Let's Grow Leaders
OCTOBER 5, 2015
According to research psychologist Adam Grant, increasing resources increases your likelihood of a project’s success… but only for a while. The finance crowd speaks and entirely different language than sales or IT. Whitney astutely pointed out, “the people who have the hardest time with this are middle managers.
Harvard Business Review
APRIL 6, 2018
At the start of my public seminars on strategic planning I ask attendees, who rank from board members and CEOs to middle management, to write down an example of a strategy on a sheet of paper. Now to ensure implementation, a strategic planning team must identify some project- or program-level actions.
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Harvard Business Review
JANUARY 2, 2017
While it is important to encourage local ownership of ideas and projects, turning them into game-changers requires clear, sometimes ruthless direction from the center around which projects to scale and in what order. Marketing, commercial and finance have to work together to develop new pricing models.
Harvard Business Review
MAY 1, 2018
He enjoys the autonomy to pursue moon shot projects, constantly strives for mastery in what he does, and has a strong sense of purpose. Musk knows that one of Tesla’s biggest competitive advantages is the patience and long-term thinking not only of management but also of its investors.
Harvard Business Review
JULY 31, 2015
Instead, management implicitly assumes the information is being used, and used optimally. ” Every middle manager is familiar with the requirement for a 130- slide deck of tables, graphs and charts in the appendix for presentations to top executives. How many research projects were completed within budget and on time?
Harvard Business Review
AUGUST 17, 2017
Yet progress within organizations has been slow – there is still a lack of women and minorities in leadership positions, and certain industries like tech and finance are lacking diversity at all levels. And many diversity programs fail. Hold yourself and others accountable on diversity initiatives.
Harvard Business Review
SEPTEMBER 27, 2012
Its new management team took over an organization that was bureaucratic, overstaffed, and bleeding cash. Middle managers were confused about what to do, and many pushed their local agendas at the expense of the company's overall best interests. The team decided to adopt a simple-rules approach to the work ahead.
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