The Fairness Factor in Performance Management
Many systems are under stress because employees harbor doubts that the core elements are equitable. A few practical steps can change that.
Content: Article | Authors: Bill Schaninger, Bryan Hancock, Elizabeth Hioe | Source: McKinsey Quarterly | Subjects: Human Resources, Management
The Four Building Blocks of Change
Four key actions influence employee mind-sets and behavior. Here’s why they matter.
Content: Article | Authors: Bill Schaninger, Tessa Basford | Source: McKinsey Quarterly | Subjects: Change Management, Management, Organizational Behavior
Leadership in Context
McKinsey’s leadership staircase is a pyramid of behavior analogous to Maslow’s hierarchy of needs. In this hierarchy, like similar ones, some kinds of behavior are always essential. As organizational health improves, quartile to quartile, additional behaviors become apparent. More tellingly, some appear to be differentiators: emphasizing them in different situations can lift the organizational health of a fourth-quartile company to the third quartile, a third-quartile … [ Read more ]
Content: Article | Authors: Bill Schaninger, Chris Gagnon, Michael Bazigos | Source: McKinsey Quarterly | Subject: Leadership
The Science of Organizational Transformations
New survey results find that the most effective transformation initiatives draw upon four key actions to change mind-sets and behaviors.
Content: Article | Authors: Bill Schaninger, Ellen Viruleg, Tessa Basford | Source: McKinsey Quarterly | Subjects: Change Management, Organizational Behavior
The Hidden Value of Organizational Health—and How to Capture It
New research suggests that the performance payoff from organizational health is unexpectedly large and that companies have four distinct “recipes” for achieving it.
Content: Article | Authors: Aaron De Smet, Bill Schaninger, Matthew Smith | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior
Anatomy of a Healthy Corporation
Executives understand that it’s important to monitor and improve the long-term health of their companies, but rarely do. Here’s how they can practice what they preach.
Content: Article | Authors: Aaron De Smet, Bill Schaninger, Mark Loch | Source: McKinsey Quarterly | Subjects: Best Practices, Management
Managing Your Organization by the Evidence
An organization is much more likely to improve its current performance and underlying health by using a combination of complementary practices rather than any one of them alone, according to new McKinsey research.
Content: Article | Authors: Bill Schaninger, Keith Leslie, Mark A. Loch | Source: McKinsey Quarterly | Subject: Management