18 Posts found for Author: Bryan Hancock

We hope that the next wave of technology actually frees up managers and gives them more time to be more effective leaders. But there’s a risk that, unguided, we end up in a world where managers spend even less time (as a percentage per employee) on coaching.

Content: Quotation | Author: Bryan Hancock | Source: McKinsey Quarterly | Subjects: Coaching, Human Resources, IT / Technology / E-Business, Management

There should be two tracks for promotions. Some people are promoted for their expertise, and others are promoted for their people management skills. So keeping those separate is key.

Content: Quotation | Author: Bryan Hancock | Source: McKinsey Quarterly | Subject: Human Resources

When appropriate, pay the best middle managers even more than your senior leaders to show how much you value them. If you hear complaints from the executives, make up the difference in equity. Compensation should be commensurate with the value a role creates.

Content: Quotation | Authors: Bill Schaninger, Bryan Hancock, Emily Field | Source: McKinsey Quarterly | Subjects: Compensation, Human Resources, Organizational Behavior

Middle managers may have a reputation for being bureaucratic, but in reality they aren’t so much the cause of bureaucracy as a barometer for it.

Content: Quotation | Authors: Brooke Weddle, Bryan Hancock, Emily Field, Stephanie Smallets | Source: McKinsey Quarterly | Subjects: Bureaucracy, Management, Organizational Behavior

Managers do not wake up and automatically know what great looks like, nor do they learn through osmosis. Instead, managers exhibit these [strong] behaviors when multiple factors are present: they have clear expectations, are given targeted training, understand why their actions matter, see inspiring leaders behaving similarly, and have support systems in place such as structure, role design, and rewards.

When any number of these factors … [ Read more ]

Content: Quotation | Authors: Brooke Weddle, Bryan Hancock, Emily Field, Stephanie Smallets | Source: McKinsey Quarterly | Subjects: Management, Personal Development

McKinsey research found that workplace relationships account for 39 percent of employees’ job satisfaction. Moreover, relationships with management, in particular, account for 86 percent of workers’ satisfaction with their interpersonal ties at work. Yet, despite the importance of these manager–employee relationships, surveyed managers report spending almost three-quarters of their time on tasks not directly related to talent management.

Content: Quotation | Authors: Bill Schaninger, Bryan Hancock, Emily Field, Marino Mugayar-Baldocchi | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior

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

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

Is your best talent hiding in plain sight? An internal talent marketplace helps match existing employees to open roles—in novel and sometimes unexpected ways.

Content: Article | Authors: Bill Schaninger, Bryan Hancock, Emily Field | Source: McKinsey Quarterly | Subject: Human Resources

Bringing advanced computing power and analytics capabilities to bear on people decisions in an organization is crucial to driving lasting and effective change.

Content: Multimedia Content | Authors: Bill Schaninger, Bryan Hancock, Simon London | Source: McKinsey Quarterly | Subject: Human Resources

We found through our research […] what drives perceived fairness in the performance-management process. One of the drivers of fairness is that you understand how what you’re working on fits in the bigger picture. […] The second driver of fairness is that there’s an ongoing component. “My manager has an ongoing conversation with me about how I’m doing, so I’m not surprised. I know what … [ Read more ]

Content: Quotation | Authors: Bill Schaninger, Bryan Hancock | Source: McKinsey Quarterly | Subjects: Human Resources, Organizational Behavior

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

Experts say three [coaching] practices that appear to deliver results are to change the language of feedback; to provide constant, crowdsourced vignettes of what worked and what didn’t; and to focus performance discussions more on what’s needed for the future than what happened in the past.

Content: Quotation | Authors: Asmus Komm, Boris Ewenstein, Bryan Hancock | Source: McKinsey Quarterly | Subjects: Coaching, Human Resources, Management

What happens after companies jettison traditional year-end evaluations?

Content: Article | Authors: Asmus Komm, Boris Ewenstein, Bryan Hancock | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior

Since only a few employees are standouts, it makes little sense to risk demotivating the broad majority by linking pay and performance. More and more technology companies, for instance, have done away with performance-related bonuses. Instead, they offer a competitive base salary and peg bonuses (sometimes paid in shares or share options) to the company’s overall performance. Employees are free to focus on doing great … [ Read more ]

Content: Quotation | Authors: Asmus Komm, Boris Ewenstein, Bryan Hancock | Source: McKinsey Quarterly | Subjects: Compensation, Human Resources

Identifying clear overperformers and underperformers is important, but conducting annual ratings rituals based on the bell curve will not develop the workforce overall. Instead, by getting rid of bureaucratic annual-review processes—and the behavior related to them—companies can focus on getting much higher levels of performance out of many more of their employees.

Content: Quotation | Authors: Asmus Komm, Boris Ewenstein, Bryan Hancock | Source: McKinsey Quarterly | Subject: Human Resources

Managers attempt to rate their employees as best they can. The ratings are then calibrated against one another and, if necessary, adjusted by distribution guidelines that are typically bell curves (Gaussian distribution curves). These guidelines assume that the vast majority of employees cluster around the mean and meet expectations, while smaller numbers over- and underperform. […] This logic appeals intuitively (“aren’t the majority of people … [ Read more ]

Content: Quotation | Authors: Asmus Komm, Boris Ewenstein, Bryan Hancock | Source: McKinsey Quarterly | Subject: Human Resources