Articles

Why 80 percent of front-line leaders fail (and how to break the cycle)

“You know the scenario. After a year of performing exceptionally, Emily, a mid-20s analyst, moves to a manager role supervising three former peers. Within weeks, Emily’s manager observes that she stays late every night, completing work that should be done by her team. After promising to delegate, Emily regresses. Her team members have disengaged, and Emily shows signs of burnout. All are considering leaving the company.”

Are Leaders Lacking? Employees Think So!

“A recent DDI study of employees reveals many leaders lack essential skills. As organizations continue to adapt to the complexity and dynamic demands of the global economy, one aspect of the 21st century workplace remains unchanged: the necessity of strong boss/employee relationships.

To explore the current strength of these relationships, DDI partnered with Harris Interactive to survey 1,279 workers around the world to tell them about their everyday interactions with their leaders. The results of this survey are captured in a new study, Lessons for Leaders from the People Who Matter: How Employees Around the World View Their Leaders.”

Change leader, change thyself

“Anyone who pulls the organization in new directions must look inward as well as outward.”

 

 

 

Developing leaders in a business

“In his book The Will to Lead, Marvin Bower, McKinsey’s managing partner from 1950 to 1967, urges senior managers to abandon command-and-control structures and adopt a program to develop leaders, starting with themselves. In this excerpt, he explores the attributes of leadership.”

 

 

Why leadership-development programs fail

“Sidestepping four common mistakes can help companies develop stronger and more capable leaders, save time and money, and boost morale.”

Leading in the 21st century

“Six global leaders confront the personal and professional challenges of a new era of uncertainty.”

 

 

 

Developing global leaders

“Companies must cultivate leaders for global markets. Dispelling five common myths about globalization is a good place to start.”

 

The Korn / Ferry Institute – Global Talent Management: Using Learning Agility To Identify High Potentials Around the World

“In this whitepaper, we define learning agility, present an instrument which measures it, and investigates the extent to which learning agility varies across four regions of the world. In addition, we will discuss the implications of our findings on global talent management.”


The change-capable organization

“Rather than reshape itself periodically with stand-alone change programs, a company and its culture must be constantly adaptable to new directions. Change management must be an internal-and eternal-capability, present within the organization at every moment.”

Creating an Agile Organization

“The new business environment will favor those companies able to execute strategy faster, with more flexibility and adaptability and move their companies ahead briskly.”


10 Leadership Lessons from the IBM Executive School

“But failure was not an option for Mobley, and after many a dark night of the soul he hit upon the answer that turned IBM into the fastest growing and most admired corporation in the world…”

The Wrath of a Great Leader

“How Martin Luther King, Jr. wrestled with anger and what you can learn from his example.”


Lessons in Leadership: How Lincoln Became America’s Greatest President

“It wasn’t Abraham Lincoln’s strengths but the self-discipline with which he used those strengths for the right purpose.”

 

How companies manage the front line today: McKinsey Survey results

“Most companies don’t offer sufficient training for frontline managers or structure their roles to create the most value. Aggravating the problem, senior leaders are often unaware of the issues that hinder frontline performance. Companies with effective frontline managers take a different approach.”