Tanveer Naseer

FEBRUARY 7, 2024

Carice Anderson is a seasoned corporate leader and executive, having worked at numerous organizations including Deloitte, Korn Ferry, McKinsey & Company, Aon-Hewitt, and has worked with top companies like Google, Bloomberg, JP Morgan Chase and Bain & Company.

McKinsey 130

McKinsey Mentor Diversity Career 130

Leading Blog

JANUARY 19, 2024

According to McKinsey , the common reasons for failure of transformation programs include a lack of aspiration, lack of a shared vision, lack of engagement, low investment in capability building, and an insufficient structure for the transformation team. This raises some pertinent questions. First, why do these programs fail?

How To 264

How To Agility Diversity Operations 264

Great Results Team Building

MARCH 1, 2023

As a team leader or employee, the quality of your days and the quality of your results is likely impacted significatnly by the quality of your teammates. Being a great teammate is often seen as a virtue in the workplace, but did you know that there are actually unexpected benefits to being a stellar team player?

Teamwork 169

Teamwork McKinsey Conference Survey 169

Leading Blog

JUNE 30, 2020

One Crucial Way to Release Your Team's Best Thinking via @letsgrowleaders. Four Lessons A Baseball Manager Could Teach Your Team from @JohnBaldoni. How centered leaders achieve extraordinary results via @McKinsey Five capabilities are at the heart of centered leadership. Disrespect People: When Are We Most Likely To?

Emotional Intelligence 312

Emotional Intelligence McKinsey Crisis Leadership Styles 312

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. As an executive leadership coach, I’ve witnessed the profound impact of talent development in an increasingly uncertain world.

Development 148

Development Storytelling Uncertainty Human Capital 148

Great Results Team Building

SEPTEMBER 5, 2022

Way back in January 2014, in an issue of McKinsey Quarterly , a group of researchers attempted to answer this question: “Why do so many leadership development programs fail?” And the McKinsey article has been validated by other research… . One way is with the awareness that comes from a corporate team building event.

Leadership Development 147

Leadership Development Development Leadership McKinsey 147

N2Growth Blog

OCTOBER 8, 2023

Executive onboarding is the process that supports your new executive as they transition into a position with your company, and it goes far beyond simply providing them with an orientation and welcoming them to the team. Company Culture Executive team members play a critical role in forming and maintaining company culture.

Execution 317

Execution Succession How To Process 317

leaderCommunicator

AUGUST 28, 2023

According to a 2021 McKinsey study , nearly 70% of employees are reflecting on purpose because of the pandemic. The same McKinsey study found that employees who say that they live their purpose at work are: 6.5 The same McKinsey study found that employees who say that they live their purpose at work are: 6.5

Examples 78

Examples Company McKinsey How To 78

Leading Blog

AUGUST 31, 2021

by @MarkDMcKinney Want Great Ideas from a Team? She will be missed. Check out this short video: " Don't send a man to the grocery store! " FYI: Your Chaotic Story Is an Asset — So Share It!

McKinsey 305

McKinsey Uncertainty Creativity Class 305

First Friday Book Synopsis

JULY 1, 2011

In case you missed them, see which articles have been most popular with The McKinsey Quarterly‘s readers in the second quarter of this year. STRATEGY Sparking creativity in teams: [.]. Here are the first five. To learn which articles ranked #6-10 and read any/all of the ten articles, please click here. * * * 1.

McKinsey 75

McKinsey Creativity Article Strategy 75

Eric Jacobson

JANUARY 26, 2024

“Too often company leaders view middle managers in a negative light as expendable employees who can slow down productivity and overall strategy,” explain the book’s authors and McKinsey partners Bill Schaninger , Bryan Hancock , and Emily Field. Focus on people rather than procedures. They can inform all three in return.

Middle Management 99

Middle Management Development Management McKinsey 99

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. Actionable Insights for Executives: Educate Yourself & Your Team: Before diving into AI integration, ensure you and your team understand the basics.

Supply Chain 195

Supply Chain Ethics Case Study Handbook 195

CO2

JANUARY 14, 2024

Self-reflection enables executives to understand their strengths and areas for growth, fostering a leadership style that is authentic and resonant with their team’s values. A study by McKinsey & Company highlights that 86% of CEOs who prioritized innovation successfully led their companies through recent economic uncertainties.

