Leading Blog

SEPTEMBER 1, 2013

The Firm : The Story of McKinsey and Its Secret Influence on American Business by Duff McDonald. Here''s a look at some of the best leadership books to be released in September. Thinking in New Boxes : A New Paradigm for Business Creativity by Luc de Brabandere and Alan Iny.

Govindarajan 281

Govindarajan Books McKinsey Library 281

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. Architect : Influence levers. Act : Generation of energy.

Hamel 280

Hamel Objective McKinsey Learning-by-Doing 280

CoachStation

AUGUST 26, 2022

They then speculate unemployment will rise to 4% by 2024 in the wake of the economic slowdown influenced by rate hikes. As a leader you are obligated to develop your skills to influence and support each and every team member. Choice and effort influence engagement. Overall wellbeing influences life at work.

Motivation 130

Motivation McKinsey Attrition Influence 130

Experience to Lead

JANUARY 29, 2024

By tuning into the most cutting-edge leadership podcasts, you stay on top of the latest trends, understand how global issues are influencing the workplace and ensure continuous personal and professional growth. The podcast is available on major platforms including Spotify and Apple Podcasts, as well as on the McKinsey Insights app.

Emotional Intelligence 52

Emotional Intelligence Blanchard Leadership McKinsey 52

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

The Center For Leadership Studies

NOVEMBER 23, 2020

EI helps leaders perceive and solve for the needs of each person and group they influence. With that in mind, allow me to share five reasons why leaders need Emotional Intelligence training: Emotionally intelligent leaders increase retention numbers and directly influence engagement scores. McKinsey & Company. 3 Goleman D.

Emotional Intelligence 98

Emotional Intelligence Training Goleman McKinsey 98

N2Growth Blog

NOVEMBER 15, 2022

But a study by McKinsey revealed that in today’s business landscape, employees also want to feel valued by their organization. The relationships that executives cultivate with other people can be powerful in influencing learning, growth, business opportunities, and critical decision-making.

Executive Coaching 318

Executive Coaching Execution Self-aware Company 318

First Friday Book Synopsis

MAY 31, 2011

Here is an excerpt from another outstanding article now available at the website of The McKinsey Quarterly, published by McKinsey & Company. They include three exhibits: Exhibit 1: Among practices that influence a lab’s productivity, talent is the one most correlated with high [.].

Talent Management 80

Talent Management McKinsey Simon Management 80

First Friday Book Synopsis

DECEMBER 1, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS The Firm: The Story of McKinsey and Its Secret Influence on American Business Duff McDonald Connected: The Surprising Power of Our Social Networks and How They Shape Our Lives — How Your Friends’ Friends’ Friends Affect […].

Bryson 75

Bryson Blog McKinsey Tips 75

The Practical Leader

MAY 20, 2020

“The very essence in all power to influence lies in getting the other person to participate. Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage (ten year global study of 500 firms by McKinsey). ” Raj Sisodia, Jag Sheth and David B.

Sheth 116

Sheth Argyris Emotional Intelligence Goleman 116

The Horizons Tracker

MARCH 15, 2022

Indeed, McKinsey recently argued that one of the few plus points from the pandemic was it reinforced the importance of building change capabilities within our organizations. As we begin to see some kind of normality returning to life, there has been an understandable desire to examine how we can better prepare ourselves for the future. “The

Company 107

Company Hofstede Supply Chain Agility 107

First Friday Book Synopsis

NOVEMBER 26, 2013

Ellis Daniel Burrus Douglas Conant Finding your digital sweet spot How to Influence People Like a CEO JIm Clifton John Baldoni Kennedy Books Offer New Analysis" Lauren Everitt Leonard Mlodinow LinkedIn LinkedIn Pulse Lynn Neary Maria Popova McKinsey Quarterly Nancy F.

Blog 75

Blog McKinsey Analysis Globalization 75

Great Leadership By Dan

JANUARY 9, 2020

According a leadership survey conducted by McKinsey , U.S. They have purpose, influence, ethics, and they continually look to safeguard the future of their organization. But what qualities do these leaders have that make them exude such strength of character, while other supposed leaders fall short? That’s the thing about leadership.

