Kates Kesler

JULY 24, 2020

When thinking about diversity and inclusion, organizations need to take a more holistic view of the organization; many organizations focus their efforts too narrowly on talent practices and do not consider the broader organization design. The focus on “fixing” a talent problem comes too late. Metrics and Rewards.

Talent 65

Talent Metrics Accenture Development 65

Kates Kesler

JULY 22, 2020

When thinking about diversity and inclusion, organizations need to take a more holistic view of the organization; many organizations focus their efforts too narrowly on talent practices and do not consider the broader organization design. The focus on “fixing” a talent problem comes too late. Metrics and Rewards.

Talent 65

Talent Metrics Accenture Development 65

Kates Kesler

NOVEMBER 4, 2021

While Netflix relies heavily on leadership behavioral expectations, the automotive company relies on documented protocols owned and overseen by a person or committee. What is most important is thoughtful, intentional, and consistent management routines that make new leadership behaviors and outcomes possible.

Automotive 50

Automotive Enterprise Operations Agile 50

LSA Global

MAY 11, 2023

To us, it feels like leadership malpractice to create an organizational structure that negatively impacts the loyalty, discretionary effort, or intent to stay of your top talent. Just remember that each organization has a unique mix of strategies, cultures, and talent that must be treated accordingly.

Culture 36

Culture Leadership Guidelines Study 36

LSA Global

AUGUST 2, 2022

Technology disruption, the war for talent, inflation, and recessionary pressures are creating the perfect storm for many businesses. To succeed, we believe that it’s time to rethink and upgrade your strategy to meet the current and future challenges.

Strategy 36

Strategy Strategy Strategy& Talent 36

Epicflow

JUNE 16, 2022

This category embraces employees, customers, and leadership and consists of the following components. . Developing talent and skills . ?ompanies ompanies that invest enough in digital talent have three times higher chances for efficient transformation. Let’s explore them in detail. . People: The Most Valuable Asset .

Tools 59

Tools Operations Efficiency Talent 59

LSA Global

NOVEMBER 26, 2022

Top Team Leader Mistakes to Avoid at All Costs We know from our action learning leadership development programs that all leaders make mistakes. Even the most subtle leadership behaviors (e.g., Insular leaders lack humility, inclusiveness, openness, agility. We also know that what matters is how they handle them.

Agile 36

Agile Productivity Training Training 36

LSA Global

FEBRUARY 26, 2022

The situational leadership approach asks leaders and managers to adapt their leadership style to the specific situation and readiness of their followers. Research has shown that most leaders use one leadership style — so they don’t know how to unleash the potential of the individuals on their team.

Survey 36

Survey Leadership Training Training 36

LSA Global

NOVEMBER 20, 2017

All too often, policies, rules and processes that were initially created with good intentions, impede the agility that high performers need to succeed. Top talent likes to “get things done” and have a voice in the rules they must follow. #2. The best talent looks for work that has real impact and inspires their passion.

Talent 34

Talent Agile Leadership Survey 34

LSA Global

JANUARY 6, 2023

Organizational Agility — Do You Have an Adaptable Enough Corporate Culture? It’s up to leadership to actively involve those affected by change in creating a compelling vision for change with an implementable plan for their unique situation. Certainly, one can admire an organization with a strong sense of direction and company purpose.

Culture 36

Culture Methodologies Change Management Agile 36

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. Explicitly measure commitment levels and do what it takes to align your leadership team. The caveat is that there must be some agility as you execute the plan. Consider the Context.

Strategy 36

Strategy Strategy Strategy& Leadership 36

Cheryl Cran

APRIL 11, 2018

Each individual on the team has high self leadership skills including ability to identify ones own biases, defensiveness and any negative behaviours that would hinder the teams agility to make fast decisions. Disagreement is welcomed and established as a necessary part of team decision making.

Agile 26

Agile Leadership Efficiency Research 26

Epicflow

MAY 31, 2022

It’s important for aerospace engineering, as it can introduce agile engineering to a company. Challenge 2: Lack of digital talent . However, A&D companies experience certain talent challenges these days, which inevitably affect aerospace engineering, too: . Challenge 3: Resistance to change . Possible solutions .

Engineering 19

Engineering Talent Data Productivity 19

Claris Consulting

MARCH 11, 2019

After giving a disclaimer about high levels of competency and a deep expertise in their respective areas, I provided my top ten list of suggested attributes for leadership and team effectiveness. I was asked yesterday by a CEO client to list what I thought were the essential characteristics of high performing leaders and team members.

