Michael Lee Stallard

MAY 28, 2010

It includes an article that Jason Pankau and I wrote entitled “To Boost Productivity and Innovation, Connect with the Core.&# Chief of Navy Operations Admiral Vern Clark and Bono, the lead singer for the rock band U2. Examples in the article include Ret. About Michael Find out about Michaels latest book, Fired Up or Burned Out.

Film 170

Film McCarthy Godin Middle Management 170

Tanveer Naseer

FEBRUARY 20, 2018

Yes, we could, but if you need to change it is useful to make culture also operational and look at the daily (inter)actions. Our middle managers might have interesting observations that could be valuable.” Those are the ingredients of a positive culture, and they’re proven to boost productivity.

Mission Statement 265

Mission Statement Heskett CEO Fashion 265

In the CEO Afterlife

FEBRUARY 5, 2011

When I was a young product manager back in the ’70s, the only people I could talk to about brands were my colleagues in the marketing department and the advertising agency. Now my accountant, my lawyer, my portfolio manager and even my neighbour talk to me about brands.

Magazine 100

Magazine Brand Article Marketing 100

Sales Wolf Blog

DECEMBER 24, 2010

SHRM - Society for Human Resource Managment Indispensible for the HR Professional!  Or that for every dollar an organization spends on employee medical care costs related to influenza, four dollars are lost in productivity?  Quite frankly, companies today cannot afford preventable losses in productivity. 

System 167

System Human Resources Presenteeism Blog 167

Skip Prichard

NOVEMBER 15, 2019

It is a new, more advanced way of studying environments, making decisions, building cultures, and operating on a day-to-day basis. For example, they many fail to detect or assess profound changes in operating landscapes, like Bear Stearns or Blockbuster did. What if you are in middle management and the top management isn’t fully there.

Agility 86

Agility How To Decentralization Morale 86

Sales Wolf Blog

JULY 21, 2010

SHRM - Society for Human Resource Managment Indispensible for the HR Professional! Larger companies are often owned by shareholders who are removed from day-to-day operations of the company and therefore more likely to demand performance accountability from the management. One might say this is a good thing. I do not believe so.

Company 140

Company Human Resources Welch Emotional Intelligence 140

LDRLB

JANUARY 13, 2014

She was looking at these leaders, these middle managers in large companies that were in stagnant industries, but these managers were still able to have double-digit annual growth even though their industries were stagnating. .” I joined Jeanne Liedtka and her research project in the Growth Leaders.

Innovation 104

Innovation Tools Open-book Learning-by-Doing 104

Harvard Business Review

SEPTEMBER 26, 2017

On the one hand, top managers need to provide autonomy so that middle managers feel comfortable taking initiative. On the other hand, top managers must prevent middle managers from taking on too much risk, which can lead to negative performance outcomes. The Critical Role of Top Managers.

Middle Management 8

Middle Management Management Performance Review Project 8

Sales Wolf Blog

JUNE 11, 2010

SHRM - Society for Human Resource Managment Indispensible for the HR Professional!  You will also enjoy that the carnival is held three times each month, so you will always have a steady stream of great management improvement blog posts to read and learn from whenever is convenient for you.  And, by the way.

Management 133

Management Six Sigma Human Resources Kaizen 133

Michael Lee Stallard

JUNE 23, 2010

These sobering statistics represent a drain on productivity that leaders can no longer afford to ignore. Research from the Corporate Executive Board shows that engaged employees are 20 percent more productive than the average employee. Organizations with aligned and engaged employees clearly have a competitive edge. Connecting the U.S.

Long-term 207

Long-term Consensus Class Follow-up 207

Sales Wolf Blog

AUGUST 30, 2010

SHRM - Society for Human Resource Managment Indispensible for the HR Professional!  Seth shares his thoughts on the paradox of senior management.  Why?  Wally suggests keeping it simple and focusing on the basics.  Why?  Wally suggests keeping it simple and focusing on the basics.

Blog 124

Blog Maslow Talent Management Human Resources 124

Sales Wolf Blog

AUGUST 9, 2010

SHRM - Society for Human Resource Managment Indispensible for the HR Professional!  Many managers and leaders often assume (falsely) that sales people are solely motivated by money and that the only way to boost sales is to offer additional cash rewards or incentives.

