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11 Leadership Lessons from Alexander the Great

Description:  Visionary, team builder, mentor, he shows us some timeless leadership lessons but also some glaring failures

11 Leading Causes of Disengagement

Description:  Employee Disengagement defines individuals who are indifferent or emotionally disconnected from their organisations or employers.

19th Annual Global CEO Survey / January 2016

Description:  19th Annual Global CEO Survey / January 2016

19th Annual Global CEO Survey/February 2016

Description:  19th Annual Global CEO Survey/February 2016

2013 Global Performance Management Survey Findings

Description:  Executive overview of findings from Mercer's global survey.

2013 Global Performance Management Survey Report

Description:  Mercer's Global Performance Management Survey includes responses from performance management leaders of 1,056 organisations representing 53 countries around the globe.

2014 Trends in Global Employee Engagement

Description:  How prepared are you, your company and your talent to drive performance in the face of impending change? Business leaders face unprecedented challenges brought on by simultaneous macro-level economic, technological, demographic and social trends. These trends have created a multitude of business challenges: industry consolidation and disruption, changing customer and consumer demand, availability of talent, changing requirements of the workforce from companies, and changing expectations of companies from the workforce, to name a few. Many business leaders will need to revisit and set new strategies, but they cannot effectively execute on what is required for future growth without people. Not just any people—but engaged employees. Engaged employees invest their discretionary effort in the right behaviors to achieve future business results. Making engagement happen will be the business challenge of the next decade and a focal point of the emerging talent imperative.

2015 Trends in Global Employee Engagement: Making Engagement Happen

Description:  Two concepts that we continually see in top-performing companies: 1) business and talent strategies are intimately connected; and 2) leadership and employee engagement are essential for success. The best companies build and sustain a culture of engagement, led by CEOs who understand that employee engagement is not just a “nice to have” but critical to achieving business results. Leaders in these elite organizations also understand that employee engagement is primarily their responsibility.

2016 Global CEO Outlook

Description:  2016 Global CEO Outlook

2016-china-ceo-outlook

Description:  2016-china-ceo-outlook

24 Charts of Leadership Styles Around the World

Description:  Different cultures can have radically different leadership styles and international organizations would do well to understand them.

5G: New Mindset Meets Next Generation Networks

Description:  Unlike previous generation shifts in mobile networks, 5G involves evolutionary ways of thinking more than revolutionary technologies. Report finds out what to expect from 5G, insights and foresights.

8 Steps to Accelerate Change in 2015

Description:  Model for accelerating change from distinguished change expert Dr Kotter

A Conversation on Blue Ocean Leadership

Description:  The connection between strategy and leadership is obvious as strategies are driven by leaders.

A Guide for Entrepreneurs Who Lead and Manage Change

Description:  To grow a business, entrepreneurs must know how to lead and manage change. However, the change management literature offers little in the way of specific, practical advice that leaders can use to guide their actions. This article builds on a review of the change management  literature,  a  small  field  study,  and  years  of  experience  supporting  technology companies.  It  identifies  and  describes  the  top  nine  leadership  actions  (and  their  associated  behavioural  traits)  that  technology  entrepreneurs  who  lead  and  manage  change should carry out.

A Leader's Network: How to Help Your Talent Invest in the Right Relationships at the Right Time

Description:  The ability to lead is directly affected by the networks a leader builds. Leaders achieve success—for themselves and their organizations—not only because of their own abilities, knowledge, and skills but also through their relationships with others.The networks leaders build affect how they share and receive new ideas. They provide opportunities—and place constraints on their actions. Networks allow leaders to locate resources and information outside their routine interactions. Connections can give leaders an edge.Not having the right networks can also derail a manager’s path to success.

A Leadership Gap Analysis for Chinese Leaders from a 360-Degree Survey

Description:  What are the essential leadership capabilities and skill sets needed for Chinese leaders to effectively lead and succeed in today’s organizations? The Center for Creative Leadership (CCL®) set out to answer two key questions for Chinese leaders: 1. What are the leadership competencies that are most important to success for Chinese leaders?2. What are the leadership gaps for Chinese leaders—those competencies that are seen as important, yet in which Chinese leaders are underperforming?

A Lean Approach to Change Management

Description:  Framework for a successful transformation

A Millennial Misunderstanding

Description:  A growing flood of Millennial employees into the global workforce is under way. There are many assumptions about these young people and the ways companies must cater to their specific wants and needs. For example, Millennials are reputed to value work/life balance and personal meaning in their work over financial compensation. Keeping the new generation engaged is said to be a unique challenge.

Accelerating Performance: Five Leadership Skills You and Your Organization Can't do Without

Description:  Leadership  is  like  a  muscle.  The  more  you  train,  the  stronger  you  get. Research  at  the  Center  for  Creative  Leadership  reminds  us  why  leaders everywhere, from Fortune 500s to the smallest of non-profits, need to get to the gym right away – and be disciplined enough to keep going back.
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