Lead Change Blog

NOVEMBER 3, 2020

These are all phrases we’ve heard from managers (and executives) recently. People are yearning for human connection, with one another and their manager. The model is designed to help you figure out what you’ve learned from the past year – what worked, what didn’t, what’s worth keeping, and what the organization needs in the future.

Leadership Development 336

Leadership Development Development Leadership Entrepreneur 336

Lead Change Blog

NOVEMBER 15, 2016

You may have employees working globally, doing business with people from other regions or countries, or you might be relocating executives across cultures. By this, I mean being aware of the nuances of political systems, cultural norms, and psychological mindsets of whom we do business with and for. Manage high-performing teams.

Globalization 150

Globalization Long-term Social Capital Travel 150

HR Digest

JULY 28, 2021

What should companies do now? 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. This begs a pressing question: What do we do next? A STITCH IN TIME.

McKinsey 134

McKinsey Aggregate Demand Industry Crisis 134

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. And when we’re anxious, we do impulsive and short-sighted things. Even with its ups and downs, they’ve learned to depend on you.

Crisis 66

Crisis Open-book Fixed Costs Social Capital 66

Coaching Tip

MARCH 25, 2014

Before making an important decision, prudent managers evaluate the situations confronting them — and often fall into one of the eight traps of faulty thinking. While we cannot entirely rid ourselves of them, we can learn to understand the traps and compensate for them. Reciprocation ( [link] ). Nothing more, nothing less.

Cialdini 138

Cialdini Social Capital Influence Real Estate 138

Harvard Business Review

DECEMBER 13, 2017

Because I teach a course on Product Management at Harvard Business School, I am routinely asked “what is the role of a Product Manager?” ” The role of a Product Manager (PM) is often referred to as the “CEO of the Product.” Self-management: Being a PM can be incredibly stressful.

Productivity 8

Productivity Products Core Competence Management 8

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. How to Manage a Toxic Employee. Ask yourself, am I feeling vulnerable or paranoid or do I really need to be there? “Dear Annika, do you have 15 minutes to chat about the Operations Update?

How To 8

How To Social Capital Maturity Operations 8