Peter Stark

JANUARY 30, 2018

Meet with the leader to discuss how they perceive their leadership and what they believe others would say about their leadership, communication, and performance management style. Conduct one-on-one interviews. Administer a 360 Leadership Development Assessment. Use interviews and surveys to assess progress.

Turnaround 34

Turnaround Survey Leadership Interviews 34

Peter Stark

OCTOBER 13, 2019

Of the many surveys our firm has conducted, we have learned that people may join an organizations,but they absolutely leave because of the relationship they have with their managers. One employee we were interviewing told us that working at his corporation was almost like a religious experience.

Survey 38

Survey Turnaround Leadership Interviews 38

Harvard Business

OCTOBER 17, 2016

.” The tech industry’s combination of high-velocity competition, complexity, global talent, and interdependence among rivals makes it a truly unique environment, requiring a distinct set of leadership skills. We then interviewed more than a dozen U.S. How talent management is changing. leaders from across the tech sector.

Talent 28

Talent Culture Turnaround Interviews 28

Harvard Business

APRIL 4, 2016

This is confirmed by my follow-up interviews with these leaders, which revealed that these internal transitions can be every bit as tough as onboarding, involving combinations of promotions and moves to new units or new geographies, as well as dealing with different cultures and political networks.

Turnaround 28

Turnaround Chemicals Study Company 28

Harvard Business

SEPTEMBER 6, 2016

Since 2009 we have interviewed and surveyed 181 executives who run PE-owned companies, as well as eight to 15 people who work with each of these 181 executives (supervisors, board members, director reports, and others). Hall and OSI’s leadership team have coinvested with Jordan and will continue with the company.

Company 28

Company Engineering Turnaround System 28

Harvard Business

FEBRUARY 24, 2017

In a recent survey , 70% of respondents said that CEOs focus too much on short-term financial results, and nearly 60% said that they don’t focus enough on positive long-term impact. ” Many CEOs in our interviews emphasized the importance of choosing the right metrics to support both/and decision making.

Metrics 30

Metrics Study Financial Operations 30