Next Level Blog

OCTOBER 5, 2021

A few weeks ago, I was in a conversation with a group of senior managers when one of them told a story that put what has come to be known as The Great Resignation in sharp relief. In the text, the former employee wrote that if any effort had been put into conveying why and how they and their work mattered, they would have stayed.

Efficiency 246

Efficiency McKinsey Hammer Sharpe 246

Rich Gee Group

OCTOBER 8, 2023

A report by McKinsey Global Institute estimates that AI could add $13 trillion to the global economy by 2030. Supply chain management? AI specialists can provide insights into what technologies to adopt, how to integrate them, and how to avoid potential pitfalls. Prioritize Data Management: AI thrives on data.

Supply Chain 195

Supply Chain Ethics Case Study Handbook 195

Lead on Purpose

DECEMBER 14, 2013

While you might hear these statements from any manager, they all have one thing in common: the lack of specificity. How strong is the team? How do you know that they are doing well for a given time period? How exactly – and based on what specific parameters – is your team improving? Test your management strategies.

Metrics 190

Metrics Management Katz How To 190

Leading Blog

JUNE 30, 2020

How The Best Leaders Connect by @SteveGutzler. How To Deal With The Gap Between Expectations and Reality at Work by @SusanMazza. How to Alleviate Leadership Anxiety With the Power of Perspective by @WScottCochrane. Four Lessons A Baseball Manager Could Teach Your Team from @JohnBaldoni.

Emotional Intelligence 306

Emotional Intelligence McKinsey Crisis Leadership Styles 306

Leading Blog

APRIL 3, 2020

A S a McKinsey & Company article stated in late March 2020: “What leaders need during a crisis is not a predefined response plan but behaviors and mindsets that will prevent them from overreacting to yesterday’s developments and help them look ahead.”. Involve More People. The Transpersonal Touchstone Explored.

McKinsey 293

McKinsey Emotional Intelligence Crisis Self-aware 293

Lead from Within

APRIL 22, 2024

According to McKinsey’s study, it highlights the concerns of executives, with a staggering 87% believing that their organizations will face disruption due to digital trends. Very few understand why or how to prevent it. But in time, every executive reaches a point when their performance suffers and failure persists.

Development 166

Development Storytelling Uncertainty Human Capital 166

Leading Blog

JUNE 30, 2019

How to Lead When There's Not Enough Time via via @letsgrowleaders. How to Use Mental Imagery to Achieve Your Goals by @JesseLynStoner. How to Navigate Being Unemployed by @outofworkcoach. There is no section marked “managing your professional decline.”. There is no section marked “managing your professional decline.”.

McKinsey 225

McKinsey Storytelling Conference Learning-by-Doing 225

Great Leadership By Dan

MARCH 23, 2020

4 Leadership Skills for Crisis Management (Daniel Goleman, using your emotional intelligence) 4. How a Good Leader Reacts to a Crisis (HBR) 6. Leadership in a crisis: Responding to the coronavirus outbreak and future challenges (McKinsey) 7. Crisis Management: The Overlooked Leadership Skill (CFO) 9. (Forbes) 2.

Crisis 283

Crisis Article Crisis Management Goleman 283

Leading Blog

JULY 1, 2023

The Leap to Leader : How Ambitious Managers Make the Jump to Leadership by Adam Bryant The chasm separating managers from leaders is widening as the skills required to be an effective leader grow in number and complexity. Middle manager." Through them all, he's managed to guide his team out the other side successfully.

Books 242

Books Leadership Middle Management Chemicals 242

Leading Blog

OCTOBER 27, 2023

Here are common obstacles to our ability to have a +influence, along with how to minimize their interference: 1. She was formerly with McKinsey, working with MNCs and local companies in the US, China, and India.

Influence 347

Influence Positioning Self-aware CEO 347

HR Digest

JULY 28, 2021

In a recent McKinsey Global Survey on the future of workforce needs, nearly nine in ten executives and managers say their organizations either face skills gap already or expect gaps to develop within the next five years. But less than half of the respondents had a clear sense of how to address the problem. ACCELERATING UPSKILL.

McKinsey 134

McKinsey Aggregate Demand Industry Crisis 134

Great Leadership By Dan

JUNE 11, 2020

According to McKinsey , many CEOs struggle to identify people good at innovation -- the “intrapreneurs” within their organizations who possess the rare mix of skills, motivation and attitude to successfully bring new ideas to market. Most organizations reward employees for their ability to manage. The problem? Why is that?

Innovation 227

Innovation Team How To Uncertainty 227

Career Advancement

AUGUST 12, 2019

Renae Asks: I’m trying to use my time wisely, and that means being strategic in the leadership training opportunities I pursue, as well as the ones I set up for the team I manage. Some people seem to have a natural talent for leading, while others struggle to grasp how to do it. —Vince Lombardi. To many, leadership is an elusive role.

