1138 Posts Found

CEOs have always had to address conflicts between team members. But this task has grown as each new member comes aboard with a strategy to implement and an expectation that their priorities supersede all others. Health & Safety executives admonish peers who don’t put safety first. Talent executives insist colleagues make “people” their priority or risk an exodus of the best and brightest. Digital executives … [ Read more ]

Content: Quotation | Author: Jacques Neatby | Source: Harvard Business Review | Subjects: Corporate Governance, Leadership, Management

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

You’re a good boss. You care about your people. You have vision. You inspire others. But do you have what it takes to be a “superboss”?

Content: Article | Authors: C.J. Prince, Sydney Finkelstein | Source: Chief Executive | Subjects: Best Practices, Leadership, Management

Most startups don’t spend nearly enough time recognizing people. Most people need to know their managers and org leaders see their hard work and value it. They’re hungry for this type of acknowledgment. When you tell a story about them, you kick their motivation into hyperdrive, and you make them a model for the rest of the team to follow their lead.

Content: Quotation | Author: Don Faul | Source: First Round Review | Subjects: Leadership, Management, Motivation, Storytelling

If you don’t have a past experience you can use to connect to your team’s current plight, get familiar with what’s happening for them now. Listen to their stories, so you can eventually tell one that will speak to people and make them feel seen.

Content: Quotation | Author: Don Faul | Source: First Round Review | Subjects: Leadership, Management, Storytelling

I firmly believe that leaders at companies need to be in service to their people. They need to ensure they have everything they need to succeed. One of the most critical needs they have is a complete picture of why they should show up and pour their heart into their work every day. It’s not a nice to have, it’s a basic need.

Content: Quotation | Author: Don Faul | Source: First Round Review | Subjects: Leadership, Management, Motivation, Organizational Behavior

… people attach emotion to individuals. They love rooting for people. They love experiencing the world through others’ eyes. The more you can tell stories about actual people that connect to the broader purpose, the more your audience will feel and not simply hear what you are trying to tell them.

Content: Quotation | Author: Don Faul | Source: First Round Review | Subjects: Leadership, Management, Motivation, Organizational Behavior, Personality / Behavior, Storytelling

[Joel] Peterson provides three tests for deciding who to trust. The first is character. “We can’t trust a leader without integrity, who we can’t count on to do what he or she says,” he explains. Next is competence. You trust your mom, for example, but would you trust her to fly a 747 to London? The third, he says, is authority to deliver. There’s no … [ Read more ]

Content: Quotation | Authors: Joel Peterson, Theodore Kinni | Source: Stanford University | Subjects: Leadership, Management, Organizational Behavior, Trust

Given that group membership is such a deeply rooted part of human nature and organizational success, a central element of leadership is the management of group identities. In short, great leaders are “entrepreneurs of identity.” They embrace our tribal nature and seek to shape the identity of their fellow group members. To cultivate a strong group identity, leaders can take the following steps.

Content: Article | Author: Jay Van Bavel | Source: Harvard Business Review | Subjects: Leadership, Management, Organizational Behavior

As an effective leader, it’s […] imperative to act as your team’s capacity keeper, or the shepherd of the time, energy, resources, and focus that your employees have to devote to their essential work. We do this to avoid what I call the manager’s dilemma, the phenomenon that occurs when the gap between the demands you face and the resources you have available to meet … [ Read more ]

Content: Quotation | Author: Jesse Sostrin | Source: strategy+business | Subjects: Leadership, Management, Organizational Behavior

Authenticity is a necessary but not sufficient quality for an effective leader, and attempting to expand the definition of authenticity to encompass more than it means in common usage risks diminishing the importance of other essential qualities of a leader. Competence, emotional maturity, effective communication skills, and good character, critical as they are to effective leadership, are not inherent in authenticity. Focus on an … [ Read more ]

Content: Quotation | Source: Harvard Business School (HBS) Working Knowledge | Subject: Leadership

Four factors lie at the heart of good, practical leadership development: making it experiential; influencing participants’ “being,” not just their “doing”; placing it into its wider, systemic context; and enrolling faculty who act less as experts and more as Sherpas.

Content: Article | Author: Deborah Rowland | Source: Harvard Business Review | Subjects: Leadership, Training & Development

Often, a manager will take their team into a room and say, “Here’s what we need to do,” or “Here’s what I’ve been thinking,” or “Here’s one way we can think about this…” as they start sketching on a whiteboard. They’re trying to add value. We always want to add value. But if you’re in any position of authority and you do this, you’ve just … [ Read more ]

Content: Quotation | Author: James Everingham | Source: First Round Review | Subjects: Leadership, Management

Investments in traditional leadership development are often misguided and a waste of money. It’s not that development itself isn’t important. But there’s little evidence that much of it works. I’ll share some findings from a study my colleagues and I just completed at Deloitte. We surveyed and interviewed executives from more than 2,000 companies, asking extensive questions about how they develop leaders, how their companies … [ Read more ]

Content: Article | Author: Josh Bersin | Source: Harvard Business Review | Subjects: Best Practices, Leadership, Management, Organizational Behavior

The good business question is, “How are our [revenues, margins, market share, expenses] compared to our potential?” Are there behavioral considerations at the workforce or leadership level that are prohibiting us from achieving that potential?

Content: Quotation | Author: Carol E. M. Anderson | Source: ChangeThis | Subjects: Human Resources, Leadership, Management, Organizational Behavior

You might think about leadership as having to do with the intersection of psychology and business knowledge. All leaders have both an agenda they’re driving and an agenda that’s driving them. The agenda you’re driving is the business part of it. The agenda that’s driving you is the psychology part.

The agenda that you’re driving seems to me highly mutable because it’s dependent on lots of … [ Read more ]

Content: Quotation | Author: Robert Kegan | Source: McKinsey Quarterly | Subjects: Leadership, Personality / Behavior

You need the leadership trifecta: the ability to create impact, exquisite self-care, and the ability to bring people with you so they feel good about being on your boat. Self-care, impact, people. Hop to.

Content: Quotation | Author: Anese Cavanaugh | Source: ChangeThis | Subjects: Leadership, Management

It shouldn’t be a big surprise that leader behaviors that make work groups or organizational units more successful are not perfectly correlated with the behaviors that make leaders individually more successful. Organizational performance and leader career outcomes are imperfectly correlated.

Content: Quotation | Author: Jeffrey Pfeffer | Source: ChangeThis | Subjects: Career, Human Resources, Leadership

In medicine and, for that matter, other disciplines such as engineering, we demand expertise and try as best we can to assess whether or not people know what they are doing and talking about. In leadership, a good story coupled with enough self-assurance is often sufficient.

Therefore, in the domain of leadership development, where interventions as frequently measured by their entertainment value and with no science … [ Read more ]

Content: Quotation | Author: Jeffrey Pfeffer | Source: ChangeThis | Subjects: Expertise, Human Resources, Leadership, Management, Organizational Behavior

We analyzed data describing the behavior of 3,492 participants in a development program designed to help managers become better coaches. As part of this program, their coaching skills were assessed by others in 360-degree assessments. We identified those who were perceived as being the most effective listeners (the top 5%). We then compared the best listeners to the average of all other people in the … [ Read more ]

Content: Article | Author: Jack Zenger | Source: Harvard Business Review | Subjects: Leadership, Management, Organizational Behavior, Personal Development