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Positioning Yourself As The Expert — How To Develop A Consulting Voice That Clients Will Listen To with Ron Carucci: Podcast #21

Consulting Success

Ron and his partners at Navalent help companies that are in pursuit of a substantial transformational change, whether it be strategic formulation, organizational design, cultural shifts, or executive leadership behaviors. I studied arts and it was my initial formal training. Ron, you’ve written several books on leadership.

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How Women of Color Get to Senior Management

Harvard Business

Developing a diverse leadership pipeline can benefit companies in all sectors. And yet black women’s advancement into leadership roles has remained stagnant , even as the number of them in professional and managerial roles has increased. Sixteen women were interviewed and seven others participated in a focus group.

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How to Manage Managers

Harvard Business

But there is one important difference —managing managers also requires leadership coaching: you have to coach “managers to develop the culture and capabilities that their team members need,” says Linda Hill, professor at Harvard Business School and coauthor of Being the Boss: The 3 Imperatives for Becoming a Great Leader.

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Strengthening Your Global Digital Empire: A Journey from Vision to Achievement

Chad Barr

Conduct a Competitor Audit Dissect competitors’ video styles and engagement metrics. Delve into various formats: structured interviews, engaging Q&A sessions. Integrate real-world case studies showcasing challenges, interventions, and results. Prioritize by significance and relevance.

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64 Proven Ways Consultants Can Generate Leads Online (Consulting Lead Generation)

Tsavo Neal

Interview an expert. Interviewing a potential client. Case studies. You’re sharing your thought-leadership (content marketing) with your exact audience (senior people and decision makers) in a publication that already has the social proof and brand to establish trust. Video presentations. Live Q & As.

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Make Data a Cornerstone of Your Team

Harvard Business

Since this is first and foremost the responsibility of leadership, early executive buy-in on becoming a more data-driven company is paramount. As is so often the case, the smallest changes can have the biggest impact. Leadership should encourage various department heads to take a similar approach in their communication.

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