Brimstone Consulting

JULY 6, 2021

How a leadership laboratory improved employee engagement, increased international promotions for leadership roles, and decreased turnover. The leaders at these levels had had little to no exposure to personal and leadership development opportunities, and they lacked a shared understanding of leadership. CASE STUDY.

Case Study 52

Case Study Case Studies Emotional Intelligence Study 52

Kates Kesler

MARCH 7, 2022

As companies and strategies become more complex, leaders often need to start collaborating and integrating more to achieve the benefits of both agility and scale. For some leaders, the shift toward more vigorous forms of teamwork across boundaries is challenging and unnatural.

Agile 50

Agile Meeting Energy Leadership 50

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

Harvard Business

AUGUST 25, 2016

Unsurprisingly, those working for older, larger businesses scored lowest in all four innovation conditions : constant energy, creative friction, flexible structure, and purposeful discovery. We expected people to point the finger at leadership (or lack thereof) to explain their organizations’ innovation struggles.

Leadership 28

Leadership Energy Agile Productivity 28

LSA Global

JUNE 8, 2022

And our organizational alignment research found that talent accounts for 29% of the difference between high and low performing companies in terms of revenue, profits, customer loyalty, leadership effectiveness, and employee engagement.

Talent 36

Talent Culture Agile Development 36

Harvard Business

SEPTEMBER 4, 2017

In research for our book, Time, Talent and Energy, my co-author Michael Mankins and I found that such investments do indeed pay off: The top-quartile companies in our study unlocked 40% more productive power in their workforce through better practices in time, talent and energy management. Yet, only one in eight employees are inspired.

Agile 42

Agile Energy Productivity Talent 42

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

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

APRIL 6, 2017

In our book Time, Talent and Energy , we note that when employees aren’t as productive as they could be, it’s usually the organization, not its employees, that is to blame. For example, by adopting agile principles, leaders can motivate and energize teams, and give individual team members a way to own the results.

Company 53

Company Energy Tools Talent 53

Cheryl Cran

MAY 11, 2015

The article itself begins to sound alarmist until you read on and recognize that once again CEO Tony Hsieh has shown ‘evolutionary’ leadership by providing an option for people to stay with the new direction or to opt themselves out.

Energy 20

Energy Methodologies Leadership Agile 20

Cheryl Cran

MAY 11, 2015

The article itself begins to sound alarmist until you read on and recognize that once again CEO Tony Hsieh has shown ‘evolutionary’ leadership by providing an option for people to stay with the new direction or to opt themselves out.

Energy 20

Energy Methodologies Leadership Agile 20

Cheryl Cran

MAY 11, 2015

The article itself begins to sound alarmist until you read on and recognize that once again CEO Tony Hsieh has shown ‘evolutionary’ leadership by providing an option for people to stay with the new direction or to opt themselves out.

Energy 20

Energy Methodologies Leadership Agile 20

Harvard Business

FEBRUARY 9, 2017

In these activities, speed of innovation is critical, and the rallying cry should be autonomy, small teams, and organizational agility. Its more than 2,000 employees are organized into agile teams, called squads, which are self-organizing, cross-functional, and colocated. Other areas, however, may benefit from standardized approaches.

Agile 28

Agile Culture Operations Leadership 28

Harvard Business

JANUARY 12, 2018

All too often, individual leaders seek — indeed are incentivized — to protect and optimize their own domains, and find themselves locked in energy-sapping internal turf wars, rather than working with peers to align and improve across the entire enterprise. What Do Enterprise Leaders Do?

Company 28

Company Enterprise System 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

LSA Global

SEPTEMBER 4, 2020

Distraction and bandwidth may be the most underestimated strategic growth obstacles for most leadership teams. One of the best ways to sabotage growth is to have so many competing strategic priorities and initiatives that it is almost impossible to devote enough time, energy, and focus to get them right. The Bottom Line.

Emotional Intelligence 36

Emotional Intelligence Culture McKinsey System 36

Harvard Business

JUNE 27, 2016

Integrating mindfulness into core talent processes such as onboarding, manager training, performance conversations and leadership development is also critical, though most organizations are not yet at this stage of adoption. The long-term payoff is that we preserve energy and prevent burnout over the course of days, weeks and months.

Energy 36

Energy Agile Survey Training 36

Harvard Business

SEPTEMBER 18, 2017

But should enterprise leadership teams also pursue cohesion? To explore this question, over the course of six years, we surveyed senior-most leadership teams 99 times at companies representing a variety of industries, including financial services, food and beverage, energy, technology, healthcare, and retail.

Enterprise 28

Enterprise Culture Agile Leadership 28

Harvard Business

SEPTEMBER 27, 2017

Coca-Cola recently reshuffled its leadership team to focus on growth, innovation, and digital. One of Rochet’s first tasks was to create a leadership development program that equipped executives with the knowledge, mindset, and ways of working the company would need to grow in the digital age. Help Employees Embrace Agility.