Quality 166

Quality Leadership McKinsey Training 166

CO2

SEPTEMBER 21, 2022

In a McKinsey survey , 70% of respondents cited work as a defining factor in their sense of purpose—with 63% saying they would like more opportunities to live out that purpose in their day-to-day work. . Most organizations try to be everything to everybody,” explains Gary Cohen, managing partner at CO2.

How To 78

How To Long-term Performance Review Mission Statement 78

CO2

SEPTEMBER 21, 2022

In a McKinsey survey , 70% of respondents cited work as a defining factor in their sense of purpose—with 63% saying they would like more opportunities to live out that purpose in their day-to-day work. Most organizations try to be everything to everybody,” explains Gary Cohen, managing partner at CO2.

How To 78

How To Long-term Performance Review Mission Statement 78

The Practical Leader

APRIL 5, 2023

This magical thinking causes many leaders to come back from planning sessions and direct their managers to, as Jean Luc Picard, captain of the USS Enterprise, commanded, “Make it so.” Planning sessions focus on what needs improvement and what needs to change — on how to get from where we are now to where we want to be.

Planning 52

Planning Strategic Planning How To Operations 52

Chartered Management Institute

AUGUST 22, 2023

CallOutForChange Gender Inequality: A how-to guide In many organisations, there remains a gap between rhetoric and reality, with female managers continuing to experience everyday sexism and bias in their workplace. Workplace equality could add £150bn to the UK economy by 2025 (Mckinsey).

Diversity 52

Diversity McKinsey Report Training 52

CoachStation

AUGUST 26, 2022

Yet, too often managers see them as negotiable. Gallup estimates that managers account for at least 70% of the variance in employee engagement across business units. Unfortunately, these criteria miss a crucial element: the right talent to succeed as a manager and leader. None of these points are theories. You have options.

Motivation 130

Motivation McKinsey Attrition Influence 130

Leading Blog

MAY 31, 2018

How to Bounce Back from a Big Mistake at Work via @TalentCulture @MeghanMBiro. How to Build Business Acumen on a Budget by @Julie_WG. via @McKinsey. CEO of billion-dollar Zuora reveals a key management lesson he learned the hard way. Creatives: How To Protect Your Mental Space by @PhilCooke. by @TanveerNaseer.

Emotional Intelligence 161

Emotional Intelligence McKinsey Budgeting Learning-by-Doing 161

First Friday Book Synopsis

MAY 19, 2013

Eric Schmidt on "Disruptive technologies" HBR HBR’s 10 Must Reads on Strategic Marketing How to Listen When Someone Is Venting John Butman Management Tip of the Day Margaret Heffernan Mark Goulston Mark Kaplan Mason Donovan McKinsey & Company McKinsey Publishing Michael D.

McKinsey 80

McKinsey Blog Kaplan Charisma 80

Leading Blog

FEBRUARY 19, 2020

Considering that most change efforts only succeed 30% of the time, Scott Keller and Bill Schaninger (both McKinsey partners) put forth a change model to increase the odds of success (upwards of 79% of the time) in Beyond Performance 2.0. How ready are we to go there? How do we manage the journey? Where do we want to go?

Hamel 276

Hamel Objective McKinsey Learning-by-Doing 276

First Friday Book Synopsis

APRIL 21, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Flat Army: Creating a Connected and Engaged Organization Dan Pontefract The Idea Factory: Bell Labs and the Great Age of American Innovation Jon Gertner To Save Everything, Click Here: The Folly of Technological Solutionism Evgeny Morozov [.].

Govindarajan 75

Govindarajan Blog McKinsey Bond 75

First Friday Book Synopsis

MAY 6, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Customer CEO: How to Profit from the Power of Your Customers Chuck Wall The Referral Engine: Teaching Your Business to Market Itself John Jantsch Disney U : How Disney University Develops the World’s Most Engaged, Loyal, [.].

Kleiner 80

Kleiner Schein Blog McKinsey 80

Great Leadership By Dan

JULY 30, 2020

McKinsey predicts that by 2030, over 25 million jobs in the United States will be automated. Being able to manage one’s emotions; generate positive emotions; and be highly sensitive to the emotional state of others will be important human skills. jobs including professional jobs will be automated.

Career 231

Career Learning-by-Doing McKinsey Agility 231

First Friday Book Synopsis

APRIL 28, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS The Power of Why: Breaking Out in a Competitive Marketplace Richard Weylman Creative Intelligence: Harnessing the Power to Create, Connect, and Inspire Bruce Nussbaum The Creative Brain: The Science of Genius Nancy C. Andreasen Crisis Communications: [.].

