Laurence Endersen

Weakness can be coached to average, but strength can be leveraged to the moon.

Admiral John Richardson

When I was chief of naval operations, we gathered the senior leadership together to discuss the importance of taking a real break. The science is clear! Then we made it a policy that everybody would take 10–14 continuous days of vacation each year—off the grid. And we monitored that closely. So, come August, if a leader hadn’t taken their days, we had a pretty serious … [ Read more ]

The Unlikely Upside of Mergers: More Diverse Management Teams

Mergers shake up the status quo at companies and help women and people of color move up the ladder. Research mines data from 37,000 deals.

Roger L. Martin

We are not taught how to take advantage of a diverse thought—diverse in the sense that your thought conflicts with mine—rather than saying, “I have an idea. Yours is different than mine. I must make sure mine triumphs,” which is generally what we’re taught to do, to advocate for our point of view. We’re not going to get where we need to be on diversity … [ Read more ]

The Manager’s Role in Employee Well-Being

Employee well-being and performance go hand in hand.

Gallup finds that workers who are thriving in all five elements of well-being (purpose, social, financial, community, physical) miss less work, have higher customer ratings, solve problems more readily and adapt to change more quickly than employees who are only thriving in one element. Employees with high well-being in all five elements also save their companies money in … [ Read more ]

Thomas A. Stewart, Patricia O’Connell

Enhance the employee experience by making sure employees have not only the right tools and equipment but also the right information, the right level of empowerment, and the right access to colleagues and higher authority.

Thomas A. Stewart, Patricia O’Connell

What’s too often missing is an overarching plan to design a better employee experience. That broad term encompasses daily activity (what it’s like to work somewhere), productivity (getting things done), values and culture (what makes work meaningful), and career (learning, advancing, growing).

How to Measure Inclusion in the Workplace

In an era where companies are paying more and more attention to diversity, equity, and inclusion (DEI), inclusion remains the most difficult metric to track. From new research, Gartner developed the Gartner Inclusion Index to measure what true inclusion looks like across an organization. The authors outline how to use the Gartner Inclusion Index to measure employee perceptions of inclusion, what effective action looks like … [ Read more ]

Steve El-Hage

If you want to quit because you want to do something else or it’s not for you anymore, that’s a good reason. People aren’t going to work at your company forever. But if you’re quitting because the environment is driving you crazy, as CEO that’s something I can control and shape.

Steve El-Hage

Be very thoughtful about who’s in the interview loop, and make sure everybody in the loop has veto power. If you don’t care what somebody thinks, don’t put them on the panel. And if you do care what they think, make sure that you empower them to have responsibility in the process.

How to Tap the Talent Automated HR Platforms Miss

Companies are struggling to fill open positions, but the job platforms they use often screen out promising candidates just because they don’t tick every box. Joseph Fuller probes the challenges—and opportunities—of “hidden workers.”

Unapologetically DEI: Designing Equity and Inclusion Into the New Era of Work

As a new era of work emerges in a post-pandemic world, leaders must take proactive action to avoid undoing decades of progress toward diversity, equity, and inclusion.

The Real Value of Getting an Exit Interview Right

Although the data from exit studies are a lagging indicator (i.e., data are typically collected when an employee has already decided to leave an organization), studying exits is important for learning how to keep your other star employees and continually improving your human capital practices.

Jeffrey Pfeffer

If you have technical skills without influence skills, you’re not going to go anywhere cause you can’t get anything done. If you have influence skills without technical skills, you may go places but you’ll get the wrong things done. So you really need both.

How to Future-Proof Your Organization

From project-based work to a lack of hierarchy, the way people work is changing fast. In this episode of The McKinsey Podcast, Chris Gagnon and Elizabeth Mygatt talk about what it takes for companies to be “future ready”

Molly Graham

When assessing a low performer, the most important set of exercises to run through are: What is this person’s job? What is expected of them? Do they know that? And then once they do, do they have the desire and the energy to fix it? Then you can go to them and clearly explain, “Here’s what’s expected of you. Here’s what you’re delivering. And here’s … [ Read more ]

Molly Graham

Most people can be exceptional and perform way better than they are today, under the right set of circumstances. And so the question for managers is whether those circumstances can exist in the role that that person is currently in, elsewhere in the company, or if it’s just not a fit at all.

Molly Graham

As a manager, one of the best things you can do is to take your high-performers and make bets on them, stretching them and seeing what they’re made of. Sometimes people are capable of 10X of what you have them working on today. You just have to help them get there.

Culture Wins by Attracting the Top 20% of Candidates

A culture that doesn’t just exist but that wins for your organization is one you must intentionally create. Strong organizations understand their unique culture, use multiple methods to continuously monitor the state of their culture and align the culture they want with business performance priorities — like attracting top talent.

It’s Time to Reimagine Diversity, Equity, and Inclusion

A great deal of noble and important work has been done on DEI in recent years, but we have hit a ceiling.