In response to the uncertainties presented by Covid-19, many companies and universities have asked their employees to work remotely. While close to a quarter of the U.S. workforce already works from home at least part of the time, the new policies leave many employees — and their managers — working out of the office and separated from each other for the first time. Click here for the full article by Barbara Z. Larson , Susan R. Vroman and Erin E. Makarius.
Archive for "Execution"
Elevating customer experience excellence in the next normal by McKinsey Customer Experience Practice Accountability • Execution • Generations • High Performance Teams • Leadership
This article was written collaboratively by the global leaders of the McKinsey Customer Experience Practice, a group that spans different regions and includes: Constance Emmanuelli, Nimish Jain, Nicolas Maechler, David Malfara, Stefan Moritz, Kevin Neher, Adrian Nelson, and Anna Thomas.
The impact of COVID-19 on customer behavior has been sweeping and immediate. Spending across most industries is down, purchases have shifted from in-person to digital channels, and public safety has become a top priority for companies and consumers alike. Executives who had carefully crafted omnichannel strategies to create unique, compelling customer experiences have had to throw out their playbooks and improvise to keep pace. Click here for the full article.
HOW HISTORY’S GREAT LEADERS MANAGED ANXIETY By ALISON BEARD Accountability • Execution • Generations • High Performance Teams • Leadership • Winning Culture
Leaders around the world, in business and government, are facing an enormous challenge: guiding people through a deadly pandemic that has killed hundreds of thousands and upended the lives of billions more. Amid so much uncertainty about Covid-19, how can they inspire their anxious colleagues and constituents? And how can they manage their own anxieties in the process? Click here for a full article by Alison Beard.
A Guide to Managing Your (Newly) Remote Workers By Barbara Z. Larson , Susan R. Vroman and Erin E. Makarius Execution • Generations • High Performance Teams • Leadership
In response to the uncertainties presented by Covid-19, many companies and universities have asked their employees to work remotely. While close to a quarter of the U.S. workforce already works from home at least part of the time, the new policies leave many employees — and their managers — working out of the office and separated from each other for the first time.
Although it is always preferable to establish clear remote-work policies and training in advance, in times of crisis or other rapidly changing circumstances, this level of preparation may not be feasible. Fortunately, there are specific, research-based steps that managers can take without great effort to improve the engagement and productivity of remote employees, even when there is little time to prepare. Click here for full article by Barbara Z. Larson , Susan R. Vroman and Erin E. Makarius
A Detailed Plan for Getting Americans Back to Work by Amitabh Chandra , Mark Fishman and Douglas Melton Execution • Generations • High Performance Teams • Leadership
Millions of Americans — especially those who have been most impoverished by the forced shutdown due to the Covid-19 pandemic — want to return to work. But with the Trump administration now urging Americans to stay at home until May 1 and the likelihood that a vaccine against the disease won’t be widely available for 12 to 18 months, how can we safely make that happen?
There is a way. Several similar approaches have been proposed by others such as Paul Romer of New York University and Alan Garber of Harvard and Ezekiel Emanuel of the University of Pennsylvania. In this article, we build on them, offering ideas for how individual states can carry them out. Our hope is that this plan will allow people to begin to return to work depending on local conditions. We do not offer a set date for reopening the economy; rather, we specify a minimum set of conditions to be satisfied before the economy of a given state can be reopened, and a path to reopening it once these conditions are met. Click here for the full article by Amitabh Chandra , Mark Fishman and Douglas Melton.
Six Ways to Meet Your Employees Where They Are & Where They Need You By John Spence Execution • High Performance Teams • Leadership
Many of my trainings with organizations on culture and employee engagement contain six tenants I consider to be universally critical. In today’s shifting landscape, they have become more relevant than ever.
For your teams to be at their best, lead your teams with your best. Invest like never before to help nurture and grow with your employees. Click here for a full blog article by John Spence.
What Does Your Manager Really Want? How To Become A Top Performer By Joseph Folkman Accountability • Execution • High Performance Teams • Leadership
Most people at some point in their lives feel that they haven’t received the recognition they deserve. They might be asking the question, “What does it take to get promoted around here?” or “I am working harder and longer than others in my group, but how do I get my manager to notice?”
To better understand what managers are looking for on their teams, my colleague Jack Zenger and I gathered assessments from 9,356 leaders. Each assessed their direct reports on the 48 behaviors found to have a significant impact on performance outcomes. They also provided two ratings of performance: effort and overall performance. We selected those individual contributors who were rated by their manager as being in the top 10% on both items, which added up to 26% of the individual contributors. Click here for the full article.
Leadership Trends: Lead The Disruption 2020 Execution • High Performance Teams • Leadership
During a time of ongoing organizational disruption, I encourage leaders to explore how the rapid change can serve as a pointer and inspiration to help them envision futures that were not possible as recently as last year. Each disruption opens another door to opportunity across a broad range of industries.
This annual trend summary looks at what I think are the most important business drivers to consider over the next three to five years. Click here for full article by Maureen Metcalf
Five soft skills you need to be a better leader in 2020 By Bas Kohnke Accountability • Execution • High Performance Teams • Leadership
Traditionally, leadership was seen as very top-down, with CEOs and other executives in their corner office ivory towers. Leadership was telling people what to do, in a convincing way. It was about giving direction, and mostly, it was about leading in a non-collaborative fashion. Employees’ opinions were not considered important for input on company decisions or direction. Of course, there were boards of directors, executive committees, etc. so that one person wasn’t calling all the shots on their own, but leadership was traditionally reserved for a small group of people who had worked their way through the ranks. Leadership was about power. Click here for full article by Bas Kohnke.
What Employees Really Want At Work By Alan Kohll Accountability • Execution • Generations • High Performance Teams
Throughout the years, employees’ desires and demands have evolved, and it can be challenging for companies to keep up. Employers are bombarded with a wide range of trendy tips for keeping different generations of workers happy. But when it comes to attracting and retaining top talent, employers need to understand what employees really want from a company. While we all know that competitive pay and good benefits factor into an employee’s decision to join and stay at a company, there are many other overlooked desires that are more important than a paycheck. Click here for full article by Alan Kohll