Rick Conlow

JANUARY 2, 2023

Yet, their work cultures produce 85% disengaged employees. Because of this, CEOs are leaving a tremendous amount of employee potential talent and contributions on the table. Consider GM as a case study. A global IBM study found that 33% of CEOs had engineering degrees and another 15% had finance degrees.

Emotional Intelligence 88

Emotional Intelligence Study Leadership Finance 88

LSA Global

JUNE 18, 2020

Combine that with the sobering fact that buyers report that over three-quarters of solution sellers do not clearly understand their key issues, are unclear how they can add meaningful value, and are not well prepared to answer questions or to share relevant case studies to substantiate what sets them apart.

Sales 36

Sales Training Training Culture 36

Harvard Business

AUGUST 31, 2018

To look into this question, I conducted a case study as part of my dissertation research involving 23 women of color at a Fortune 500 company. Others wanted power in order to bring out the best in their teams and foster an inclusive culture. I had a very diverse team with a very different and strong culture.

Management 39

Management Leadership Culture Development 39

Harvard Business

AUGUST 29, 2016

In some ways, managing managers is similar to managing anyone else — you need to align their goals with yours, provide feedback, and help them advance their careers, says Sydney Finkelstein, professor at Dartmouth’s Tuck School of Business and author of Superbosses: How Exceptional Leaders Manage the Flow of Talent.

Management 42

Management How To Report Training 42

Harvard Business

OCTOBER 9, 2018

Many are investing heavily in hiring talent with data skills and building out data proficiency across the organization. Share these case studies with the team to encourage them to think about how a process change or new tool might be able to help with their job. Insight Center. Scaling Your Team’s Data Skills.

Data 32

Data Sales Case Interview Meeting 32

Kates Kesler

JUNE 11, 2014

We recently completed a study for the CEO of a very well known, global sports-apparel brand company. 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. Learning from Big Companies.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82