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BUILD AN A-TEAM: Introduction, Being the Kind of Boss People Love to Work For

Strategy Driven

The Rocket Chemical Company had a small lab and just three people, but they could see a major opportunity in front of them. 2,500+ Expert Contributor management and leadership articles. Excerpted from Build an A-Team: Play to Their Strengths and Lead Them Up the Learning Curve by Whitney Johnson. Access the Article Now!

Library 136
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How to Lose Your Best Employees

Harvard Business Review

I’ve always liked mentoring and coaching people, so I approached a senior executive about moving to a management track. When your employees (and maybe even you, as their manager) aren’t allowed to grow, they begin to feel that they don’t matter. That learning curve means that every role has a shelf life.

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When You Criticize Someone, You Make It Harder for that Person to Change

Harvard Business Review

This approach gives managers a tool for coaching their teams to get better results. Managers should keep this in mind, particularly during performance reviews. Managers should keep this in mind, particularly during performance reviews. Of course a manager needs to help people face what’s not working.

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How Advanced Analytics Is Changing B2B Selling

Harvard Business Review

Orica is now codifying the decision logic of the most experienced blasting managers through predictive modeling to serve up personalized recommendations on demand. And as customers use Blast IQ and contribute more of their own data, over time, the company will have a large enough dataset to train more powerful machine learning models.

B2B 8
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What Work Looks Like for Women in Their 50s

Harvard Business Review

A few years later, she joined a start-up called BioAmber, producing chemical intermediates using sugars instead of fossil fuels. “Managing career cycles with flexibility and non-linear trajectories is important for us. It was a meaningful shift, allowing her to push for more sustainable alternatives to petrochemicals.

Career 8
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Internal Hires Need Just as Much Support as External Ones

Harvard Business Review

But just four months into his new job, as a business unit leader at a large specialty chemicals and plastics manufacturer, he was struggling with the challenges of handling a global business with more than 3000 employees. But Adrian was surprised at how hard he was finding it to climb the learning curve. Why dangerous?