By James Dowling . This series has presented our take on seven high-leverage management actions of fifty total, that McKinsey & Company recommends CEOs adopt to improve ROI from their leader development programs. This installment addresses three interventions related to “Using system reinforcement to lock in change” quadrant. . “Have top team role model desired …
By Richard Lynch, Co-Founder . In our second “interventions” post, Ensuring sufficient reach across the organization we discussed McKinsey’s findings that when organizations target leadership development across the organization and include leaders at all levels, they are 6-7 times more likely to succeed in their business objectives. . A related intervention for better Leader Development ROI is the subject of this post: …
Richard Lynch, Co-Founder . In our first article in this series on Leader Development ROI, we highlighted the first set of impactful interventions based on McKinsey’s research findings from surveys with over 500 executives. Focus on the behavior that really matters, highlighted the need to provide context to translate strategy into required leadership qualities and capabilities. A leadership system that is Capability-based requires leaders …
Jim Dowling, Co-Founder . This series of blogs is inspired by an article published in McKinsey Quarterly in August of 2017, “What’s Missing in Leadership Development.” The authors offer the following from a Fortune survey, “only 7 percent of CEOs believe their companies are building effective global leaders, and just 10 percent said that their leadership-development …
McKinsey’s timely and thoughtful article on What’s Missing in Leadership Development? is worth another look. The authors summarize the problem this way “as the pace of change for strategies and business models increases, so does the cost of lagging leadership development. If CEOs and their top teams are serious about long-term performance, they need to commit themselves to …
Richard Lynch and Jim Dowling, Co-Founders Technological advances such as IoT, AI, web services and cloud-based infrastructure are revolutionizing the way work gets done. Disrupters are capitalizing on new technologies to the detriment of their competitors. Followers are finding it difficult to learn quickly, imagine new ways of getting work done, and setting new pathways …
Richard Lynch, Co-Founder . Operationalize, operate, and transform all with equal ease. That is the role of leaders. For decades, organizations have suffered from inability to operationalize and transform even as they have continuously improved their ability to operate efficiently. We find it telling that Forbes magazine and The Center for Creative Leadership do not …