Make sure that team members are working effectively together towards common goals that benefit the whole organization, and not focusing exclusively on individual agendas.
Read more
Senior executive teams frequently struggle to distinguish between the strategic priorities that they must focus on and the operational details, which they should delegate. McKinsey partner Judy Malan describes how one team found its focus.
Read more
McKinsey partner Judy Malan says ensuring that the right people are on the team requires conscience attention and courage from the team leader.
Read more
Marla M. Capozzi, Renee Dye and Amy Howe present a few relatively simple techniques that can help anyone generate new and creative ideas.
Read more
McKinsey partners Scott Keller & Colin Price, authors of Beyond Performance, know that it's hard to get organizations to change. Here, they present an influence model for creating sustainable shifts in organizational behavior.
Read more
The energy to truly change a company over the course of months or years has to come from the grassroots. How mangers can use viral marketing to support this kind of change.
Read more
Scott Keller and Colin Price describe two counterintuitive insights about creating lasting change. Keller and Price are the authors of "Beyond Performance: How great organizations build ultimate competitive advantage".
Read more
Editor’s note: Why are managers so often short sighted at the expense of the long-term health and value of their companies? One reason is that compensation and incentive systems are too often geared to the short term. These incentives can skew our perspective of the bigger picture. Indeed, research suggests that most executives wouldn’t fund a viable new initiative if doing so reduced current earnings. Changing this...
Read more
Know how to project power, counsels Stanford management professor Bob Sutton, since those you lead need to believe you have it for it to be effective. And to lock in your team’s loyalty, boldly defend their backs.Bosses matter. They matter because more than 95 percent of all people in the workforce have bosses, are bosses, or both. They matter because they set the tone for their followers and organizations. And they...
Read more
Many companies throw financial incentives at senior executives and star performers during times of change. There is a better and less costly solution.Too many companies approach the retention of key employees during disruptive periods of organizational change by throwing financial incentives at senior executives, star performers, or other “rainmakers.” The money is rarely well spent. In our experience, many of the...
Read more
