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Just Trying to Help (HBR Case Study and Commentary)
Kirby, Julia; Buckingham, Marcus; Bischmann, Joanne; Kolind, Lars; Blomquist, TomasArtículo HBS-R0606A-ELiderazgo y Dirección de personasEvery year, at the annual summit of Ralston Crane's marketing group, Chief Marketing Officer Ruth McViney homes in on an important organizational objective. Last year, the architecture and design firm was focused on green building initiatives. This year, Ruth says, is the year of customer loyalty. Toward the end of her keynote remarks, she introduces two kickoff projects. The goals of one, Project Holding Pattern, sound familiar to Ralston's Guy ...Desde 8,20 €
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The Feedback Fallacy
Buckingham, Marcus; Goodall, AshleyArtículo HBS-R1902G-EFor years managers have been encouraged to candidly praise and criticize just about everything workers do. But it turns out that feedback does not help employees thrive. First, research shows that people can't reliably rate the performance of others: More than 50% of your rating of someone reflects your characteristics, not hers. Second, neuroscience reveals that criticism provokes the brain's "fight or flight" response and inhibits learning. Las...Desde 8,20 €
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Reinventing Performance Management
Buckingham, Marcus; Goodall, AshleyArtículo HBS-R1504B-ELiderazgo y Dirección de personasLike many other companies, Deloitte realized that its system for evaluating the work of employees--and then training them, promoting them, and paying them accordingly--was increasingly out of step with its objectives. It searched for something nimbler, real-time, and more individualized--something squarely focused on fueling performance in the future rather than assessing it in the past. The new system will have no cascading objectives, no once-a...Desde 8,20 €
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Leadership Development in the Age of the Algorithm
Buckingham, MarcusArtículo HBS-R1206E-EBy now we expect personalized content--it's routinely served up by online retailers and news services, for example. But the typical leadership development program still takes a formulaic, one-size-fits-all approach. And it rarely happens that an excellent technique can be effectively transferred from one leader to all others. Someone trying to adopt a practice from a leader with a different style usually seems stilted and off--a Franken-leader. B...Desde 8,20 €
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Chapter Seven: LIE #7 People have potential
Buckingham, Marcus; Goodall, AshleyCapítulo de Libro HBS-1038BC-EForget what you know about the world of work. You crave feedback. Your organization's culture is the key to its success. Strategic planning is essential. Your competencies should be measured and your weaknesses shored up. Leadership is a thing. These may sound like basic truths of our work lives today. But actually, they're lies. This provocative, inspiring book shows that there are some big lies--distortions, faulty assumptions, wrong thinking--...Desde 8,20 €
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Appendix A. The ADPRI's Global Study of Engagement
Buckingham, Marcus; Goodall, AshleyCapítulo de Libro HBS-1041BC-EForget what you know about the world of work. You crave feedback. Your organization's culture is the key to its success. Strategic planning is essential. Your competencies should be measured and your weaknesses shored up. Leadership is a thing. These may sound like basic truths of our work lives today. But actually, they're lies. This provocative, inspiring book shows that there are some big lies--distortions, faulty assumptions, wrong thinking--...Desde 8,20 €
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Chapter Five: 5. LIE #5 People need feedback
Buckingham, Marcus; Goodall, AshleyCapítulo de Libro HBS-1036BC-EForget what you know about the world of work. You crave feedback. Your organization's culture is the key to its success. Strategic planning is essential. Your competencies should be measured and your weaknesses shored up. Leadership is a thing. These may sound like basic truths of our work lives today. But actually, they're lies. This provocative, inspiring book shows that there are some big lies--distortions, faulty assumptions, wrong thinking--...Desde 8,20 €
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Chapter Two: LIE #2 The best plan wins
Buckingham, Marcus; Goodall, AshleyCapítulo de Libro HBS-1033BC-EForget what you know about the world of work. You crave feedback. Your organization's culture is the key to its success. Strategic planning is essential. Your competencies should be measured and your weaknesses shored up. Leadership is a thing. These may sound like basic truths of our work lives today. But actually, they're lies. This provocative, inspiring book shows that there are some big lies--distortions, faulty assumptions, wrong thinking--...Desde 8,20 €
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Chapter Three: LIE #3 The best companies cascade goals
Buckingham, Marcus; Goodall, AshleyCapítulo de Libro HBS-1034BC-EForget what you know about the world of work. You crave feedback. Your organization's culture is the key to its success. Strategic planning is essential. Your competencies should be measured and your weaknesses shored up. Leadership is a thing. These may sound like basic truths of our work lives today. But actually, they're lies. This provocative, inspiring book shows that there are some big lies--distortions, faulty assumptions, wrong thinking--...Desde 8,20 €
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Chapter Four: LIE #4 The best people are well-rounded
Buckingham, Marcus; Goodall, AshleyCapítulo de Libro HBS-1035BC-EForget what you know about the world of work. You crave feedback. Your organization's culture is the key to its success. Strategic planning is essential. Your competencies should be measured and your weaknesses shored up. Leadership is a thing. These may sound like basic truths of our work lives today. But actually, they're lies. This provocative, inspiring book shows that there are some big lies--distortions, faulty assumptions, wrong thinking--...Desde 8,20 €