9 Posts found for Author: Brooke Weddle

Narcissism. Overconfidence. Low EQ. Why do we persist in selecting for leadership traits that hamper organizational progress—and leave the right potential leaders in the wrong roles?

Content: Article | Authors: Brooke Weddle, Bryan Hancock, Tomas Chamorro-Premuzic | Source: McKinsey Quarterly | Subjects: Diversity, Human Resources, Leadership, Organizational Behavior

Yes, organizational health still drives long-term performance—but the way leaders measure and diagnose health should change, new research shows.

Content: Article | Authors: Brooke Weddle, Bryan Hancock, Lucia Rahilly | Source: McKinsey Quarterly | Subject: Organizational Behavior

McKinsey research suggests that society is a key source of meaning for employees, along with company, customer, team, and individual. Together, they make up a collective, integrated whole that leaders can address.

Content: Quotation | Authors: Brooke Weddle, Tera Allas | Source: McKinsey Quarterly | Subjects: Human Resources, Motivation, Organizational Behavior

Maslow’s famous hierarchy of needs was both right and wrong at the same time. On the one hand, it recognized that people have many desires in addition to basic bodily needs such as water, food, and shelter. On the other hand, it assumed a fixed hierarchy where psychological needs—such as belonging and self-esteem—became relevant only after basic physical and safety needs were met. However, modern … [ Read more ]

Content: Quotation | Authors: Brooke Weddle, Tera Allas | Source: McKinsey Quarterly | Subjects: Organizational Behavior, Personality / Behavior

New research shows that having more top-performing middle managers leads to much better financial outcomes. Here are five actions that can set managers and their organizations up for success.

Content: Article | Authors: Brooke Weddle, Bryan Hancock, Emily Field, Stephanie Smallets | Source: McKinsey Quarterly | Subject: Organizational Behavior

Too many employers pay too little heed to the needs of the lower earners in their company. Here’s why—and how—they should shift gears.

Content: Article | Authors: Brooke Weddle, Tera Allas | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Motivation, Organizational Behavior

Our latest transformations research confirms that success remains elusive and reliant on a holistic approach. Yet some actions are especially predictive of realizing the financial benefits at stake.

Content: Article | Authors: Bill Schaninger, Brooke Weddle, Kate VanAkin, Michael Bucy | Source: McKinsey Quarterly | Subjects: Change Management, Management

We like to say that organizational health is composed of three things. One is how well the organization aligns around a common strategy. Two, how the strategy then translates down into the work environment—how well the organization executes against its strategy and its ambition. Three is how well it renews itself over time, which basically means two things: one, looking outside, staying in tune with … [ Read more ]

Content: Quotation | Author: Brooke Weddle | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

Some organizations worry that fostering innovation might jeopardize safety by introducing change, which many see as a source of risk. Our results, however, highlight the significance of line ownership: in our experience, one of the most effective bulwarks against accidents is the use of “near miss” programs, which encourage employees to identify hazardous situations and propose solutions before safety is jeopardized. Engaging employees in the … [ Read more ]

Content: Quotation | Authors: Brooke Weddle, Jean-Benoît Grégoire Rousseau, Randy Lim | Source: McKinsey Quarterly | Subject: Operations