

SEPTEMBER 25, 2013

But how do you overcome obstacles to spreading innovation, like fear of change, resource constraints, and slow, consensus-based decision making? And I provided content for then-CEO George Halvorson so he could highlight the telemedicine pilot in his weekly letter to all employees. Spreading innovation at your company.

Health Care 9

Health Care Innovation How To Video 9

Harvard Business Review

APRIL 10, 2012

Bob," a CEO will say, "I know you think that individuals — not groups — make most decisions. True, a presentation is made, ideas get kicked around the table, arguments and counterarguments arise, opinions form, compromises are struck, and a consensus emerges. But then I ask the CEO two questions. But that's not true.

Consensus 13

Consensus Team Delegation CEO 13

LDRLB

APRIL 21, 2014

We all understand that these days it’s really not so much the number of cars or assembly line or factories that a company has, but really its ability to keep up, to be competitive, to be innovative and what gives the company its competitive edge is really the people who make it. Orly, thank you so much for joining us inside the LDRLB.

Human Capital 60

Human Capital Open-book CFO Innovation 60

Mark Sanborn

SEPTEMBER 17, 2023

This can result in poor decision-making and a lack of innovative thinking. Examples: A CEO ignores market research that suggests a new product will not be well-received because he or she firmly believes it’s a good idea. Examples: A CEO assumes that their enthusiasm for a new corporate strategy is shared by all employees.

Dunning 86

Dunning Consensus Groupthink Charisma 86

Harvard Business Review

OCTOBER 25, 2018

Innovative. Consider the story of the consultant brought in by the CEO to help solve a specific problem: the company is too centralized in its decision making. Two years pass, the company is still struggling, and a new CEO brings in a new consultant. We have a problem, the CEO explains. amriphoto/Getty Images.

Skills 12

Skills Decentralization Agility Resistance 12

Harvard Business Review

NOVEMBER 14, 2012

The charismatic Apple Store retailer turned JC Penney CEO announced far worse-than-expected quarterly results. The congealing critical consensus is that Johnson's bold overhaul of the sagging American retailing icon went too far too fast. Pity Ron Johnson. Pity Meg Whitman. Lafley's "game-changing" stewardship.

Consensus 8

Consensus Welch Retail CEO 8

Great Leadership By Dan

JANUARY 5, 2017

Through a decade of innovation-training work with global leaders (and in researching my new book, Why Simple Wins ), I’ve identified the unique mindset possessed by leaders who succeed in simplification. Characteristic #1: Courage When Dave Lewis became CEO at European grocery store giant Tesco in 2014, the company was struggling.

Short-term 260

Short-term Efficiency Brand System 260

Harvard Business Review

APRIL 19, 2011

a Boston-based innovation management collaborative. We often ask executives to tell us about their biggest innovation failures. The CEO and CFO responded with, "A failure to hit ROI and NPV targets." The head of R&D remembered it as a failure to properly market the innovation. If an innovation initiative failed, ask why.

NPV 16

NPV ROI CFO Consensus 16

Harvard Business Review

MARCH 18, 2011

This "common language" barrier is one of the hidden challenges that can inhibit innovation inside large companies. Have each of them write down on a piece of paper their definition of innovation, and who in the company should be working on innovation. Innovation categories (e.g., Here's a simple test.

Power 12

Power Consensus Christensen Disruptive Innovation 12

Harvard Business Review

DECEMBER 27, 2016

The CEOs of both — John Noseworthy and Delos “Toby” Cosgrove — are highly skilled physicians. A study published in 2011 examined CEOs in the top-100 best hospitals in USNWR in three key medical specialties: cancer, digestive disorders, and cardiovascular care. Cleveland Clinic comes in second.

Management 15

Management 360-Degree Feedback Mayo Training 15

Harvard Business Review

MAY 2, 2017

But collaboration is not consensus. Former Ogilvy CEO Charlotte Beers was famous for saying, “Collaboration is highly overrated when you don’t have the right thing to do.” Too often, people will try to collaborate on everything, and wind up in endless meetings, debating ideas and struggling to find consensus.

Chief Operating Officer 11

Chief Operating Officer Consensus How To Project 11

Harvard Business Review

JANUARY 25, 2011

The CEO nodded, the VPs agreed, the Directors were polished in their reviews. I wanted to accept the consensus as a sign that the company had rounded the corner on its 3-year slog to be more relevant in their market. The product managers looked at each other, then at their VP, and then, finally, to the CEO.

