Fri.Oct 27, 2017

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Leadership is Representation

General Leadership

If you can’t be a good example, you’ll just have to be a horrible warning. Anonymous. How important is it to represent the organization properly? This question has come to mind in rapid-fire succession these past few weeks as we witness people doing exactly the wrong things while representing their organizations on a daily or weekly basis. I was raised in a family that taught me to always do the right thing because others were watching and you did not want to tarnish the family name.

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Are You Learning to Lead?

Lead Change Blog

As a leader, do you ever feel like your habits automatically engage to turn a new experience into an old pattern of response? If so, you might consider using a surprising approach to personal and professional development: learning from experience. Many people think of Experiential Learning as being synonymous with its various applications: internships role-plays or even team-building ropes courses.

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5 Top Leadership Articles for the week of October 23, 2017

Let's Grow Leaders

Each week I read leadership articles from various online resources and share them across social media. Here are the five leadership articles readers found most valuable last week. Click on the title of the article to read the full text. I have […].

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You Are Blessed To Be A Blessing

Joseph Lalonde

What Are You Giving Back? Genesis 12:2 shares an insight into what God was doing in Abram’s life. He told Abram “I will make you into a great nation, and I will bless you; I will your name great, and you will be a blessing.” There’s something interesting in this verse. God told Abram that He was going to bless Abram and Abram would then become a blessing to others.

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Recruit and Retain New Blue-Collar Talent

Blue-collar jobs have a branding problem. One company, GEON, partnered with Paycor to find the solution. Learn how to attract, engage, and retain blue-collar employees, helping them build meaningful careers – and support your company’s goals.

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21 Ways Dumb Leaders Drain Everyone’s Energy

Leadership Freak

Sometimes success is about what you don’t do. 21 ways a leader drains everyone’s energy: Laugh with the inner circle. Frown with the fringe. Pound your own chest. Complain about others.

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Weekly Round-Up: 10 Proven Ways to Delegate, Being and Doing, Data Reveals the Hard Costs of Bias, Avoid Wasting Time in Meetings, & Developing Employees

leaderCommunicator

Welcome to my weekly round-up of the best-of-the-best recent leadership and communication blog posts. Developing Employees in Like Brushing Your Teeth By Julie Giulioni ( @Julie_WG ), Julie WG “Helping others develop, learn and grow. It may be among the most fundamental responsibilities human beings have to one another…”.

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4 Big Career Mistakes of Otherwise Smart People

Management Excellence

We've Moved! Update your Reader Now. This feed has moved to: [link] Update your reader now with this changed subscription address to get your latest updates from us.

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Is a Business Degree of Any Importance to an Entrepreneur or a Business Owner?

Strategy Driven

Generally, when we discuss MBA courses, it usually involves looking at the degree from the perspective of a student who is looking to build a career. A question we do not typically address however is whether or not an online MBA degree would be the right choice for people who already have businesses of their own. What about the ones with significant knowledge and experience in their respective fields?

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How to Give Feedback People Can Actually Use

Harvard Business Review

Plume Creative/Getty Images. Over the last decade, I’ve conducted thousands of 360-degree feedback interviews with the colleagues of the leaders I coach. My goal with these sessions is to get a better sense of my clients’ strengths and weaknesses, but more often than not, the feedback isn’t particularly useful. How do you give feedback that helps someone learn and improve?

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How Our Company Connected Our Strategy to Sustainability Goals

Harvard Business Review

Simone Golob/Getty Images. In a recent survey , Bain & Company found that just 2% of companies are successful in achieving their sustainability goals. While this can be disheartening, it doesn’t have to be this way. The company I lead, Ingersoll Rand, is a 146-year-old organization that over the past few years integrated sustainability and business strategy to anticipate and address major global trends, most prominently climate change.

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How to Stay Competitive in the Evolving State of Martech

Marketing technology is essential for B2B marketers to stay competitive in a rapidly changing digital landscape — and with 53% of marketers experiencing legacy technology issues and limitations, they’re researching innovations to expand and refine their technology stacks. To help practitioners keep up with the rapidly evolving martech landscape, this special report will discuss: How practitioners are integrating technologies and systems to encourage information-sharing between departments and pr

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Understanding Customers by Blending Human Insight and Machine Learning

Harvard Business Review

Paul Garbett for HBR. How can companies use machine learning to efficiently understand the needs and wants of their customers, without sacrificing the insights that come from employees’ intuition and empathy? My company is in the business of helping other firms create new products and services that will be both functionally useful and emotionally resonant with customers.