Agile 40

Agile Leadership Travel Course 40

Kates Kesler

NOVEMBER 29, 2015

Despite large-scale, well-funded change initiatives, sophisticated communication programs, and countless worldwide leadership summits, the hard work of bringing these complex organization designs to life often lacks focus or is not sustained over the three or more years that it typically takes to fully embed new ways of working.

Enterprise 50

Enterprise Metrics Operations System 50

LSA Global

SEPTEMBER 4, 2020

Distraction and bandwidth may be the most underestimated strategic growth obstacles for most leadership teams. High growth requires high levels of focus, alignment, and talent. Try to predict how and where your plan for growth needs extra support to withstand the strains of new demands. Strategic Ambiguity. The Bottom Line.

Emotional Intelligence 36

Emotional Intelligence Culture McKinsey System 36

Cheryl Cran

FEBRUARY 8, 2015

With the increase on focus on technology there is an increased need for extraordinary leadership. Leaders who can skillfully maneuver the fast paced change of technology AND have increased agility in leading change and influencing teams to greater results is increasingly hard to find.

Leadership 20

Leadership Automotive Fashion Survey 20

Cheryl Cran

JULY 20, 2013

The old leadership skills set no longer apply, and neither do the old ways of growing leaders. They shift away from the old school leadership mentality of ‘people must be loyal’ and towards the evolutionary mindset that ‘people will stick around when they are treated with high value’. Article Blog CEO Solutions Leadership Strategies'

Leadership 20

Leadership Agile Development Research 20

Cheryl Cran

SEPTEMBER 15, 2015

Companies with a majority workforce of independent/entrepreneurial workers have more agility, have greater innovation and are highly attractive to high performing talent. Independent/entrepreneurial workers work both in hubs at the office as well as remotely which means the majority will have high levels of technological aptitude.

Healthcare 20

Healthcare Deloitte Leadership Talent 20

Cheryl Cran

SEPTEMBER 15, 2015

Companies with a majority workforce of independent/entrepreneurial workers have more agility, have greater innovation and are highly attractive to high performing talent. Independent/entrepreneurial workers work both in hubs at the office as well as remotely which means the majority will have high levels of technological aptitude.

Healthcare 20

Healthcare Deloitte Leadership Talent 20

Kates Kesler

OCTOBER 26, 2012

Talent management and organization design are powerful allies. Organizational redesigns are windows of opportunity to upgrade talent. Organizational redesigns are windows of opportunity to upgrade talent. Great talent can overcome poor organization design. But who would choose such an option? Very smart!

Talent 56

Talent Leadership Agile Development 56

Cheryl Cran

FEBRUARY 8, 2015

With the increase on focus on technology there is an increased need for extraordinary leadership. Leaders who can skillfully maneuver the fast paced change of technology AND have increased agility in leading change and influencing teams to greater results is increasingly hard to find.

Automotive 20

Automotive Leadership Fashion Survey 20

Cheryl Cran

FEBRUARY 8, 2015

With the increase on focus on technology there is an increased need for extraordinary leadership. Leaders who can skillfully maneuver the fast paced change of technology AND have increased agility in leading change and influencing teams to greater results is increasingly hard to find.

Automotive 20

Automotive Leadership Fashion Survey 20

Epicflow

JANUARY 12, 2024

The Forum participants will have an opportunity to learn from inspirational project management leaders as well as attend masterclasses revealing the aspects of delivering sustainable projects, Agile transformation, application of technologies, and more. is the largest Agile conference in Central Europe. PMO London 2024 June, 18-19.

Industry 52

Industry Automotive Pharmaceuticals Management 52

Kates Kesler

JUNE 11, 2014

He wanted to challenge his team, as part of the strategic talent review process, to think about whether or not the company’s organizational architecture was suited to its growth plan to double in size. As senior leadership peeled back the organizational onion, a clear case for change emerged in 2013. Learning from Big Companies.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82

Cheryl Cran

JANUARY 18, 2016

In my book The Art of Change Leadership I interviewed a number of leaders in organizations where meaning and purpose are a focus and these companies are thriving not only in business growth and customer happiness but also with employee happiness and engagement. Change leadership that includes flexibility, agility and adaptability skills.

Culture 20

Culture Leadership Interviews Training 20