Leadership Skills

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A Data-Driven Approach to Identifying Future Leaders

Many executives believe they are good at identifying leadership talent. However, when asked how they make their decisions, they often cite intuition or “gut” instincts. Social science research, on the other hand, suggests that individuals are often prone to cognitive biases in such decisions. Rather than just relying on the subjective opinions of executives, some companies are using assessment tools to identify high-potential talent.

The Missing Piece in Employee Development

In recent years, organizations have begun to prioritize processes for improving future performance over evaluating employees’ past efforts. Yearly development objectives and annual reviews are being replaced by real-time feedback delivered directly by line managers. Although this shift holds much promise, it risks bumping up against some hard realities — namely, the ability of line managers to help employees develop. In reality, many managers aren’t confident they can change employee behavior.

The Question Every Executive Should Ask

Gone are the days of centralized control of information and decision-making within organizations. With information now widely distributed among employees, Kaiser Permanente CEO Bernard J. Tyson says today’s executives face a critical question: “How do I charge up the organization so that we’re maximizing the intellects of all of our people?”

Rethinking the East Asian Leadership Gap

Many western multinationals have a tough time finding local talent in East Asia — a problem that global companies originating in East Asia don’t seem to face. One problem: The cultural values and expectations of those doing the hiring and those seeking the jobs are at odds.

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The Need for Culture Neutrality

Companies today work with an incredibly diverse array of people. To thrive, these organizations need culturally neutral, globally coherent leadership standards. These standards should promote needed outcomes without prescribing behaviors, since some behaviors are outside of the cultural norms in some countries. Inevitably, significant advantage will accrue to companies that ready their people for truly global leadership.

Saving Money Through Structured Problem-Solving

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  • Read Time: 6 min 

As busy as they are, leaders need to find ways to observe fundamental work processes in their organizations. When they do, they usually discover that there are gaps between theory and reality in how works get done. Michael Morales’ experience — in which identifying and addressing such gaps led to his company saving $50,000 in just 60 days — is a case in point.

The Most Underrated Skill in Management

Few questions in business are more powerful than “What problem are you trying to solve?” Leaders who can formulate clear problem statements get more done with less effort and move more rapidly than their less-focused counterparts. But stopping to ask this question doesn’t come naturally — managers must put conscious effort into learning a structured approach.

Building a More Intelligent Enterprise

The authors examine how managers can combine a sophisticated understanding of human decision making with technology-enabled insights to make smarter choices in the face of uncertainty and complexity. Integrating the two streams of knowledge is not easy, but once management teams learn how to blend them, the advantages can be substantial.

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The Smart Way to Respond to Negative Emotions at Work

It is impossible to block negative emotions from the workplace. Whether provoked by bad decisions, misfortune, poor timing, or employees’ personal problems, no organization is immune from trouble. And trouble agitates bad feelings. However, in many workplaces, negative emotions are brushed aside; in some others, they are taboo. Unfortunately, the author’s research suggests that neither of these strategies is effective. Instead, insight and readiness are key to developing effective responses.

Protect Your Project From Escalating Doubts

Many big projects start off well, but then lose momentum and spiral downward as skeptical stakeholders withdraw support. Executives need to identify common triggers that spark stakeholder concerns — and take action to avert the ‘cycle of doubt’ that can ensue.

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From the Archives: Establish a Personal Advisory Board

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Here’s a new year’s resolution to consider: Build a personal advisory board that meets your current needs. “A person’s developmental network can’t be static but needs to evolve over time,” noted the authors of a 2015 article in MIT Sloan Management Review. Yan Shen, Richard D. Cotton, and Kathy E. Kram make the case that a professional mentor is just one element of a fully formed personal board of advisers, which might also include a personal guide and a career adviser, among others.

End Your Business Journey, Please

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In a rapidly changing world, full of mixed messages and various uncertainties, it’s reasonable for leaders and managers to look for some language — a narrative — that helps people grapple with it all. “Journey” fits this particular bill in many respects. It’s a familiar and perhaps comforting framework for describing the pursuit of some end — but using it could affect your ability to envision a wider range of possibilities.

A Leader’s List for 2017

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In the spirit of the resolution season, here is an incomplete list of my commitments to my organization, the people who compose it, and to you, our audience, without whom we do not exist.

Showing 1-20 of 111