Brimstone Consulting

FEBRUARY 16, 2021

Define Your Leadership Model. Take the time to define your leadership model and to make it explicit. Articulating and codifying your leadership model will help you better understand where you excel, your focus, and what you enjoy as a leader. How do you fix operational problems, political conflicts, interpersonal issues?

Management 97

Management Leadership Resumes Journal 97

Harvard Business

DECEMBER 23, 2016

Talent can move into and out of an organization, through a growing array of options such as freelance platforms , crowdsourcing efforts, and temporary, contract, or part-time work. As the talent ecosystem evolves to offer more options, talent systems have not kept pace. Why are typical work systems uncoordinated?

Talent 28

Talent Strategy Strategy Strategy& 28

Brimstone Consulting

JUNE 23, 2020

Strategy has traditionally been a top-down exercise conducted on an annual basis. The bridge from strategy to execution often fails due to one or more of the following reasons: The leadership team is not aligned. ” The process is iterative and engenders collective ownership within the leadership team and across the organization.

Agile 52

Agile Strategy Strategy Strategy& 52

Brimstone Consulting

JUNE 23, 2020

Strategy has traditionally been a top-down exercise conducted on an annual basis. The bridge from strategy to execution often fails due to one or more of the following reasons: The leadership team is not aligned. ” The process is iterative and engenders collective ownership within the leadership team and across the organization.

Agile 52

Agile Strategy Strategy Strategy& 52

Organizational Talent Consulting

AUGUST 22, 2022

Concerning leadership, hope is a positive state that contributes to leaders and followers pursuing, expecting, and achieving organizational goals. Numerous research studies have linked hope with many individual, team, and organizational benefits, including: Increased revenue and decreased operating costs. Hope is not optimism.

Journal 52

Journal Leadership Handbook Study 52

Henman Performance Executive

MARCH 28, 2011

Who Needs An Operating Plan? You don’t want your operating plan to concentrate on the past—to focus on the reflection in the rearview mirror. Instead, your operating plan should be a kaleidoscope that exhibits various symmetrical patterns that reflect the loose bits of information you have aggregated. Talent Management.

Operations 28

Operations Exercises Finance Analysis 28

Harvard Business

NOVEMBER 22, 2017

For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself. But exactly how do today’s companies create or update an operating model to match adaptations or wholesale changes in strategy?

Strategy 28

Strategy Strategy Strategy& Company 28

Harvard Business

JUNE 28, 2016

During the last five years of my corporate management career, I had a great deal of leadership development. Along with many other executives, I attended talks by noted management authors, I went to (often lengthy) team-building exercises, and I participated in discussions on different leadership styles. Less prosaic.

Training 36

Training Training Development Management 36

Harvard Business

MARCH 28, 2017

Developing leaders to drive financial performance and operational excellence has always been important. Yet these same executives questioned whether their current leadership is up to the challenge: Only 17 percent of those surveyed were confident their organizations have the right leadership to deliver on their strategic business plans.

Development 28

Development Survey How To Leadership 28

Harvard Business

FEBRUARY 20, 2017

More than 80% of our work is done by teams of consultants and staff who operate out of their home offices. At the same time, the fact that we do not have to maintain physical offices leaves us room to pay higher wages than others and attract top talent. The advisory firm we work for is one such company. Focus on outcomes.

Management 31

Management Case Interview Leadership Interviews 31

Harvard Business

MAY 3, 2016

In the survey, which examined 200 innovation collaborations between big firms and tech startups (100 in the United States, 50 in China, and 50 in India), we identified a major split in the way senior leadership at the large firms handled this challenge. They focused on the entrepreneurial talent, not the technology.

Intellectual Property 28

Intellectual Property Talent Groups Accenture 28

Harvard Business

NOVEMBER 23, 2016

In 2011, when I came to Centura Health in Colorado as President of its largest operating group (Mountains and North Denver Operating Group or MNDOG) and CEO of its flagship health organization, Saint Anthony Hospital, I saw a clear mandate for change. The organization had a strong community tradition and over 4,500 talented employees.

How To 28

How To Healthcare Operations Leadership 28

Harvard Business

JULY 30, 2018

. “Any time you start something new like [an innovation initiative], that cuts across many areas, there’s a potential for people feeling like you’re in their backyard,” says Michael Britt, a senior vice president who heads the Energy Innovation Center at Southern Company, a major utility operator.

Company 47

Company Survey Apparel Culture 47

Harvard Business

MAY 21, 2018

Although concerned leaders try to address this problem in many ways — teamwork exercises, mentorship, perks, innovative office spaces, and incentive programs — their solutions miss a simple but pivotal point: Employees are engaged by engaging jobs. We customize without catering to prima donnas.

Case Interview 29

Case Interview Exercises Recruiting Recruitment 29

Harvard Business

SEPTEMBER 18, 2017

Through team-building exercises and the careful establishment of norms and processes, leaders aim to create a culture of trust, psychological safety, and good feeling. But should enterprise leadership teams also pursue cohesion? Most team leaders try to build cohesion on their teams. Both are pivotal to ongoing success.”

Enterprise 28

Enterprise Culture Agile Leadership 28

Harvard Business

SEPTEMBER 11, 2017

ERGs drive business goals by improving customer insights, increasing employee engagement, and supporting talent development. To better involve leaders, companies should provide the infrastructure and mechanisms to connect ERGs to a broader leadership-sanctioned touchpoint.

Deloitte 28

Deloitte Groups Exercises Examples 28

Harvard Business

JUNE 5, 2018

As soon as you step into a top position at a company that needs to significantly improve the way it operates, there’s pressure to get off to a quick start. As a consequence, quick wins may soon be undone, or they may beget new leadership problems. HBR Staff/Clare Jackson/EyeEm/Getty Images. The New Leader Who Starts Too Fast.

Journal 31

Journal Leadership Operations Company 31

Henman Performance Executive

DECEMBER 29, 2010

When they can’t exercise this instinct, they don’t seem as happy. If talent and tactics play too big a role in your setting your strategy, you have the cart before the horse, or the collie before the sheep. Talent Management. The only drawback is these dogs have an enormous instinctive urge to herd. Coaching and Mentoring.

Journal 28

Journal Talent Exercises Survey 28

Harvard Business

MAY 20, 2016

To better understand how these work, try the exercise below on your own or with your team. ” There are a variety of ways you can use this exercise beyond one meeting. The New York headquarters housed over a third of its workforce, including developers, the sales team, operations, and leadership.

Exercises 30

Exercises Meeting Real Estate Survey 30

Management Consulted

OCTOBER 3, 2012

While I was working with them, the focus of my PhD gradually shifted toward how economic integration and various factors (domestic, international, political, economic) have impacted Japanese companies’ corporate strategy and operations over the past couple of decades. Hence I entered consulting. ” Pure humor.

Consulting 204

Consulting Case Interview Interviews Engineering 204

Harvard Business

SEPTEMBER 15, 2016

You attract talent, and people are more likely to devote their discretionary time to your projects. In one case, two operational leaders at Kelly Services, a workforce solutions firm, created a Business Resource Group to promote leadership development and increase employee engagement. The opposite is also true.

Energy 28

Energy Study Chemicals Research 28

Confessions of a Consultant

JANUARY 27, 2019

Under this heading you co-develop the future strategy with the leadership team and staff – developing something that’s emotionally appealing. Leveraging synergy within and between businesses (maximum separation + optimum co-operation). Unmatched talent spotting and grooming system for ‘tomorrows leaders’.

Culture 40

Culture Insurance Insurance Engineering 40