Blog 124

Blog Human Resources Human Capital Talent Management 124

Sales Wolf Blog

JUNE 18, 2010

SHRM - Society for Human Resource Managment Indispensible for the HR Professional!   After illustrating the clear benefits of using checklists to prevent simple errors, Gawande goes on to describe how to implement them into your professional life.   I highly recommend that you put this book on your reading list.

Human Resources 100

Human Resources Blog Emotional Intelligence Welch 100

Sales Wolf Blog

DECEMBER 3, 2010

SHRM - Society for Human Resource Managment Indispensible for the HR Professional!  Numerous forecasting models are based off economic indicators like the Consumer Confidence Index and it is critical that you follow and understand how these leading indicators relate to your organization's operations.

Conference 133

Conference Human Resources Human Capital White Paper 133

Michael Lee Stallard

JUNE 5, 2010

If his players didn’t work hard enough during practice, as hard as he did preparing for it, he ordered them off the court, then had the student managers collect the balls, turn off the lights, and lock the doors. Coach Wooden operated a meritocracy that treated every player fairly. Military Gamification in Everything?

Follow-up 360

Follow-up Open-book Learning-by-Doing Hotels 360

Sales Wolf Blog

JUNE 13, 2010

SHRM - Society for Human Resource Managment Indispensible for the HR Professional! In a nice post to read in conjunction with Sharlyn's post above, Tim points out that we aren't operating in Q1 of 2009 anymore and that fewer and fewer employees are willing to stick around in a job working for a boss they can't stand.

Blog 100

Blog Talent Management Human Resources Welch 100

Persuasive Powerhouse

AUGUST 31, 2010

I especially enjoy working with groups of people and getting them to talk together and learn from each other and to find ways to work together more productively. My final point, I like the fact that this book is mainly catered towards frontline supervisors and middle management. What else do you want people to know?

Skills 181

Skills Books Blog Mentor 181

LDRLB

MAY 13, 2014

It talks about the 4 underlying key leadership styles and visionary, operator, processer, synergists that determine which stage an organization settles into. They tend to work very closely with what I call operators, that’s the second natural style. Operators are the symbolic opposite of visionaries. Same for the operator.

Brainstorming 60

Brainstorming Learning-by-Doing Operations Leadership Styles 60

Harvard Business Review

APRIL 6, 2018

At the start of my public seminars on strategic planning I ask attendees, who rank from board members and CEOs to middle management, to write down an example of a strategy on a sheet of paper. ” Taking a stakeholder approach to strategic planning induces managers to raise their thinking to the organization level.

Strategic Planning 14

Strategic Planning Planning Objective Seminar 14

Harvard Business Review

JUNE 28, 2016

Point being: New managers always can benefit from plenty of support. It’s hard to find precise spending data on the amounts invested in management training (for supervisors and middle managers) and leadership development (for senior executives). Without solid shop-floor management, operations grind slowly.

Training 14

Training Development Management Budgeting 14

Harvard Business Review

JANUARY 2, 2017

Three ways to manage the digital transition are: Define where change is needed most: Digital technology affects every company differently, but it tends to create or destroy value in four critical areas of the organization: customer engagement, digital products and services, operational performance, and preparing for disruptive new business models.

CEO 12

CEO Agility Technology Industry 12

Harvard Business Review

JULY 6, 2011

It also encourages their developers to identify software fixes and new products. The developers have three minutes to present their ideas, and developers and managers choose the best. But he's convinced it's paid off in product innovations, internal improvements, and satisfied customers. The results?

Process 14

Process Software How To Tools 14

Harvard Business Review

FEBRUARY 15, 2012

In most companies there's more than a kernel of truth to these managers' complaints. At the middle management level you typically don't have the clout or resources required to make sweeping changes. As an example, consider Lynn Hollings, a mid-level manager who took the initiative to introduce change within her organization.

Innovation 15

Innovation Merchandising How To Proposal 15

Harvard Business Review

JULY 24, 2018

And because organizational change tends to be driven by those who most acutely feel the pain, it’s often line managers who are the strongest champions for “talent tech”: innovations in how firms hire people, staff projects, evaluate performance, and develop talent. Insight Center. Adopting AI. Sponsored by SAS.

