Peter Winick

FEBRUARY 8, 2024

A Journey through Predictive Analytics and AI Deployment An interview with Eric Siegel on successfully deploying machine learning. Eric Siegel is a seasoned consultant with more than twenty years of experience with machine learning. In today’s podcast, Eric shares insights from his best-selling book, “Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die,” and his second book, “The AI Playbook.” Having taught AI and machine learning at Columbia

Operations 342

Operations Media Marketing Scaling 342

Alison Green

SEPTEMBER 25, 2024

This post was written by Alison Green and published on Ask a Manager. LinkedIn has a new practice of sharing your personal data to train AI — unless you specifically opt out. That includes your profile, your posts, and your videos. Without announcing it, LinkedIn apparently added a new data privacy setting last week that covers this, and they turned it on for everyone.

Media 141

Media Accounts Manager 141

Harvard Business Review

OCTOBER 2, 2024

Silicon Valley often touts rapid scaling as the best strategy for achieving startup success. However, new research reveals that scaling early, particularly within the first 12 months, significantly raises the risk of startup failure, especially for two-sided platforms. The key takeaway for entrepreneurs: Be cautious with early scaling and prioritize a culture of experimentation.

Scaling 125

Scaling 125

David Grossman

SEPTEMBER 9, 2024

When was the last time you heard a great speech? Listened to someone who captivated you with their personal story? Read something that was written so beautifully and powerfully that it challenged your thinking or moved you to action? For many of us, it may have been a while. That’s because outstanding communication is rarely practiced with the kind of diligence it deserves, even among leaders who count on inspiring their teams to achieve ambitious goals.

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133

Speaker: Jeremy York

Typically, when people think of diversity, they think of physical traits such as the color of one’s skin or physical abilities/incapabilities, etc. But diversity is much more than this. It is about appreciating our differences and including others that may have a different perspective or point of view. Our experiences, upbringings, education, and so many other things shape how we think, act, and feel—all of which make us diverse.

Diversity

Lolly Daskal

SEPTEMBER 18, 2024

Recent studies have shown that the vast majority of employees feel their voices are not being heard in the workplace. In fact, a staggering 86% of employees believe that people at their organization are not heard, while another survey revealed that 60% of employees believe their views and opinions are simply ignored. As a leadership executive coach, I know that being heard is one of the most important things for employees, and it should be a top priority for leaders.

Implementation 125

Implementation Diversity Leadership Development Manager 125

Kellogg Insight

MARCH 1, 2024

Online political debate isn’t inherently toxic, a new study of Reddit commenters finds. Instead, it becomes toxic because of the kind of commenters who opt in.

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144

Scott Elbin

MAY 15, 2024

Three Common Feedback Challenges There probably aren’t many people in the world who are more involved, more often in giving and receiving feedback than executive coaches. As a two decade plus coach myself, I’ve lost count of the number of times I’ve prepared, delivered and supported my clients in receiving colleague feedback. It’s easily over 2,000 times.

Recruitment 132

Recruitment Accounts Benefits 132

AIHR

AUGUST 20, 2024

Performance management strategies are crucial for driving results. Yet, companies often overlook them and don’t allocate sufficient resources to their development. Gallup and SHRM found that under 20% of employees find their performance reviews inspiring, and 95% of managers are dissatisfied with their organizations’ review systems. However, 60% of companies with effective performance management systems report outperforming their peers.

Performance Management 124

Performance Management Implementation Manager Metrics 124

Harvard Business Review

AUGUST 2, 2024

Today the workforce is getting older, and the number of younger workers in positions of senior management is growing. These two developments might appear to spell trouble, in that they seem to set the generations against one another, but the author of this article argues that in fact they represent an important opportunity: If companies can figure out how to enable the intergenerational transfer of the wisdom that comes with age and experience, they can strengthen themselves — and the workplace

Manager 144

Manager 144

Harvard Business Review

AUGUST 20, 2024

Previous research has found that new ideas are seen as risky and are often rejected. New research suggests that this rejection can be due to people’s lack of shared criteria or reference points when evaluating a potential innovation’s value. In a new paper, the authors find that the more novel the idea, the more people differ on their perception of its value.

Manager 141

Manager 141

Speaker: Debra Squyres and Todd Wuestenberg

Employee recognition has often been deemed a "feel-good" initiative, tied closely to rewards. While we understand its importance, we tend to associate recognition with intangible outcomes like engagement and sentiment, rather than direct impacts on retention and high performance. In today’s workplace, the true ROI of recognition lies in its ability to regenerate tangible, business-driven results.

