Lead Change Blog

NOVEMBER 3, 2020

Welcome to the November 2020 Leadership Development Carnival! We’re excited to share posts from leadership experts from around the globe on the topics of communication, development, engagement, motivation, productivity, team building, and more. David shares: “ Communications plans must shift in response to the events of 2020.

Leadership Development 336

Leadership Development Development Leadership Entrepreneur 336

Lead Change Blog

NOVEMBER 15, 2016

Still, studies show that leadership programs are failing at preparing future leaders with the skills needed to excel in today’s global business world. Global mindset is truly having the desire, knowledge, and skills to operate effectively in business today. It fills a strategic tactical need of operating in today’s business setting.

Globalization 150

Globalization Long-term Social Capital Travel 150

Strategy Driven

MARCH 31, 2020

We simply have no precedent for how to plan for what may come next, or for managing the pace of the upheaval. That uncertainty and inability to be in command of business operations makes us anxious. But a crisis can also present the opportunity to lead more openly and plan together how to respond.

Crisis 66

Crisis Open-book Fixed Costs Social Capital 66

Harvard Business Review

NOVEMBER 17, 2016

And being the last to learn about key decisions can set your team back, and bring your leadership into question. Send the host of the meeting an email, saying you wanted to check in about the meeting in question (let’s call it the Operations Update meeting). ” Stay neutral.

How To 8

How To Social Capital Maturity Operations 8

Harvard Business Review

DECEMBER 13, 2017

Feature prioritization and roadmap planning. PMs have to have a deep understanding of how the organization operates and must build social capital to influence the success of their product – from obtaining budget and staffing to securing a top engineer to work on their product. Running design sprints.

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

DECEMBER 8, 2016

The smaller ones could keep their own names, leadership teams, practices, and policies for the first five years. And although senior managers’ remuneration was tied to Contect’s overall sales and operating profits, the head office had relatively little control over the 30,000 projects the company had underway at any given time.

Case Study 8

Case Study Decentralization CFO Construction 8