Technology 10

Technology Talent Management Process Management 10

Harvard Business Review

MARCH 1, 2016

Just in case you’ve forgotten, a manager in a matrix organization has two or more upward reporting lines to bosses who each represent a different business dimension, such as product, region, customer, capability, or function. The executives in charge of the various groups sit together naturally in the top management team.

Organization 8

Organization P&L Report Finance 8

Harvard Business Review

NOVEMBER 9, 2016

For everything you decide you want (a particular market positioning, an investment in a new product, a new capability or function), articulate what that means you can’t do. Here are some tips from those I’ve seen do it well: Make choices in the negative. But what she does really well is come back up.

Micromanagement 12

Micromanagement Constraint Middle Management Long-term 12

Harvard Business Review

JANUARY 15, 2014

When it comes to specialist operations, experience is key, so he was going to visit each of them and then make a decision. However, when I spoke to him again, he had just decided where he was going to have the operation: in the hospital in his hometown in Spain. I was surprised; there was no specialist in that hospital.

Gordon 8

Gordon Strategy Decisionmaking Objective 8

Harvard Business Review

OCTOBER 25, 2011

Firefighting operations continued for two days. Organizations have lots of built in excuses — functional silos, product silos, geographic silos, communication, chain of command, budget allocations and codes, turf, "before my time." Pacific Gas & Electric (PG&E) estimated that 47.6 A few weeks ago, the U.S.

Risk Management 11

Risk Management Management Supply Chain Metrics 11

Harvard Business Review

NOVEMBER 26, 2013

Today, as chairman of APCO Worldwide’s China operations , I have a deep view into the China operations of dozens of multinationals, and through that I can see that management in China is going through yet another phase. Determining who runs your China operations is the most important decision a CEO can make.

Globalization 8

Globalization Operations McKinsey Mentor 8

Harvard Business Review

JANUARY 5, 2018

The chief marketing officers at consumer products companies, the heads of design at luxury apparel companies, and the heads of logistics at large retailers are cases in point. Connectors in the middle. These people tend not to have — or want — management responsibilities. Customer experience creators.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

JULY 28, 2011

The brutal facts were that our products were on the shelves of virtually every American home, but our workforce was insufficiently representative of the diverse people we were serving. I am a big believer in "being the change you want to see" in your organization, no matter whether you are a middle manager or a CEO.

Diversity 14

Diversity Human Resources How To Mentor 14

Harvard Business Review

MAY 26, 2014

The CEO thought he needed to step out of the chief sales role to focus on operations and finances. With a re-energized sales team and a new product whose revenue quickly became about a quarter of the company’s sales, rapid growth returned. It’s a different story. Consider the case of a $30 million manufacturer.

Leadership 8

Leadership Leadership Pipeline Loyalty CEO 8

Tanveer Naseer

OCTOBER 7, 2014

For people to commit, especially over the long term, they need to have confidence that a company is well-led, heading in the right direction, and well-positioned to deliver products and services they know customers want. To take a line from the X Files, “ the future is out there.”

Reputation 252

Reputation Chief Executive Officer Globalization Motivation 252

Harvard Business Review

OCTOBER 21, 2015

For example the principle of “respect for people” means leadership respects caregivers enough to develop a system in which caregivers have control to change processes without management involvement. This is a management-by-process system like the Toyota Production System. It is not about landing a few key objectives.

System 8

System Health Care Management COO 8

Harvard Business Review

MAY 21, 2018

The interviewees, who were in the process of an M&A deal or who had recently been through one, included C-suite executives, private equity dealmakers, business owners, entrepreneurs, and middle managers. When a new direction was chosen, it would reflect the best elements of both cultures and operating approaches.”

Company 9

Company Direct Marketing Execution Taylorism 9

Harvard Business Review

MAY 15, 2014

The team’s mission was to come up with new products for the European market — and then, significantly, to convince senior management in South Korea to invest in those projects — several of which, it turned out, required Samsung to deviate from their current strategy within the product categories in question.

Innovation 8

Innovation Marketing Disruptive Innovation Project 8

Harvard Business Review

SEPTEMBER 29, 2011

These differences in philosophy and approach frequently differentiate those who advance to and succeed at the executive level — and those who stay in the ranks of middle management. When you ask leaders how they build a strong management team, the answers are revealing.

Execution 14

Execution Team Chief Financial Officer Finance 14