Media 33

Media Fashion Agile Sales 33

Harvard Business

APRIL 25, 2017

Instead, by using robotics, lean processes, and agile systems, 99Degrees Custom is allowing new jobs to be created using “sew free and wearable technologies, on-demand manufacturing, and fastest-turn development and production cycles.” “The true dangerous thing is asking the wrong question.”

Apparel 29

Apparel Chemicals Journal Agile 29

Harvard Business

JULY 24, 2018

But for a generation of senior managers and functional heads raised on a steady diet of “visionary leadership,” this more adaptive approach does not always come naturally. Only after a lot of stakeholder management and leadership intervention did the pilot get back on track.

Talent 30

Talent Management Methodologies Agile 30

Harvard Business

FEBRUARY 7, 2017

It is a reckless leadership team that commits to a business strategy without knowing whether they can achieve it. What type of structure will enable you to be agile enough to compete for and win fickle customers repeatedly? How complex is your enterprise, and how well-equipped is your leadership team to beat the alignment challenge?

Enterprise 28

Enterprise System Resources Agile 28

Harvard Business

OCTOBER 27, 2017

The importance of active and visible leadership cannot be overstated. You invest substantial resources, creative time, and energy in designing the right strategy. Recognize that team leadership skills are at a premium, and assign the best leaders with sufficient capacity to tackle head-on the most challenging programs.

Strategy 28

Strategy Strategy Strategy& Resources 28

Harvard Business

SEPTEMBER 11, 2017

In today’s rapidly changing business environment, companies that rely solely on full-time employees are finding they have neither the skills nor the agility to sustain success. With the right approach and leadership, the world of on-demand talent promises to bring these aspirations much closer to reality.

Talent 30

Talent How To Benchmarking Operations 30

Harvard Business

MAY 16, 2016

Each state poses a different leadership challenge. It also leads to a more positive work climate, above-average staff engagement, a strong commitment to values and few(er) energy-sapping turf wars and in-fighting. Many have speculated since about failures of its leadership under its bullish former CEO, Fred Goodwin.

Banking 36

Banking Film Strategy Strategy 36

Harvard Business

APRIL 27, 2017

Second, Jenna implemented a new communication habit to shift her leadership presence from cold and excessively direct to engaging and supportive. To do this, he used a 60/40 breakdown as a logic model to increase his situational agility. Traps like these keep you stuck in triage mode.

How To 40

How To Video Meeting Agile 40

Harvard Business

NOVEMBER 15, 2017

Making matters more challenging, these shifts are happening across practically every retail category – books, entertainment, housewares, clothing, food, financial services, and even energy. Aligning the big picture with the day-to-day.

Retail 30

Retail Operations Productivity Industry 30

Harvard Business

DECEMBER 19, 2016

With many state-run enterprises dependent on public subsidies, Cuba has attempted to shift workers to the much more agile private sector, but progress continues to be slow. Second, Cuba confronts the difficult task of unburdening its largely stalled state-led economy.

Policies 28

Policies Government Development System 28

Harvard Business

MARCH 12, 2018

Firms are more agile when they encourage employees to think up new approaches and try them out, and then get feedback about how the environment responded to their ideas. But it’s not just that play “feels good.” It doesn’t take much to light up our seeking systems.

Management 48

Management System Metrics Examples 48

Harvard Business

JULY 18, 2016

Was this a deliberate attempt to imprison employees and stifle their energy? We can use practices from Doug’s approach to the trust-building competency over his 40-year leadership career as a case study for the behaviors leaders should develop as they work to build and sustain trust. How to Develop the Trust-Building Skill.

Financial 28

Financial Culture Leadership Report 28

Harvard Business

MAY 30, 2018

Having one identity does not automatically diminish another, and trying to turn identities on and off can waste time and energy. In fact, some of the army leaders we spoke with even specify broadening their subordinates’ identities as an explicit goal in their leadership philosophies. Create connections between identities.

How To 31

How To Examples Interviews Study 31

Harvard Business

OCTOBER 26, 2016

This was exactly the kind of agility and customer responsiveness she was trying to encourage. That’s the agile way to do it.” Erkan Malas was FDM Turkey’s COO, and from the start he had chafed at Sena’s appointment and approach. He didn’t know if he was allowed to do that.”

Case Study 28

Case Study Case Studies Study Banking 28

Harvard Business

JUNE 23, 2017

The title of our book celebrates the internal energy and sense of insurgency that propels rapidly growing companies, but the book also warns of four predictable internal growth barriers that all too often trip up these companies during their pursuit of scale. We believe the founder’s mentality is a strategic asset.

Talent 31

Talent Company Culture Bain 31

Harvard Business

MAY 15, 2018

AI could see us progressing in a multitude of different ways, from augmenting our abilities as human beings to enabling us to achieve things we currently cannot or do not want to do to making smarter use of our scarce resources, whether that be time, energy, water, or land. These applications could see us achieving world-changing results.

Retail 5

Retail Engineering Education Software 5