CEO 16

CEO Engineering Consensus Innovation 16

Harvard Business Review

JANUARY 14, 2014

When Dan Akerson became CEO in 2010, he brought a bit of daylight into the hallowed halls, breaking down siloes to urge collaboration between departments that had long stopped talking to each other — engineering and parts buyers, product development and purchasing, to name some especially critical relationships.

Team 8

Team McGregor Parcell Engineering 8

Harvard Business Review

APRIL 9, 2014

There is a general consensus among economic analysts and commentators that the changes are merely cosmetic — they certainly do not affect the daily lives of most average Nigerians, and their timing might be politically motivated given the upcoming 2015 elections which are expected to be highly contested.

GDP 8

GDP Human Capital Film Consensus 8

Harvard Business Review

DECEMBER 10, 2015

Once a team has reached, or appears to have reached, a consensus, it can be very hard for any individual to challenge the group’s interpretation of reality or predictions about the future — or to push back on what the group plans to do (or not do) — without running the risk of being perceived as a heretic or becoming a scapegoat.

Groupthink 8

Groupthink Team Consensus Christensen 8

Harvard Business Review

DECEMBER 21, 2010

Last week, President Obama met with the CEOs of 20 of the largest corporations in the U.S. s position as a global economic leader has been based on one thing more than anything else: its ability to innovate. Each of the industries that have sprung up around these innovations has become an engine for America's economic growth.

Politics 14

Politics Innovation Engineering Entrepreneur 14

Harvard Business Review

MAY 14, 2013

CEO Marissa Mayer said her company''s moonshot is to be "on every smartphone, every tablet, every day, for every Internet user.". At the heart of the future-back process is a consensus view of your company''s desired future state.This isn''t scenario planning, where you consider a range of possibilities. Innovation Strategy'

Scenario Planning 8

Scenario Planning Consensus Strategic Planning Innovation 8

Harvard Business Review

AUGUST 10, 2017

Bureaucracy frustrates innovation. Companies like Google, Amazon, Facebook, and Intuit recognize the value of bottom-up innovation and make it easy for employees to launch small-scale experiments. While 57% of first-level employees cited this as an impediment, only 27% of CEOs expressed a similar belief.

Bureaucracy 8

Bureaucracy Survey Politics Consensus 8

Harvard Business Review

OCTOBER 10, 2014

Newly minted CEO A.G. Bossidy, former CEO at AlliedSignal, once said , “We need people who are better at persuading than at barking orders, who know how to coach and build consensus. Procter & Gamble provides another example. It was the summer of 2000 and the company had quickly lost $85 billion in market capitalization.

Leadership 8

Leadership Telecommunications Education Consensus 8

Harvard Business Review

OCTOBER 1, 2018

And sameness blocks performance and innovation. Diversity, on the other hand, spurs innovation. In research spanning decades, Columbia professor Katherine Phillips has repeatedly found that, when tasked to innovate, teams that include diverse members and that value the contributions of all their members outperform homogenous teams.

Power 12

Power Management Diversity CFO 12

Harvard Business Review

DECEMBER 6, 2013

—Andy O''Connell Justin Bieber's Involved, of Course The Rise and Fall of BlackBerry: An Oral History Businessweek For years, every CEO had a BlackBerry. While we''re all familiar with the decline of Research in Motion, this oral history contains first-hand accounts of RIM''s glory days of innovation, followed by inglorious missteps.

CTO 8

CTO Apparel Ryan Proposal 8

Harvard Business Review

SEPTEMBER 19, 2011

A consensus is building that continued growth of the macro-economy risks pushing us into unstoppable climate change and the peaking of many of the finite resources our way of life depend on. The movement seems poised for the next step: turning theory into practice through experimentation and innovation. But things seem to be changing.

Company 13

Company Kahneman Long-term Brand 13

Harvard Business Review

MARCH 30, 2016

There was a consensus that CSR focuses more on boosting employee morale than addressing the way a company engages with society’s concerns. The most successful and innovative example of this during my time at BP was on the island of Papua, in Indonesia. Engage radically.

Company 8

Company McKinsey Short-term Long-term 8