Quality 214

Quality Emotional Intelligence Self-aware McKinsey 214

Strategy Driven

MAY 2, 2019

For efficient use of team resources you need to be working on the issues where the impact is high and you have a significant ability to influence the outcome. McLean is a Director Emeritus of McKinsey and Company and led the Australian and New Zealand McKinsey practice for eight years. That’s important too.

Process 74

Process Strategy Disaggregation Agility 74

First Friday Book Synopsis

MAY 27, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Breaking Out: How to Build Influence in a World of Competing Ideas John Butman What You’re Really Meant to Do: A Roadmap for Reaching Your Unique Potential Robert Steven Kaplan The UnStoppables: Tapping Your Entrepreneurial […].

Kaplan 75

Kaplan Blog Hamel Handbook 75

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. . Leverage points are your organization’s ‘influencers.’ The good news is that people want to have a purpose in the work they do.

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. Leverage points are your organization’s ‘influencers.’ The good news is that people want to have a purpose in the work they do.

How To 78

How To Long-term Performance Review Mission Statement 78

Lead Change Blog

APRIL 7, 2020

The tone-deaf ‘influencers’ still post bikini photos, and 20-somethings frolic on the Florida beaches. Jon explains: “McKinsey & Company’s research suggests that 70 percent of change efforts fall short of their objectives or fail altogether. Everyone handles situations differently. ’ Will it be you?

Leadership Development 238

Leadership Development Development Leadership Crisis 238

HR Digest

NOVEMBER 4, 2023

Analyze hiring practices by competitors and see what benefits they offer Keep an eye on research reports that are put out by organizations like Deloitte, McKinsey, SHRM, etc. It takes an active HR department and research team to keep their eyes on shifting trends in order to find innovative ways to retain employees.

Process 59

Process Attrition Trends Training 59

Great Leadership By Dan

AUGUST 6, 2015

Per the 2014 McKinsey research study of 1323 companies involved in organization redesign, less than a quarter of those transformation efforts succeeded. The business context, leadership scope, leadership level of influence, and style at each organization level are different.

Leadership 120

Leadership Stage-Gate Critical Success Factor Objective 120

Harvard Business Review

JULY 18, 2023

A conversation with McKinsey’s Emily Field on reimagining the roles to fit the times.

Middle Management 16

Middle Management McKinsey Management Power 16

Center for Creative Leadership

AUGUST 26, 2019

Though the work contexts may differ, both types of leaders must deal with competing priorities, conflicting vested interests, and rival centers of influence and power. And leaders from both contexts take these competencies with them when they go on to their next challenge.

Benchmarking 57

Benchmarking Leadership Bottom-up Leadership Pipeline 57

CO2

JANUARY 15, 2020

According to a 2019 Conference Board survey , the most common reasons CEOs hire an executive coach are leading teams and developing people; executive presence or influencing others; and emotional intelligence. Why Hire Executive Coach as a CEO? All these reasons have to do with people. This is why hire an executive coach!

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

According to a 2019 Conference Board survey , the most common reasons CEOs hire an executive coach are leading teams and developing people; executive presence or influencing others; and emotional intelligence. Why Hire an Executive Coaching as a CEO? All these reasons have to do with people. This is why hire an executive coach!

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

CO2

JANUARY 15, 2020

Why CEOs want executive coaching According to a 2019 Conference Board survey , the most common reasons CEOs hire an executive coach are leading teams and developing people; executive presence or influencing others; and emotional intelligence. All these reasons have to do with people.

Executive Coaching 78

Executive Coaching Execution Welch Self-aware 78

First Friday Book Synopsis

OCTOBER 28, 2012

Advocacy: Championing Ideas and Influencing Others John Daly The Trust Edge: How Top Leaders Gain Faster Results, Deeper Relationships, and a Stronger Bottom Line David Horsager Entrepreneurial Nation: [.]. Thorndike, Jr.