Retention

Harvard Business Review

AUGUST 2, 2024

As a first-time manager, you might be unsure of how much autonomy to give your team members. The proliferation of remote and hybrid work makes striking a balance between over- and undermanaging even trickier. Without regular, in-person oversight, micromanagement has increased for some leaders while others are too hands-off, leaving their direct reports to fend for themselves.

Manager 143

Manager 143

Harvard Business Review

SEPTEMBER 26, 2024

When researchers at the University of Cambridge pitted human competitors against a leading LLM, the chatbot beat the top participants on almost every metric. It also was fired more quickly.

Metrics 129

Metrics 129

Harvard Business Review

JULY 17, 2024

Building a strong, flexible “digital core” that integrates cloud, data, and AI technologies to serve as an interconnected foundation for your company is the key to future growth. It is your means of supporting the current business drive toward efficiency and effectiveness, while remaining flexible enough to respond to the new needs of the organization and quickly adopt and scale the latest technology innovations.

Revenue 143

Revenue Scaling 143

Harvard Business Review

SEPTEMBER 6, 2024

The modern workplace demands that executives move away from a command-and-control style and instead adopt a model based on the idea of the leader as a coach. Companies have devoted extensive resources to this effort, in the form of time-intensive training programs and expensive new technologies, but without great success. In this article, the authors draw on their experiences as behavioral scientists and propose a simpler, cheaper, and more-effective approach: Help leaders identify interactions

Leadership Development 137

Leadership Development 137

Speaker: Miriam Connaughton and Donald Knight

As organizations scale, keeping employees connected, engaged, and productive can seem like a monumental task. But what if AI could help you do all of this and more? AI has the power to help, but the key is implementing it in a way that enhances, rather than replaces, human connection. Join us for an exploration into how industry trailblazers are using AI to transform employee experience at scale while addressing both the potential and the pitfalls.

Scaling

Harvard Business Review

JULY 12, 2024

Business leaders are expected to be strategic, and while organizational obstacles can prevent you from translating intent into strategic actions, so can your personal limitations and practices. It doesn’t have to be this way. Even when it feels like the odds are stacked against you, you have more choices than you may realize. Small decisions about where to focus and what to do throughout your day may feel inconsequential, but their impacts accumulate.

Manager 144

Manager 144

Harvard Business Review

JULY 16, 2024

While generative AI tools have been heralded as the future of education, more than 40 years of academic research suggests that it could also harm learning in realms from online tutoring to employee training for three reasons. First, the best student-teacher relationships are empathetic ones but it is biologically impossible for humans and AI to develop mutual empathy.

Education 143

Education Benefits 143

Harvard Business Review

JULY 3, 2024

AI offers many ways to enhance a company’s overall internal capabilities and skills. AI can be used to infer skills from employee profiles and their activity. AI can be used to classify learning content and make it more applicable and accessible for the whole workforce, as well as making learning more personalized to each individual. AI can be used to summarize, recommend, and augment learning content.

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144

Harvard Business Review

JULY 22, 2024

Most corporate women’s advancement programs center on teaching women a predefined slate of skills purported to give them more control over their careers. But by taking this approach, companies may be unintentionally communicating a culture of conformity by asking women to change who they are to succeed. This leaves many women, especially senior women, feeling stuck, because strong leaders need to have the ability to set expectations, not just fulfill them.

Diversity 141

Diversity Inclusion 141

Speaker: Brian Richardson

With a staggering 92% of CEOs prioritizing skill development, and 84% struggling with transformation, mastering upskilling is now more critical than ever. Drawing on extensive research and collaboration with hundreds of leading organizations, discover key hurdles and innovative best practices in workforce upskilling. You'll walk away with a deep understanding of how to build a culture of continuous learning, expert insights into assessing the current skills of your employees, and a strategic too

Harvard Business Review

JULY 9, 2024

When we think about change at work today, we tend to assume its inevitability and focus our attention on how to manage it — what methods and processes and technology and communication we need to put in place to have it move ahead more smoothly. Of course, some change is necessary, and some is inevitable. But not all of it. What the scientific literature on predictability, agency, belonging, place, and meaning suggests is that before we think about managing change, we should consider the conditio

Manager 142

Manager Performance Management Change Management 142

Harvard Business Review

JUNE 18, 2024

Strategic fitness is a leader’s ability to learn from and adapt to their environment to set direction and create a competitive advantage. A study of 77 C-suite executives over four years found that strategically fit leaders excel in four disciplines : 1) Strategic fitness, or setting clear direction and calibrating when necessary; 2) Leadership fitness, or refining their style to meet the moment; 3) Organizational fitness, or investing in thinking about the future state of the business; and 4) C

Manager 144

Manager 144

Harvard Business Review

JUNE 26, 2024

Starbucks is struggling. It has strayed from its successful strategy of offering customers exceptional experiences and, in the process, has commoditized itself. This article analyzes where it went wrong and offers ideas for how the company can turn itself around. It holds lessons for other companies that compete by providing customers distinctive experiences.

