Harvard Business

JANUARY 4, 2017

I’ve begun to view this as the ability to hold two specific traits in balance: consistency and agility. On the other side of the spectrum, great leaders are agile. But just as consistency can become rigidity, agility can become a lack of focus when it isn’t tempered by consistency. Are you an agile visionary?

Agile 44

Agile Course Operations Exercises 44

LSA Global

SEPTEMBER 30, 2022

Redwood Shores, CA – LSA Global, the leading business consulting, coaching, and training firm that helps fast growth life science, technology, and service companies by powerfully aligning their culture and talent with strategy, today announced results for a leadership action learning program called Action Learning for Leading Leaders.

Emotional Intelligence 36

Emotional Intelligence Agile Talent Exercises 36

Harvard Business

OCTOBER 31, 2016

Originating from agile software development, the sprint has entered the business mainstream as an increasingly popular means to accelerate business model, product, or service innovation. They allow a company to be more agile and to more effectively adapt to digital disruption. Can you run fast and go deep at the same time?

Agile 28

Agile Strategy Strategy Strategy& 28

Harvard Business

OCTOBER 14, 2016

Edelman estimates that one in three employees doesn’t trust their employer — despite the fact that billions are spent every year on leadership development. Part of the problem: Our primary method of developing leaders is antithetical to the type of leadership we need. We can’t simply think our way out of a habit.

Development 28

Development Leadership Emotional Intelligence System 28

LSA Global

DECEMBER 3, 2019

Here are some tips on how to coalesce your leadership team so that everyone is pulling in the same direction: Keep Everyone’s Eye on the Prize. If you are among peers, exercise some self-analysis. Explicitly measure commitment levels and do what it takes to align your leadership team. Open the Floor. Include a Caveat.

Strategy 36

Strategy Strategy Strategy& Leadership 36

Harvard Business

NOVEMBER 16, 2017

Can a large incumbent company rediscover how to act like an agile start-up? Behaving like an agile start-up implies speed, a sharply defined mission, and a deep understanding of customers. When companies do find a way to recapture the insurgent energy of a start-up, it’s usually because leadership has emphasized two things.

Agile 28

Agile Exercises Enterprise Energy 28

Harvard Business

SEPTEMBER 30, 2016

When individual contributors are tapped to manage large-scale projects, oversee direct reports, or participate in strategic planning, they need to develop new skill sets on the fly — skills such as interpersonal dexterity, emotional agility, and communication savvy. This positive mindset is an essential starting point. Insight Center.

Leadership 28

Leadership Pharmaceuticals Agile Management 28

LSA Global

JANUARY 3, 2023

Collaborative Agility Efficiently solve complex problems and exercise good judgement to increase the quality of decision making and ideas through active inclusion of diverse perspectives, healthy debate, and data informed innovation.

Emotional Intelligence 7

Emotional Intelligence Efficiency Agile Talent 7

Harvard Business

MAY 12, 2017

Few would argue with that, and even if they did, there is evidence to support the idea that resisting distraction and staying present have benefits: practicing mindfulness for 10 minutes a day , for example, can enhance leadership effectiveness by helping you become more able to regulate your emotions and make sense of past experiences.

Energy 28

Energy Agile Leadership Exercises 28

Harvard Business

NOVEMBER 22, 2017

Why is one insurance company deep into an agile transformation while another is experimenting with it only at the edges of its business? As companies move to more agile operating models , they must learn to balance accountability with autonomy. How do banks switch customer relationships from branch offices to mobile phone screens?

Strategy 28

Strategy Strategy Strategy& Company 28

Harvard Business

SEPTEMBER 18, 2017

Through team-building exercises and the careful establishment of norms and processes, leaders aim to create a culture of trust, psychological safety, and good feeling. But should enterprise leadership teams also pursue cohesion? Most team leaders try to build cohesion on their teams. ” How can a team embrace these tensions?

Enterprise 28

Enterprise Culture Agile Leadership 28

Cheryl Cran

OCTOBER 12, 2016

What is your leadership philosophy? As a CEO – I talk about leadership a lot with our partners and its very important to our firm and our business. I think about leadership every day – my first philosophy is that I believe that leaders need to have a strong foundation in values and authenticity.

Interviews 20

Interviews Emotional Intelligence Leadership Agile 20

Harvard Business

NOVEMBER 10, 2016

Dealing effectively with emotions is a key leadership skill. Here’s an exercise you can use to reflect through writing. If you want to assess your own Emotional Agility, here is a link to a quiz.) Marion Barraud for HBR. Yes, Neena may be mad, but what if she is also sad?

Agile 43

Agile Examples Exercises Construction 43

Johanna Rothman

JULY 14, 2020

Exercise your value-based integrity as a model for the people you lead and serve. (So people can trust you, their colleagues, and the organization as a whole.). Seek outcomes by optimizing for a greater goal. . Encourage experiments and learning. Catch people succeeding.

Management 73

Management Exercises Course Productivity 73

Harvard Business

NOVEMBER 9, 2016

For the past 30 years, the literature on leadership and empowerment has advised leaders not to be too prescriptive about these questions, lest they undermine employee empowerment. It also compromises your own leadership bandwidth, reducing your ability to macromanage. I agree with the third point: Empowerment is critical.

Leadership 32

Leadership Agile Metrics Exercises 32

Epicflow

JANUARY 31, 2023

In addition to the “technical side” of project management, the author shares his ideas regarding effective stakeholder management, trust-based leadership, and effective decision-making as well as gives a variety of tools and techniques that can add value to your daily project management activities.

Management 11

Management Handbook Case Study Case Studies 11

Harvard Business

JUNE 27, 2016

Here are some tips, based on some of the latest neuroscience, behavioral and organizational research: Exercise mindfulness. Develop mental agility. This quality of mental agility hinges on the ability to mentally “decenter” stressors in order to effectively manage them.

Energy 36

Energy Agile Survey Training 36

Harvard Business

DECEMBER 23, 2016

Top management and the executive HR team met with key HR leaders, and with every member of their Management Committee, presenting workforce analyses showing each unit-level leadership team their particular workforce reality. Extend the insights beyond talent acquisition decisions. One example comes from the R&D division.

Talent 28

Talent Strategy Strategy Strategy& 28

Harvard Business

AUGUST 22, 2016

If one member of the leadership team owned a key driver, the goal was to let them manage it rather than everybody being in micro-management mode. The internal world comes to matter more than what is going on outside the boundaries of the company and it just sort of loses its edge.

Company 28

Company Sales Retail Engineering 28