Leadership

In recent years, organizations have begun to prioritize processes for improving future performance over evaluating employees’ past efforts. Yearly development objectives and annual reviews are being replaced by real-time feedback delivered directly by line managers. Although this shift holds much promise, it risks bumping up against some hard realities — namely, the ability of line managers to help employees develop. In reality, many managers aren’t confident they can change employee behavior.

Gone are the days of centralized control of information and decision-making within organizations. With information now widely distributed among employees, Kaiser Permanente CEO Bernard J. Tyson says today’s executives face a critical question: “How do I charge up the organization so that we’re maximizing the intellects of all of our people?”

Few questions in business are more powerful than “What problem are you trying to solve?” Leaders who can formulate clear problem statements get more done with less effort and move more rapidly than their less-focused counterparts. But stopping to ask this question doesn’t come naturally — managers must put conscious effort into learning a structured approach.

People are living and working longer — but companies are unprepared for the implications of that.

Talent management processes need a digital update, too.

Your business may have processes that work now. Does it have agile processes to help it change?

No, software will not render managers obsolete, but you will need to be more skilled than ever before.

Traditional hierarchies are giving way to market forms of organizing that will recast the role of management.

To get the best results from a decision matrix, managers should expand the options used to frame it.

A focus on execution is undermining managers' ability to develop strategy and leadership skills.