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How Saying Less Can Empower Others to Say More

Skip Prichard

This is a guest post by Kevin Hancock, CEO of Hancock Lumber. His new book is The Seventh Power: One CEO’s Journey into the Business of Shared Leadership. My name is Kevin Hancock, and I am the CEO of Hancock Lumber, one of America’s oldest family businesses. Forced to Talk Less. What do you think we should do about it?

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Why Leaders Don’t Embrace the Skills They’ll Need for the Future

Harvard Business Review

What’s equally striking is how difficult organizations are finding it to embed these qualities and behaviors in their people. 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. The consultant has a solution: decentralize.

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What It Takes to Think Deeply About Complex Problems

Harvard Business Review

Consider the familiar story of the esteemed consultant brought in to address the CEO’s concern that decision making in her organization has become too centralized. A detailed plan to decentralize. Three years later the CEO calls the consultant back in, worried that decision making has become too decentralized.

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A New Era for Global Leadership Development

Harvard Business Review

In order to adapt to local cultures and market needs, companies must shift to decentralized, collaborative decision-making. Opportunities at the highest levels, including C-suite and CEO, must be open to people of all national origins. That requires developing many leaders capable of working anywhere.

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An Inside View of How LVMH Makes Luxury More Sustainable

Harvard Business Review

The company is a €36 billion decentralized collection of valuable brands — which they call houses (or maisons ) — covering fashion, wine and spirits, cosmetics, and jewelry. Charles Gibb, Belvedere’s CEO, says it made a strategic choice to invest in this project, even though it had a longer payback period than normal.

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The 3 Company Crises Boards Should Watch For

Harvard Business Review

For example, I have worked closely with a professional services organization where a domineering, controlling CEO led the organization spectacularly for 20 years. Rather than managing that complexity by delegating and decentralizing, the CEO became even more controlling. I have seen this manifest itself three ways.

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Megastores Want to Be Like Mom-and-Pop Shops… Sort Of

Harvard Business Review

Now that a baseline of quality at most establishments has been set, value is derived less from consistency and dependability and more from other factors like convenience and local appeal. But independent stores enjoy some important advantages. Empowering store managers is the most critical shift.

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