Performance Management

Making Green While Going Green

Thu, 22 Oct 2009 10:00:00 GMT

Visionary CEO Ray Anderson, who proudly boasts the moniker “radical industrialist,” says it’s imperative that we save the environment -- but business, not government, must take the lead. In this interview, Anderson explains how other companies can do what his business has done.

The Business of Sustainability

Thu, 08 Oct 2009 10:00:00 GMT

At age 60, visionary CEO Ray Anderson, author of Confessions of a Radical Industrialist, decided to move his company toward environmental sustainability. He’s proving that it’s possible to do well -- very well -- by doing good. In this interview, he tells how.

Scientific, Systematic Succession Planning

Tue, 02 Jun 2009 10:00:00 GMT

Succession planning involves much more than filling in boxes on an organizational chart. If it’s done right -- that is, scientifically and systematically -- it creates a pool of leadership talent that can drive an organization, engage employees, and increase shareholder value.

What to Expect in 2009

Thu, 01 Jan 2009 10:00:00 GMT

All eyes will be on the U.S. economy over the next 12 months. The outlook is of particular importance to executives and managers, who have to make short- and long-term decisions for their organizations as economic news continues to unfold. Here, two leading economists offer their blunt assessment. Warning: Don’t expect good news for a while.

Who Needs a Palin or a Biden?

Thu, 09 Oct 2008 10:00:00 GMT

So Barack Obama chose Joe Biden as his VP nominee, and John McCain picked Sarah Palin to be his running mate. Big deal. Why should executives care? Well, studying these tickets (and others) reveals many do’s and don’ts for your own business partnerships.

MBA Stands for Mexico’s Business Accelerator

Thu, 14 Aug 2008 10:00:00 GMT

With the enthusiastic support of Puebla’s governor, this Mexican state’s university for economic development is using an innovative MBA program to create a cadre of business leaders.

Tough Talk About Crisis Management

Thu, 14 Aug 2008 10:00:00 GMT

Few people know more about leadership in crisis than Lieutenant General Russel Honoré, who headed the U.S. military’s response to Hurricane Katrina. In this interview, he offers well-tested, blunt advice for executives facing a bad situation -- how to set priorities, talk to the media, and communicate within the organization -- that can keep a crisis from devolving into a disaster.

News Flash: Money Does Buy Happiness

Thu, 10 Apr 2008 00:00:00 GMT

Economist Angus Deaton thinks so -- or at least, money can buy you a more valued life. But he also believes a focus on happiness may do more harm than good, particularly in emerging countries. He also wonders if foreign aid -- both social and financial -- to emerging countries might be harmful. Read this very provocative conversation.

Beware: Your Customers Oppose Outsourcing

Thu, 09 Aug 2007 00:00:00 GMT

Nearly 80% of Americans think the practice is bad for the U.S. economy -- and not just because of the loss of jobs, according to Gallup research. This may be a red flag for U.S. executives, who should be aware of the fact that, regardless of what their companies think of outsourcing, the vast majority of their customers aren't keen on it.

What the New Congress Means for Business

Thu, 11 Jan 2007 00:00:00 GMT

With Nancy Pelosi & Co. taking over this month, Gallup's chief economist, Dennis Jacobe, predicts how changes in Washington will affect the business and investment climate, federal spending and the budget deficit, and trade policy and globalization. Jacobe also warns that executives should worry about what Congress will do about the "stealth issue" it will face in 2007.

A Popular Idea That's Dead Wrong

Thu, 14 Dec 2006 00:00:00 GMT

Bain & Company's Frederick Reichheld has argued that there's a single, magic question that business leaders should ask their customers in order to grow. His viewpoint has won many converts, but John H. Fleming, a Gallup principal, definitely isn't one of them. In this probing article, Fleming argues that executives should be very wary of using one-item indicators for any important business metric, regardless of how simple it might appear. He makes a case for a compelling, and more meaningful, alternative.

