In Harvard Business Review, Vijay Govindarajan and Chris Trimble discuss the conflict that sometimes arises between innovation teams and the people responsible for day-to-day operations. They believe the solution lies in organising an innovative initiative as a partnership of both entities.
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On Forbes.com, Sangeeth Varghese discusses the "refreshing advice" found in a book by Chip and Dan Heath called Switch: How to Change Things When Change Is Hard.
According to Tom Rath and Jim Harter of Forbes.com, your well-being and that of your employees is a serious business matter as it affects both profits and productivity – for better or worse.
They say the well-being of workers is in fact a "quantifiable and manageable lever" which affects an organisation's bottom line.
It is possible for leaders to communicate more effectively without words than with them, insists John Baldoni, writing for his HBR.org blog, adding that "what matters is poise and conviction".
The McKinsey Quarterly website features a discussion on how to test your decision-making skills and when to trust your gut instincts.
Power – and how to use it properly – is the subject under discussion by Jeffrey Pfeffer in Harvard Business Review. According to the author, it's increasingly important.
Dr Cleve Stevens, a leadership consultant to CEOs in the Fortune 500, details four key things employees need from leaders.
The McKinsey Quarterly website offers a chief executive's guide to corporate finance, revealing four principles to help leaders make great financial decisions "even without the help of the chief financial officer".
What can leaders do to inspire and nurture excellence in those they lead? That's the question addressed by Tony Schwartz on his HBR.org blog.
Schwartz offers six key steps leaders can take to fuel excellence among their people, as follows:
On Bloomberg Businessweek Harold L. Sirkin discusses a management dilemma that he calls the "Rule of 98/2".
Your arrogance has the potential to ruin your company, according to Alaina Love of Bloomberg Businessweek. In fact, it might already be doing so. If you're letting talented people walk away or giving yourself credit you don't deserve, you could be setting up your business to fail.
Communication breeds success, says IBM executive Sharon Nunes on Bloomberg Businessweek, and managers should not fear transparency when dealing with supervisors, superiors or clients.
On his HBR.org blog, Tony Schwartz explores leadership greatness, and discovers it's more complicated than it might seem.
Paul Nunes and Tim Breene urge you to "reinvent your business before it's too late" in Harvard Business Review.
Ron Ashkenas uses his blog on HBR.org to state the case for taking risks in tough times.
He observes that the first instinct in times of stress and confusion is to stop taking risks and revert to the safest possible behaviour.
According to leadership legend Jack Welch, great leaders possess a “generosity gene” that produces inspiration for helping people grow.
Not all leaders deserve the position they hold, or even the title of ‘leader’. In other words, all leaders aren’t created equal.
That’s the observation of Mike Myatt, writing for Forbes.com. He comments: “If you really want to determine someone’s leadership prowess, give them some responsibility and see what they do with it.”
Many organisations think they can solve problems by giving their workers a recommended reading list or sending them on a one-day management programme. However, there is no magic pill for great leadership.
That’s a conclusion Roberta Matuson has arrived at after interviewing a number of executives for her book, The Magnetic Workplace (Nicholas Brealey, 2013).
The role of Chief Strategy Officer (CSO) is relatively new in business, but it’s increasingly significant. The duties involved can vary depending on the organisation, and it’s important for boards and CEOs to identify the kind of CSO they need.
Tony Schwartz uses his blog on HBR.org to highlight the attributes that every great leader needs – and few actually possess.
Thinkers commonly make the gross error of confusing what they see with what they want to see; the great and good thinker only forecasts futures after deep analysis of the most profound source of true knowledge - the present.
The difficult question of how boards should deal with the financial crisis is discussed by top consultants Ram Charan and Tom Neff via an interview by Geoff Colvin at Fortune.
Growing numbers of employees want to work more flexibly in order to achieve a better balance between their jobs and the rest of their lives. But while growing numbers of organisations are trying to accommodate their employees’ requests, they are doing it not out of altruism but for good business reasons.
Few managers today can have escaped exposure to the management industry. They have very likely been taught some aspect of management, been exposed to some new (or once new) management idea, worked alongside expensive management consultants, come across an interesting article in a management journal, even read a whole management book (even if it’s only The One-Minute Manager).