Skip Prichard

JULY 19, 2021

How to Earn Trus t and Lead Teams. His book, Lessons from the Navy: How to Earn Trust, Lead Teams, and Achieve Organizational Excellence is loaded with advice to help all leaders aspiring to operate at the highest levels. I recently asked him some questions based on his work. “A We had fifteen thousand employees working for us.

Leadership 132

Leadership Crisis Learning-by-Doing Team 132

Harvard Business Review

MAY 28, 2013

One manager, for example, took her team to visit a customer plant so that people could see how their product was actually used, which gave them ideas about how to improve it. So a key step in the process is to proactively clarify what your customers (internal or external) really want and what you can do to make them more successful.

Organization 11

Organization Strategy Span of Control Morale 11

Harvard Business Review

JANUARY 10, 2018

How to Work with a Bad Listener. As your span of control or influence grows, it can become increasingly more difficult to make a connection with a broadening set of colleagues, strategic networks, and teams. So, what are the various voices to access within yourself and cultivate over time? You and Your Team Series.

Leadership 12

Leadership Span of Control Storytelling Report 12

N2Growth Blog

OCTOBER 1, 2012

If you don’t know how to nuance your leadership skills you will simply miss opportunities others won’t. Control is about power – not leadership. Forget span of control and think span of influence. Context Matters : Just as life is not static, neither is the environment you work in.

Leadership 392

Leadership Self-aware Span of Control Learning-by-Doing 392

Harvard Business Review

DECEMBER 14, 2012

Traditionally, being powerful within an organization has been a function of three aspects of bossness: (a) your title and rank within the hierarchy, (b) your span of control, or how many people you direct, and (c) your budget and/or profit and loss responsibilities. How to Find New Competitive Knowledge in Social Media.

Power 14

Power Span of Control Senge Media 14

Harvard Business Review

SEPTEMBER 25, 2012

Although it may be counter-intuitive, one of the most powerful changes you can make in your organization is to increase spans of control — a simple shift that can liberate employees, streamline the hierarchy, simplify processes, and reduce costs.

Report 15

Report Span of Control Welch Cost 15

Harvard Business Review

FEBRUARY 9, 2017

They understand the objectives, and they have a great deal of freedom in determining how to reach them within those guardrails. The art and science here is determining how to get both outcomes — consistency and innovation — in the right proportion and in the appropriate parts of your organization.

Agility 8

Agility Innovation Span of Control Objective 8