Harvard Business

OCTOBER 5, 2017

Being treated with respect had a more powerful effect on employees than other more celebrated leadership behaviors including recognition and appreciation, communicating an inspiring vision, providing useful feedback — even opportunities for learning, growth, and development. Set Expectations. People valuing Campbell.”

Turnaround 29

Turnaround Leadership Culture Research 29

Harvard Business

APRIL 26, 2016

” This is a framework I have developed over the course of 35 years of working with and doing research in corporations around the world. ” In his characteristic style, Welch blasted the Elfun Society at their leadership conference. Half a century ago, the life expectancy of a firm in the Fortune 500 was around 75 years.

Company 28

Company Culture Turnaround Productivity 28

Harvard Business

JULY 18, 2016

This was the headquarters of Campbell Soup Company when one of us, Doug Conant, took the reins as CEO in 2001. ” These trust taxes and dividends are real and essential for leaders to understand as they develop their trust-building competence. How to Develop the Trust-Building Skill. Was this a prison?

Financial 28

Financial Culture Leadership Report 28

Harvard Business

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Case closed (until engineers develop an algorithm that does the job better). That quality made him (arguably) the quintessential HBR author.

Management 32

Management Turnaround Engineering Benchmarking 32