LSA Global

SEPTEMBER 4, 2020

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. High growth requires high levels of focus, alignment, and talent. The Bottom Line.

Emotional Intelligence 36

Emotional Intelligence Culture McKinsey System 36

Harvard Business

SEPTEMBER 27, 2017

” In a competitive energy market, the Connected Home unit has now become a major differentiator and profit driver for the parent company, Centrica. Help Employees Embrace Agility. Agility is key to success when undertaking digital transformations.

Media 39

Media Fashion Agile Sales 39

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 44

Energy Agile Survey Training 44

Harvard Business

DECEMBER 21, 2016

The Obama administration recognizes the tremendous economic potential of AI, which is why the NSCT subcommittee on the topic included representatives not just from defense and intelligence, but also the Departments of Commerce, Treasury, Trnasportation, Energy, Labor, and more. However, developing the Ph.D.

Policies 28

Policies Government Report Research 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.

Company 28

Company Enterprise System Leadership 28

Harvard Business

SEPTEMBER 18, 2017

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

MAY 1, 2017

Our approach is rooted in extreme programming and agile processes , and the foundation of our work environment is a pair programming culture. Reason #2: Free breakfast syncs the energy levels of our workers. At first, maybe offering breakfast was the price of attracting talent in the competitive tech startup scene.

Company 43

Company Development Meeting Agile 43

Harvard Business

OCTOBER 26, 2016

She also used them to scout for talent, keeping an eye out for young managers ready to move into more-senior positions and perhaps transfer to headquarters. This was exactly the kind of agility and customer responsiveness she was trying to encourage. That’s the agile way to do it.” “He hates change.”

Case Study 28

Case Study Case Studies Study Banking 28

Harvard Business

MAY 16, 2016

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. The result is a company that becomes less and less capable over time as customers move on and talented employees depart for new pastures.

Banking 44

Banking Film Strategy Strategy 44

Brimstone Consulting

JUNE 7, 2022

To further sustain and build the culture and drive the strategic initiatives, cohorts of high potential leaders participated in a Brimstone-designed Leadership Forum, a capstone program designed to develop c-suite potential talent from within the organization. The organization’s energy and confidence were back, well founded, and palatable.

Case Study 66

Case Study Case Studies Study Leadership 66

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

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. Do we have a talent plan to match our growth plan? How do we know?

Talent 35

Talent Company Culture Bain 35

Harvard Business

OCTOBER 14, 2016

How talent management is changing. I have also used experiences that challenge participants to self-organize visits outside of their companies to stakeholder groups that matter for their future, such as a carbon-dependent energy provider visiting environmental NGOs. Insight Center. Developing Tomorrow’s Leaders.

Development 28

Development Leadership Emotional Intelligence System 28

Brimstone Consulting

JANUARY 19, 2021

Whatever their circumstances, the managers who ultimately became the focus of Gallup’s research were those who excelled at turning each individual employee’s talent into high performance.”. To get ahead and stay ahead, companies need agile, flexible, innovative leaders who can anticipate change and respond to new realities swiftly.

Leadership 52

Leadership Culture Case Interview Company 52