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143

Harvard Business Review

JUNE 10, 2024

There is a common leadership misconception that merely encouraging team members to voice their opinions will foster an environment of openness. But people won’t speak up unless they feel safe doing so. As a leader, this means you have to address the underlying reasons for employee reticence, including the individual and systemic barriers to speaking up.

Diversity 144

Diversity Manager 144

Speaker: Tim Buteyn, President of ThinkingKap Learning Solutions

Join this brand new webinar with Tim Buteyn to learn how you can master the art of remote onboarding! By the end of this session, you'll understand how to: Craft a Tailored Onboarding Checklist 📝 Develop a comprehensive, customized checklist that ensures every new hire has a smooth transition into your company, no matter where they are in the world.

Onboarding

Harvard Business Review

JUNE 6, 2024

Humans are good at inventing tools, but not as good at adapting to the change these tools can cause. While there has been much focus on the technical impacts and potential dark side of AI, the authors’ research has shown that AI can enhance and empower leadership, actually helping make leaders more human. To do this, we need to invest just as much in the development of our human potential as we do in harnessing the power of AI.

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144

Harvard Business Review

JUNE 14, 2024

Learning how to delegate well is a skill every first-time manager needs to learn from the very start. Many people are promoted into management for doing their previous job well. But once you’re promoted into a leadership role, you must accept that you can’t do everything on your own — nor should you. Though it may seem counterintuitive, the more senior you become in an organization, the less you’ll be involved in doing the day-to-day work.

Manager 143

Manager 143

Harvard Business Review

JULY 2, 2024

If you want to move up the corporate ladder, you need to do more than meet deadlines and produce strong results. Employees who quickly move up often have an innovator’s mindset. These people ultimately position themselves as valuable assets by questioning assumptions and pushing their organizations to stay competitive. By consistently bringing fresh ideas to the table and demonstrating a proactive approach to problem-solving, they naturally attract the attention of higher-ups.

Assets 142

Assets Manager 142

Harvard Business Review

JULY 17, 2024

Botshit — made-up, inaccurate, and untruthful chatbot content that humans uncritically use for tasks — can pose major risks to your business in the form of reputational damage, incorrect decisions, legal liability, economic losses, and even human safety. Yet, it’s unlikely that chatbots are going away. How can you manage these risks while taking advantage of the benefits of promising new tools?

Benefits 140

Benefits Manager 140

Implementing new tools or business processes in your organization? Lemon Learning put together a practical 3 part guide to prevent the pitfalls of change management. Drive a successful change management project from diagnosis through to measurement.

Change Management

Harvard Business Review

MAY 23, 2024

The problem with strategy frameworks is that although they can help you determine whether an opportunity is attractive or whether a given strategy is likely to work, they generally don’t help you in the task of identifying the opportunity or crafting the strategy in the first place. This article introduces a framework, built on an in-depth analysis of the creativity literature, that aims to fill that gap by providing a systematic approach to identifying potential strategies.

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145

Harvard Business Review

JUNE 17, 2024

Fifty percent of Gen Zs want to ditch the corporate world to become their own boss. However, this can be challenging when you lack the funds and flexibility to leave your day job. As a result, many ambitious young people begin by balancing full-time work with a side hustle — but managing both commitments can be challenging. You might feel drained after work or find it difficult to be consistent.

Manager 142

Manager 142

Harvard Business Review

MAY 24, 2024

For all the communication around strategy, we know that leaders at many companies don’t provide the necessary context for employees to understand what the words and sentences in a strategy statement actually mean. What can leaders do to help employees understand enough context to understand a strategy? In this article, the authors offer three recommendations: 1) Present the alternatives considered and explain why they were not adopted. 2) Explain how each choice is linked to the organization’s p

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144

Harvard Business Review

JULY 25, 2024

When idea pitches fail to resonate, it doesn’t always have to do with the merit of the idea, your presentation style, or charisma; the problem could stem from a deeper disengagement in your organization. To make pitches more appealing and increase the chances of ideas resonating, the author recommends engaging three main learning styles that may be in your audience: visual, auditory, and kinesthetic.

Manager 139

Manager 139

Speaker: Hanh Nguyen

In today’s ever-changing world, HR professionals often find themselves juggling conflicting priorities - especially when external factors seem out of their control. As we traverse the unpredictable waters of the current political and economic landscape, we find ourselves at a crossroads. For HR leaders, understanding how these external forces shape our diversity, equity, and inclusion efforts is crucial.

Inclusion