Leadership 78

Leadership Executive Coaching McKinsey Leadership Styles 78

First Friday Book Synopsis

APRIL 1, 2011

In case you missed them, these articles have been most popular with the McKinsey Quarterly‘s readers in the first quarter of this year. STRATEGY Have you tested your strategy lately? Ten timeless tests can help you kick the tires on your strategy, and kick up the level of strategic dialogue throughout your company. Click [.].

McKinsey 75

McKinsey Article Strategy Company 75

The Practical Leader

MARCH 27, 2024

WorldatWork writer, Rebecca McKinsey’s investigative report on ROT mandates discovered they face a backlash over flexibility. Return-to-Office Approaches: Core Values at Work Decisions about remote, in-office, or hybrid policies expose underlying values about trust, partnering, and treating team members as adults or children.

Ryan 105

Ryan McKinsey Attrition Policies 105

Great Leadership By Dan

MARCH 23, 2020

Leadership in a crisis: Responding to the coronavirus outbreak and future challenges (McKinsey) 7. Best Practices for Managing Virtual Teams and Meetings (CCL) 15. Crisis leadership Guiding the organization through uncertainty and chaos (Deloitte) 5. How a Good Leader Reacts to a Crisis (HBR) 6. How to Lead Through a Crisis (CCL) 16.

Crisis 283

Crisis Article Crisis Management Goleman 283

CO2

FEBRUARY 7, 2024

A McKinsey report hits the nail on the head – 94% of execs aren’t thrilled with their innovation game. Companies under visionary leaders are more profitable and have happier teams. It’s like having a leadership telescope – seeing beyond today’s challenges and inspiring your team to aim for stars they didn’t even know existed.

Sharpe 78

Sharpe McKinsey Crisis Management Crisis 78

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. Organizations are now facing a learning curve as managers scramble to lead their teams virtually.

McKinsey 134

McKinsey Aggregate Demand Industry Crisis 134

N2Growth Blog

NOVEMBER 15, 2022

Today, executive leaders need to be skilled in areas beyond their technical and managerial expertise to motivate their teams, continuously improve their own output, and take their organizations to new heights. But a study by McKinsey revealed that in today’s business landscape, employees also want to feel valued by their organization.

Executive Coaching 318

Executive Coaching Execution Self-aware Company 318

Lead Change Blog

FEBRUARY 23, 2021

Research from McKinsey indicates that people living “their purpose at work” report five times higher levels of wellbeing and are four times likely to be more engaged in their work, which in turn leads to higher levels of productivity and profitability. Make purpose part of the first conversation between line manager and the team.

McKinsey 231

McKinsey Crisis Uncertainty Long-term 231

Leading Blog

JUNE 30, 2018

What to Do When You Can’t Face Your Team by Mark Ellis via @leadchangegroup. Leading with inner agility via @McKinsey. Decoding leadership: What really matters via @McKinsey. Winning everything only for ourselves makes us lose so much. via @KateNasser. Summer Reading: My Summer Reading Plan Inspired by My Father from @wallybock.

McKinsey 158

McKinsey Agility Learning-by-Doing Innovation 158

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. Interpersonal roles, such as leading a team, representing the company to the outside world, and acting as a liaison. —Vince Lombardi.

Quality 166

Quality Leadership McKinsey Training 166

CO2

FEBRUARY 7, 2024

Whether you’re an emerging leader or an established figure in your field, every step up that proverbial mountain is an opportunity to evolve and elevate not just yourself, but your team and organization as well. Collective Ascent: Elevating Teams and Organizations Leadership is not a solo climb.

Leadership 78

Leadership McKinsey Innovation Learning-by-Doing 78

Persuasive Powerhouse

JULY 20, 2015

Great leaders get the best out of their teams by providing 12 core leadership “services” The best leaders provide these services in an efficient and effective way. . Today’s guest post is by Mike Figliuolo, co-author of the new book Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results. .

Team 100

Team Leadership McKinsey Efficiency 100

First Friday Book Synopsis

APRIL 16, 2011

Capozzi, Renée Dye, and Amy Howe and featured online by The McKinsey Quarterly (April 20110), the business journal of McKinsey & Company. Here is an article co-authored by Marla M.

