N2Growth Blog

MARCH 27, 2011

It doesn’t matter whether these gaps are positional or philosophical, whether they exist because of your pride or their ego, or whether you need to build a bridge or mend a fence due to a wrong that was committed by you or against you. Smart leaders don’t allow fractured relationships to disrupt healthy behaviors and attitudes.

Leadership 390

Leadership Span of Control Loyalty Follow-up 390

Skip Prichard

JULY 19, 2021

The following was written by a person who, during a series of crucible experiences in a position of leadership, learned much about how best to lead: “…Loving – something I so desperately hoped that I did – meant much more than simply feeling that I cared. All fifty of us were similarly selected for major leadership positions around the world.

Leadership 132

Leadership Crisis Learning-by-Doing Team 132

Harvard Business Review

NOVEMBER 4, 2016

Barrett ends his first week wondering if he made the right decision to take this new position. The difference between these two scenarios is that Gail is an external hire, whereas Barrett is transitioning into a new group and position in the organization he’s worked in for years.

Span of Control 8

Span of Control Career Document Motivation 8

N2Growth Blog

OCTOBER 1, 2012

People arrive at a position of leadership in many different ways – some individuals openly and aggressively seek out positions of leadership, while leadership is thrust upon others. If you’re in a position of leadership and don’t feel you have any blind spots, you’re either very naïve or very arrogant.

Leadership 410

Leadership Self-aware Span of Control Learning-by-Doing 410

Harvard Business Review

DECEMBER 23, 2016

The company better aligned the workforce mix to its strategy, by optimizing different talent acquisition channels, manager spans of control (number of workers reporting to them), and worker mobility. Educate leaders on how and why to optimize a blended workforce. Fewer junior scientists reported to each senior scientist.

Strategy 8

Strategy Span of Control Finance How To 8

Harvard Business Review

DECEMBER 14, 2012

Traditionally, being powerful within an organization has been a function of three aspects of bossness: (a) your title and rank within the hierarchy, (b) your span of control, or how many people you direct, and (c) your budget and/or profit and loss responsibilities. Isn't power about being the boss?

Power 14

Power Span of Control Senge Media 14

Harvard Business Review

SEPTEMBER 23, 2015

The bachelor’s degree was chosen as a proxy for skills in an attempt to separate higher-level management roles from lower-level supervisor positions). Get clear on what you can and cannot change, and keep your focus on things inside your span of control.

Middle Management 8

Middle Management Management Span of Control Sample 8

Harvard Business Review

SEPTEMBER 8, 2017

In this path, CMOs take on a new title and position, with responsibility for the end-to-end customer experience and other growth-oriented functions. Some research indicates that CEOs hold CMOs responsible for disruptive growth more than any other position in the C-Suite. Up : CMOs are promoted into new roles.

CEO 8

CEO Marketing Span of Control Sports 8

Harvard Business Review

FEBRUARY 26, 2016

.” Immelt elevated marketing and digital media when he promoted Beth Comstock to vice chair, while other positions, including that of the CFO, are at the senior vice president level. Change the mindset from “span of control” to “speed and collaboration.” Make the organization team-based and fluid.

Short-term 8

Short-term How To Venture Capitalist CFO 8

Harvard Business Review

SEPTEMBER 25, 2012

Although it may be counter-intuitive, one of the most powerful changes you can make in your organization is to increase spans of control — a simple shift that can liberate employees, streamline the hierarchy, simplify processes, and reduce costs.

Report 15

Report Span of Control Welch Cost 15