The Empowered Buisness

JULY 14, 2015

Yet companies continue to invest in skills development only to be disappointed by little or no difference in performance. It indicates that they are motivated to be great team players and delegators. We all know people who are highly educated and/or talented, yet just get by in their work role.

Motivation 100

Motivation Leadership McClelland Long-term 100

Harvard Business Review

JULY 4, 2018

Instead, the new employee needs a discrete role — and path for development — of their own. Before you hire someone solely as a way to shrink your own task-list, ask if you may be better served by delegating some tasks to other team members, offering them new mountains to climb. This isn’t leadership.

Learning Curve 14

Learning Curve Management CFO Delegation 14

Harvard Business Review

OCTOBER 15, 2013

The best executives understand which ones they need to focus on and which ones they can delegate. While the obvious decisions that CEOs need to get right involve strategy and competitive advantage, too many executives delegate away three critical decisions that they need to own: decisions about goals, resource allocation, and people.

P&L 8

P&L Fixed Assets Charan Delegation 8

Harvard Business Review

SEPTEMBER 25, 2013

In today’s resource-constrained environment, many of us are delivering 120% on the current demands of our job—but devoting little time to developing ourselves further or positioning ourselves for a future move. If you’re ambitious but your job offers you limited opportunities for exploration and growth, what can you do to develop new skills?

Porter 10

Porter Delegation Learning-by-Doing Project 10

Harvard Business Review

DECEMBER 18, 2018

I’m going to push more responsibility onto them, which should help them develop faster. “I’m not sure when I first asked if I thought it would be successful,” said Hickox, now CFO of Independent Bank in McKinney Texas. He had to sell the idea to both his family and the other managers at work. That was in 2008.

Banking 15

Banking Conference CEO Bottom-up 15

Harvard Business Review

FEBRUARY 26, 2016

For example, GE has created a digital platform in the energy sector that its own and third-party software developers can write applications to. He built a team to develop Predix, a cloud-based platform that underlies all of GE’s industrial businesses. He also removed a layer of vice chairs to make room. Cut layers.

Short-term 8

Short-term How To Venture Capitalist CFO 8

Harvard Business Review

MARCH 9, 2017

These pieces of advice have helped “move the numbers” as part of broad-scale corporate retention programs I’ve developed. Make friends in the business development team so that you know about the big local client projects coming up and can volunteer for them early (no business travel!). Work differently.

Stress 15

Stress Long-term Short-term Contingency Plans 15