Blog 85

Blog Review CEO Influence 85

Strategy Driven

NOVEMBER 22, 2016

But the button changes depending upon who I’m trying to influence. I’m tailoring it based upon who I’m trying to influence. Before founding his own company, he was an assistant professor at Duke University, a consultant at McKinsey & Co., The VP of Sales will care about sales. The CFO will care about profits.

Metrics 50

Metrics CFO Chief Financial Officer Marketing 50

N2Growth Blog

OCTOBER 12, 2020

Along with two other co-founders, Oliver Kharraz left the posh world of strategy consulting (McKinsey) and set out to solve a problem that had been nagging him—and millions of other patients for decades—the dread and hassle of booking a new doctor appointment. And so Oliver’s leadership journey began.

McKinsey 221

McKinsey Entrepreneur Technology Learning-by-Doing 221

Harvard Business Review

SEPTEMBER 15, 2015

In fact, they can be even more powerful than that: stories can influence our decisions and behavior. At McKinsey, employees are highly familiar with stories about long-time managing director Marvin Bower’s integrity, and at Starbucks, stories are widely told about CEO Howard Schultz’s commitment to employee welfare.

Influence 8

Influence Bottom-up McKinsey Hotels 8

Marshall Goldsmith

NOVEMBER 4, 2013

At the consulting firm McKinsey and Company, a Director may often have less detailed knowledge about a client than a more junior partner. When direct reports know more than their managers, they have to learn how to “influence up.” Many leaders will be operating more like the managing director of a consulting firm.

Short-term 107

Short-term Long-term Trends Telecommunications 107

CO2

APRIL 1, 2022

A recent survey conducted by McKinsey found that 42% of millennial and Gen Z consumers cited purpose as the primary reason they switched brands. Generation Z , which includes anyone born between 1997 and 2012, influences your business more each day as the generation enters the workforce and its purchasing power increases.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

CO2

APRIL 1, 2022

A recent survey conducted by McKinsey found that 42% of millennial and Gen Z consumers cited purpose as the primary reason they switched brands. Generation Z , which includes anyone born between 1997 and 2012, influences your business more each day as the generation enters the workforce and its purchasing power increases.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Harvard Business Review

OCTOBER 4, 2013

Consider, for example, the case of McKinsey. Clearly, McKinsey is a highly successful professional services firm, making rather healthy margins. McKinsey, of course, offers the most uncertain product of all: Strategy advice. And that is what McKinsey does so well. But customers, nonetheless, have to pick one.

McKinsey 14

McKinsey Mauborgne Competitive Advantage Porter 14

Harvard Business Review

AUGUST 15, 2014

Both cite a McKinsey survey which, ironically, found that “Organizations’ efforts to go digital. adults who do use social media say these sites have absolutely no influence on their purchasing decisions; 30% say the sites have “some” influence, and only 5% say they have a great deal of influence. are picking up steam.”

Media 11

Media ROI McKinsey Survey 11

Harvard Business Review

AUGUST 8, 2018

According to research by McKinsey , up to half of new-leader transitions fail within two years. It’s typical for new employees to initially place most of their focus on the relationships with their direct manager and those they manage, but others across the organization can be just as critical in influencing your career.

Learning Curve 14

Learning Curve McKinsey Goal Planning 14

Harvard Business Review

OCTOBER 17, 2018

New research from the McKinsey Global Institute simulates the potential global macroeconomic impact of five powerful technologies (computer vision, natural language, virtual assistants, robotic process automation, and advanced machine learning). But how will AI impact the economy in broad terms?

GDP 11

GDP McKinsey Long-term Technology 11

Harvard Business Review

JUNE 18, 2013

According to a McKinsey Global Institute report on big data , we''ll need over 1.5 But to fill the alarming need highlighted in the McKinsey report, most do need to become better consumers of data, with a better appreciation of quantitative analysis and — just as important — an ability to communicate what the numbers mean.

McKinsey 12

McKinsey Press Release Information Technology Analysis 12