McKinsey 113

McKinsey Creativity Team Article 113

Strategy Driven

AUGUST 11, 2023

Strategic Team Synergy: Elevating Collaboration Collaboration isn’t a mere buzzword; it’s a strategic imperative. Communication training equips teams with the tools to share insights and feedback seamlessly. When team members communicate openly, projects align with precision, sidestepping misunderstandings.

Training 116

Training Active Listening Bond McKinsey 116

Leading Blog

JULY 1, 2023

In Power to the Middle, McKinsey thought leaders Bill Schaninger, Bryan Hancock, and Emily Field call for a profound reimagining of managers and their roles. Through them all, he's managed to guide his team out the other side successfully. Not only does this outdated perspective need to change, but the future demands it. Recessions.

Books 245

Books Leadership Middle Management Chemicals 245

N2Growth Blog

OCTOBER 25, 2021

Other situational factors applied include high information ambiguity, communication breakdowns, executive-level silence, lack of team support, and poor organizational culture. Every organization has mechanisms to address most of these factors, but not all utilize these mechanisms orderly or adequately.

CTO 389

CTO Shaw Short-term Agility 389

CO2

FEBRUARY 8, 2024

. – According to a McKinsey report , companies with leaders who demonstrate vulnerability and adaptability in the face of doubt outperform their competitors in innovation and profitability.

Succession 78

Succession Uncertainty Leadership McKinsey 78

CoachStation

AUGUST 26, 2022

Developing the skills to engage team members is important. As a leader you are obligated to develop your skills to influence and support each and every team member. Your goal must be to ensure your team members are regularly performing work that they are good at and care about. It won’t always be like this, however.

Motivation 130

Motivation McKinsey Attrition Influence 130

Eric Jacobson

JULY 17, 2023

“Too often company leaders view middle managers in a negative light as expendable employees who can slow down productivity and overall strategy,” explain the book’s authors and McKinsey partners Bill Schaninger , Bryan Hancock , and Emily Field. Focus on people rather than procedures. They can inform all three in return.

Middle Management 65

Middle Management Management McKinsey Talent Management 65

CO2

FEBRUARY 12, 2024

A McKinsey report highlights that leaders who engage in ongoing personal development are 1.5 At CO2 Coaching, we focus on creating leaders who aren’t just reaching their next peak but are also elevating their teams and organizations. Leaders who embrace this philosophy tend to be more fulfilled and effective.

Leadership 78

Leadership McKinsey Report Goal 78

Experience to Lead

JANUARY 29, 2024

Whether you’re a seasoned executive or an emerging leader, this podcast provides actionable strategies for personal and professional development, team building, and inspiring others, all rooted in Maxwell’s proven leadership philosophies.

Emotional Intelligence 52

Emotional Intelligence Blanchard Leadership McKinsey 52

Kevin Eikenberry

JUNE 2, 2017

When it comes to leading an organization or a team, you need to be relevant. Thomas Barta, former McKinsey partner and senior marketer chats with Kevin about his recent book, The 12 Powers of a Marketing Leader.

Marketing 100

Marketing McKinsey Globalization Power 100

Strategy Driven

MARCH 25, 2016

It is also not news that diversifying leadership teams can pay financial dividends for corporations. Most recently, a new international study by McKinsey & Co. In spite of the long-established case for balancing executive teams, the C-Suite has remained stubbornly homogeneous. As early as 2004, research by Catalyst, Inc.

Diversity 50

Diversity McKinsey Team Leadership 50

Eric Jacobson

MARCH 20, 2021

A really good leader makes sure the entire team learns as much as possible from the failures, extracting maximum value from the experience. But he also recognized another risk: that the team responsible would pull back and become too risk averse. All four authors are partners or senior partners at McKinsey & Company.

McKinsey 65

McKinsey B2C Telecommunications Learning-by-Doing 65

Leading Blog

OCTOBER 3, 2019

McKinsey alums Charles Conn and Rob McLean teach us how to be bulletproof problem solvers using a simple 7-steps approach. The workplan and timetable assigns team members to analytic tasks with specific outputs and completion dates.”. Having a diverse team allows for different viewpoints to be brought together.

Disaggregation 220

Disaggregation Analysis McKinsey Process 220