Harvard Business Review 2016 summary by Frank Olsson
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HBR Notes 2016 Summary
Today young leaders are more purposeful and intentional than the previous generation, and they are hungry for a new model of leadership that will make a positive difference in the world. /The Performance Management Revolution – the focus is shifting from accountability to learning.
The Ecosystem of Shared value – combining economic progress with social progress will avail new opportunities for successful growth.
Generalists get better job offers. In today’s world being able to swiftly shift your focus from one area to another is key; nothing is siloed today.
Jobs are never simply about function – they have powerful social and emotional dimensions. There is a strong correlation between customer centricity and revenue growth. Essential features are a superior ability to provide consistent, personalized, meaningful, experiences across all touchpoints; a singular commitment from every department to meeting customer needs.
Fathers of daughters care more about gender equality than men without children or fathers with sons.
People who focus more on giving than on taking in the interpersonal realm do better, in the end, than those who focus on maximising their own position.
Valuing all aspects of people’s identities, rewarding work output instead of work time will enhance employees’ resilience, creativity and job satisfaction.
From the top of an organization, consistency is far from a necessary virtue, it’s a vice, keeping leaders from successfully dealing with strategic paradoxes.
When you think more about what you can give others rather than what you can get from them, net-working will become a little less self-promotional and more selfless – and therefore more worthy of your time.
Operating more in sync with societal needs and meeting employees day-to-day needs will influence the culture.
By combining strategy and experimentation all firms can greatly increase the odds of achieving lasting success.
The ability to acquire new skills and knowledge quickly and continually is crucial to success in a world of rapid change.
Positive emotions are consistently associated with better performance, quality, and customer service – this holds true across roles and industries and at various organizational levels.
Talking to people – asking them how they feel, what they want, and what they think – may seem simplistic, but works wonders.
Lars Sorensen of Novo Nordisk, Denmark, rated the world’s best CEO for two consecutive years said: “to be honest, I think we as CEOs are highly over-rated. At least in my business, success is far more of a team effort than the public would like to believe, especially in America.” He also credited much of his success to decisions that were made by his predecessors. Sorensen said “Absolutely everything we do has to be grounded in an assessment not only of the financial implications but whether it aligns with our values and brings us closer to realizing our purpose as a company.” “People need to see that we are contributing to society and not just enriching ourselves. When we have too wide a disparity between what I earn and workers compensation, we create a barrier to the employees’ passion and engagement that all companies need to achieve their objectives.” Martin Sorrell of WPP, rated second in the world, said that “Doing good is good business if you are in the business for the long term.