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. Use interviews and surveys to assess progress. Administer a 360 Leadership Development Assessment.

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

You accept your first job as a manager in a fast growth tech company, thinking: “How much different could this be from my former company—a financial services firm? Management is management, right?” How talent management is changing. We then interviewed more than a dozen U.S.

Talent 28

Talent Culture Turnaround Interviews 28

Harvard Business

SEPTEMBER 6, 2016

In fact, management consultancy Bain & Co. 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). Morale was terrible, and important initiatives were flagging.

Company 28

Company Engineering Turnaround System 28

Harvard Business

APRIL 4, 2016

While the focus in recent years on giving more support to onboarding managers and executives unquestionably has produced excellent results – such as reduction in new-hire failure rates from 40% to 10%-15% in many companies – the problem of ineffective inboarding has been ignored. Why dangerous?

Turnaround 28

Turnaround Chemicals Study Company 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