Why You're Failing to Engage Customers

Thu, 14 Dec 2006 00:00:00 GMT

Most companies face barriers that prevent them from fully engaging customers and employees. This article explores the root causes of these barriers. It shows how to permanently remove them to clear a path to greater engagement.

Are You Failing to Engage?

Thu, 09 Nov 2006 00:00:00 GMT

Most companies face barriers that prevent them from fully engaging customers and employees. Some of those obstacles are rooted in well-intentioned company rules and policies. This article, the first in a two-part series, highlights the key characteristics of those barriers, as revealed by Gallup research.

Start Finding Tomorrow's Leaders Now

Thu, 09 Feb 2006 00:00:00 GMT

Even as the oldest of the baby boomers near retirement, too many executive teams are neglecting to have thoughtful discussions about their leadership pipelines. Yet forward-thinking organizations know they need leaders and a leadership succession plan that deliver results.

The Most Powerful Position in Retail

Thu, 13 Oct 2005 00:00:00 GMT

While many other positions in a retail operation are crucial, a great store manager can motivate a team and dramatically improve customer relations -- and sales. This is a story about one such manager.

Driving Organic Growth in Retail

Thu, 11 Aug 2005 00:00:00 GMT

Executives from some of the world's leading retailers report that they want more business from their current customer base. The question on all of their minds is: How can their companies achieve this aim? Here are four key strategies these leaders are pursuing.

Building Your "Bench Strength" (Part 2)

Thu, 14 Apr 2005 00:00:00 GMT

Selecting and developing future leaders is critical, yet most organizations apply little or no rigor to this task. This article, the second in a two-part series, offers practical guidelines for designing an effective succession management process.

Coaching: No More Mr. Nice Guy

Thu, 14 Apr 2005 00:00:00 GMT

The most effective executive coaches don't aim simply to make leaders feel good. Rather, they're blunt, and they focus relentlessly on measurable business performance.

Building Your "Bench Strength" (Part 1)

Thu, 10 Mar 2005 00:00:00 GMT

All companies must find and develop the next generation of leaders if they want to survive, let alone thrive. But most experts agree that only a few companies master succession management. The first article in this two-part series reveals the practices that set those companies apart.

Leadership Is a Process, Not a Role

Thu, 08 Jan 2004 00:00:00 GMT

Dr. Bruce Avolio, an expert on leadership development, shares his insights on why great leaders are self-aware -- and also willing to sacrifice their selfish interests.

Roadblocks to Customer Engagement (Part 3)

Thu, 08 Jan 2004 00:00:00 GMT

If your company has removed all employee-related roadblocks to creating customer engagement and has identified the right performance outcomes, you’re ready for the next step: to align teams and practices to create customer engagement.

Roadblocks to Customer Engagement (Part 2)

Thu, 11 Dec 2003 00:00:00 GMT

If your company has identified and removed all employee-related roadblocks to creating customer engagement, you're ready to take the next step: focusing your organization on the right performance outcomes.

Roadblocks to Customer Engagement (Part 1)

Thu, 13 Nov 2003 00:00:00 GMT

“Putting Customers First.” “We’re Customer Centric.” “Becoming a Customer-Focused Organization.” Initiatives like these are well-intentioned, but only a handful ever succeed -- because too many companies are structured in ways that keep them from achieving world-class levels of customer engagement.

Are particular themes more suitable for managers?

Sat, 01 Jun 2002 00:00:00 GMT

No -- and yes. In our research, we have found thousands of great managers whose Signature Themes differ quite a bit. However, we've also found that many successful managers have similar Signature Themes.

I am a career counselor. Can knowing a person's Signature Themes help me offer good advice?

Mon, 01 Apr 2002 00:00:00 GMT

Yes. However, a person's Signature Themes will never reveal the career he or she should choose. Successful police officers do not share exactly the same themes, nor do successful lawyers, teachers, or salespeople.