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Leadership

  • Creating an Ethically Strong Organization

    Large-scale misconduct starts small, so prevention should focus on how employees make decisions.

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  • Coming of Age Digitally

    MIT SMR and Deloitte’s 2018 global executive study and research report investigates how born-digital and legacy organizations alike achieving digital maturity through continuous learning.

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  • Managing the Distraction-Focus Paradox

    The seductive clamor of social media is a workplace reality from which there’s no retreat. Those who’ll succeed in this distraction-filled world as managers and innovators must combine two seemingly opposing traits: They must to be able to absorb information from many sources and to focus intensely.

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  • The Mindsets of a Leader

    Researchers have identified six distinct mindsets that contribute to leaders' portfolio of leadership styles by asking one simple question: Whom do the leaders serve? Identifying these mindsets can help companies recognize how the leader's styles are helping — or hurting — their performance.

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  • Is HR Missing the Point on Performance Feedback?

    Scientific evidence demonstrates the value of feedback and ratings for performance. But HR is moving away from traditional performance reviews because managers and employees say they don’t like them. It’s a mistake that will backfire.

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  • How Leaders Face the Future of Work

    Some leaders have failed to realize that the daily lives of those who work in their organizations will inevitably be transformed over the coming decades. But it’s the responsibility of leaders to create clarity about the future of work. That means being engaged with creating a narrative about the future of jobs, actively championing the learning agenda, and role modeling work flexibility — for instance, by taking paternity leave or working from home.

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  • Putting an End to Leaders’ Self-Serving Behavior

    Business leaders are often selfish. They honestly think they are entitled to more resources than anyone else, and that they have earned the right to take more. Their self-serving behavior is usually enabled by their organizations. But three strategies can help: Organizations can choose leaders who tilt away from self-serving frameworks; create systems that reinforce fairer evaluations; and recognize the added complexities that arise on the global stage.

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  • Why Best Practices Often Fall Short

    Many executives take the value of best practices as a given. We have an abiding faith in the idea that the most direct route to improved performance is to study what successful firms do and copy them. In reality, that is quite rarely the case.

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  • The Trouble with Homogeneous Teams

    Diversity in the workplace can increase conflict. But research also suggests that if teams lack diversity, they will be more susceptible to making flawed decisions.

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  • The Truth About Hierarchy

    Hierarchies are often seen as an obstacle to innovation. However, a growing body of research shows that the right kind of hierarchy can help teams become better innovators and learners.

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