Terry Starbucker
JULY 6, 2014
Of the 8 core principles of More Human leadership , it’s #6 - Measuring, monitoring and managing with the right metrics - that presents the biggest “nuts and bolts” challenge to any leader. The answer, as this leadership short story shows, is to think green. Lead well! That’s where we need to look”.
Great Leadership By Dan
MARCH 7, 2016
New DDI research explores leadership differences between men and women and makes the case for gender diversity in the workplace. DDI’s High-Resolution Leadership study reviewed true assessment data from 10,000 global leaders and found no difference in the battle of the sexes for leadership skills.
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Tanveer Naseer
AUGUST 12, 2014
In my experience, impact is frequently understated within organizations; it often gets relegated to a set of lifeless metrics that quantify part of the story but obfuscate qualitative understanding. No single metric can tell the real story of impact. Who within your leadership team can really describe why that desired impact matters?
Harvard Business Review
OCTOBER 13, 2011
are metrics like earnings per share, revenue growth, and cash flow — which happen to be the three most prevalent metrics used in U.S. To strike that fine balance between having enough — but not too much — "skin in the game" with respect to share price, leaving more room for other metrics to measure performance.
Harvard Business Review
FEBRUARY 8, 2013
The men and women who choose this path have diverse expertise and job responsibilities: marketing, leadership development, communications, operations, new business development, purchasing. James is using his expertise as a chemical engineer to develop new business models for base-of-the-pyramid consumers. Some are recent graduates.
Harvard Business Review
JANUARY 21, 2011
Each process owner has key cross-functional metrics to manage, such as cash-to-cash cycle time, forecast accuracy, and percent of orders received on time to demand. Select process owners with strong leadership skills and develop those skills even further.
Harvard Business Review
JULY 29, 2014
Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? Break up a strategic function in response to underperformance in the wake of severe market disruptions? CHROs are standing at essentially the same crossroads that CFOs were in the 1980’s. That needs to change.
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