Do Pep Talks Really Motivate Employees?

We’ve all seen the films: before a crucial game for an underdog team, a battle where the army is outnumbered, the coach or general exhorts the players or soldiers to give their all to win. It’s not just a plea for victory: the speech places those individuals in the middle of the action, connecting them to the cause and helping them to understand why success is essential. In other words, it’s a pep talk. Continue reading

Women CEOs: Good for Returns

Add this to the ever-growing pile of research that female executives are good for business: a study found that companies with women executives outperformed the benchmark index. Further, these companies had 25% annualized returns over time, compared with 11% for the World MSCI Index. Continue reading

Decision Making in a World Full of Noise

Today, more than ever, executives have the tools at their fingertips to make informed decisions based on rational data. Further, leaders are more aware of cognitive biases that interfere with good decisions. Yet, the very data that gives us knowledge threatens to overwhelm and business organizations have become more complex and hierarchical—a case of too many cooks in the kitchen. Continue reading

What Leaders Can Learn from Artists

The Jazz Musicians (1954), David Park

I recently came across an interesting article in The Harvard Business Review by Hal Gregerson, the executive director of the MIT Leadership Center. In it, he draws connections between a photographer’s creative process and how leaders can learn from that process. It started me thinking: what insight can we glean from artists? There is plenty of literature out there about what executives can learn from athletes, musicians, and the like. Gregerson’s article prompted me to probe the literature a bit more to see if I could find some new insights. Continue reading

New Leadership Imperative

Create the future workforce

In a recent report by Accenture Strategy, Harnessing Revolution: Creating the Future Workforce, research indicates that as different generations enter and exit the workforce amidst a rapidly changing technological landscape, the very concept of work is being redefined. According to authors Ellyn Shook, Chief Leadership and Human Resources Officer, Accenture, and Mark Knickrehm, group chief executive, Accenture Strategy, leaders must be responsive and act to “harness the power of the Fourth Industrial Revolution for long-term advantage and shareholder value.” Among Shook and Knickrehm’s findings: Continue reading