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Harness the Power of Feedback Loops for Better Strategy Design and Delivery - SPONSOR CONTENT FROM BRIGHTLINE

Harvard Business Review

No strategy exists in a vacuum. As strategies move from design to implementation inside the company, outside forces are continually changing: New competitors emerge, the economic and regulatory pictures shift, and customers have new demands. Read more from Brightline Initiative: Guiding Principles for Closing the Gap Between Strategy Design and Delivery.

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Deliver a Strategy That Works by Managing Culture and Communication - SPONSOR CONTENT FROM BRIGHTLINE

Harvard Business Review

Organizational culture is complex, and it can play a powerful — and sometimes destructive — role that is too often overlooked when new strategies are devised and launched. In a new global survey by the Economist Intelligence Unit (EIU), the most frequently cited barrier to implementing strategy was culture. This is a huge roadblock: In the survey, supported by the Brightline Initiative, 90 percent of respondents admitted that they fail to reach all of their strategic goals because th

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Surgeons Are Using Social Media to Share and Learn New Skills

Harvard Business Review

shuoshu/Getty Images. Learning from others’ experiences is an important aspect of professional development in surgery. That’s why academic surgical departments across the globe hold weekly Morbidity and Mortality (M&M) conferences that gather surgeons together to review particular cases and share ideas for improving their practice. Research has even found that surgeons in solo practice, with less opportunity to interact with their peers, scored lower on the American Board of Surg

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10 HR Metrics to Track in 2024

Discover the power of HR metrics. Master recruiting, control skyrocketing labor costs, and reduce turnover rates. Get insights into key metrics like Time-to-Fill, Cost-per-Hire, and Turnover Rate. Equip your business for success in 2024.

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The Hardest Thing About Working in the Gig Economy? Forging a Cohesive Sense of Self

Harvard Business Review

Tim Evans for HBR. With the rise of the gig economy, people are finding themselves engaging in multiple jobs, often willingly and even enthusiastically. In fact, the alternative or contingent workforce accounts for all the net employment growth in the U.S. economy in the last decade , and individuals holding multiple work engagements are the fastest growing segments of this contingent workforce.

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What Good Leaders Do to Design Strategies That Employees Can Actually Implement - SPONSOR CONTENT FROM BRIGHTLINE

Harvard Business Review

Although senior executives recognize that strategy delivery is important, many leaders today say their organizations struggle with designing and guiding implementations that truly deliver on their business strategy goals. In a new survey of 500 global leaders by the Economist Intelligence Unit (EIU), most executives reported that their companies have a hard time delivering the strategies they’ve designed — with significant consequences.

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Close the Gap Between Designing and Delivering a Strategy That Works - SPONSOR CONTENT FROM BRIGHTLINE

Harvard Business Review

Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. Yet too many companies go only halfway, putting their best resources into design — and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost, and financial performance suffers.

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10 Guiding Principles for Closing the Gap Between Strategy Design and Delivery - SPONSOR CONTENT FROM BRIGHTLINE

Harvard Business Review

Read More from Brightline Initiative. Guiding Principles for Closing the Gap Between Strategy Design and Delivery. What Good Leaders Do to Design Strategies That Employees Can Actually Implement. Harness the Power of Feedback Loops for Better Strategy Design and Delivery. Close the Gap Between Designing and Delivering a Strategy That Works. The Infographic: Guiding Principles for Closing the Gap Between Strategy Design and Delivery.

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ABM Evolution: How Top Marketers Are Using Account-Based Strategies

In times of economic uncertainty, account-based strategies are essential. According to several business analysts and practitioners, ABM is a necessity for creating more predictable revenue. Research shows that nearly three-quarters of marketers (74%) already have the resources needed to build successful ABM programs.

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Guiding Principles for Closing the Gap Between Strategy Design and Delivery - SPONSOR CONTENT FROM BRIGHTLINE

Harvard Business Review

Every CEO or leader knows that strategy design, coupled with excellence in the implementation of that strategy, is central to an organization’s sustainable growth and prosperity. Yet most strategic initiatives fail to deliver, and they do so at great cost in time and resources. In a new global survey by the Economist Intelligence Unit (EIU), 90 percent of respondents said their organizations failed to reach all of their strategic goals because of flawed implementation.