Kleiner 80

Kleiner Schein Blog McKinsey 80

Leading Blog

NOVEMBER 30, 2012

Change and Continuity - Mintzberg And Kotter Agree - You Must Manage Both by @profkjmoore. How to Change Your Thoughts and Why You Must by @ducttape. Find Your Blind Spot: A Self-Reflection Activity for Managers by @petefriedes. Part 1 of 6 by @Mark_Sanborn. Read " The Art of Receiving " by @LollyDaskal.

Mintzberg 268

Mintzberg Kotter Hamel McKinsey 268

The Horizons Tracker

MAY 24, 2022

Companies have managed to construct an AI strategy and are building an ecosystem around AI that is underpinned by the structures and processes required to make the technology work. The post The Returns Companies Are Getting From AI Investments first appeared on The Horizons Tracker.

Company 88

Company Survey McKinsey Project 88

Leading Blog

SEPTEMBER 12, 2012

It contains concise explanations (without all the jargon) of some of the most popular strategy tools and how to use them. Second, there are some of the most influential tools from the field of strategy and management. In his own words: “First, there are the most popular tools—those that are used most often in the workplace.

Strategy 280

Strategy Books Balanced Scorecard Mauborgne 280

First Friday Book Synopsis

SEPTEMBER 15, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Word of Mouse: 101+ Trends in How We Buy, Sell, Live, Learn, Work, and Play Marc Ostrofsky The Necessity of Strangers: The Intriguing Truth About Insight, Innovation, and Success Alan S. Word of Mouse Yale School of Management'

Govindarajan 75

Govindarajan Blog McKinsey Tools 75

Leading Blog

DECEMBER 31, 2013

10 Reasons why Managers are Clueless about Leadership by @greatleadership. Leading in the 21st century: An interview with Ford’s Alan Mulally | McKinsey & Company. How leaders seek the best in others? How Leaders Can Ride the Storm by @LaRaeQuy. Leading, When You Are Not The Leader by @toddbnielsen. link] by @tshnall.

Festinger 250

Festinger Servant Leader McKinsey Self-aware 250

Eric Jacobson

NOVEMBER 22, 2021

from Columbia University and worked at McKinsey, Goldman Sachs, and as a White House Fellow. The only reasons I’ve accomplished anything is because I learned early how to bounce back with unrelenting energy and passion and come up with a new dream every time I stumbled.” If you help people, they will want to help you.

Real Estate 65

Real Estate Open-book McKinsey Learning-by-Doing 65

Great Leadership By Dan

JANUARY 9, 2020

According a leadership survey conducted by McKinsey , U.S. In order to do this and to be the catalyst for vibrant workplace cultures, they need to do one thing that most managers don’t -- they need to relentlessly develop their emotional intelligence. companies spend around $14 billion on leadership development.

Quality 214

Quality Emotional Intelligence Self-aware McKinsey 214

Experience to Lead

JANUARY 25, 2022

This robust leadership blog from INSEAD features incisive pieces on strategy, operations and management. Magazine’s Top 100 Leadership and Management Experts, complements his blog with his Leadership Biz Cafe podcast. Check this out: How to Lead When Your Employees Know More Than You Do. The McKinsey Podcast. Lead Change.

Blog 52

Blog Leadership McKinsey Globalization 52

First Friday Book Synopsis

OCTOBER 27, 2013

Bob''s blog entries "Avoiding the quicksand: Ten techniques for more agile corporate resource allocation "Brain Food Nuggets (21-30)" "How Firms Fall Short on Career Management" "New Research Suggests That Sleep Detoxes the Brain" "Scientific Speed Reading: How to Read 300% Faster in 20 Minutes" "The 6 Types of Thinkers to Seek for Your Team" "The (..)

Blog 80

Blog Handbook McKinsey Agility 80

Eric Jacobson

JANUARY 1, 2023

from Columbia University and worked at McKinsey, Goldman Sachs, and as a White House Fellow. The only reasons I’ve accomplished anything is because I learned early how to bounce back with unrelenting energy and passion and come up with a new dream every time I stumbled.” If you help people, they will want to help you.

Real Estate 65

Real Estate Open-book McKinsey Learning-by-Doing 65

First Friday Book Synopsis

AUGUST 25, 2013

Bob''s blog entries "Givers take all: The hidden dimension of corporate culture" "How Do You Create Innovation in Your Business? of the Oxford Princeton Program) in “The Corner Office” Compelling People Dave Kerpen HBR Huffington Post Hugh Martin (chief executive of Sensity Systems) in “The Corner Office” Inc.

Blog 75

Blog ROI Film McKinsey 75

LDRLB

FEBRUARY 14, 2017

Gardner has lived and worked on four continents, including positions with McKinsey & Co. In this interview, we discuss how leaders (and all successful professionals) win by breaking down silos. How to Break Down Barriers. Under New Management. and Procter & Gamble, and as a Fulbright Scholar. Enjoy This Episode?

McKinsey 106

McKinsey Organizational Behavior Review Resources 106