How to Manage ‘Invisible Transitions’ in Leadership | MIT Sloan Management Review

Leadership & Culture

Leaders increasingly make “invisible transitions”—where they take on new tasks, responsibilities, and obligations without changes in their job title, description, or authority. And according to this article, invisible transitions are more challenging to navigate than formal leadership transitions, such as vertical transitions (promotions to a higher rank), lateral transitions (moving to a different part of the business), and geographic transitions (moving …

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What Does It Mean to Be a Manager Today? | Harvard Business Review

Leadership & Culture

This article argues how firms can help managers develop a new set of skills to succeed in this new business environment. The current and future business context calls for the “empathetic manager” – one who focuses less on what employees are doing and more on understanding how they feel. This manager type contextualizes performance and behavior — transcends simply understanding …

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The New Normal for Succession Planning | CEO World Magazine

Talent Management

Organizations envision a “return-to-work” in closer sight as more people continue to get vaccinated for the coronavirus. Alongside this sentiment comes reports warning firms they may find their CEO and C-suite succession bench at risk once they enter a full recovery (see DDI and strategy + business). One reason cited is that a segment of C-suite incumbents and …

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2021 Workplace Learning Report: Skill Building in the New World of Work | LinkedIn Learning

Talent Development

This report marks the fifth year of the Workplace Learning Report and includes input from over five thousand professionals spanning 27 countries. This 65-page report is full of insights, including L&D functions expect their budget to increase, and anticipate a continued acceleration to online learning. Page 21 shows the top 10 ways that L&D pros measure the …

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The Future of Team Leadership Is Multimodal | MIT Sloan Management Review

Leadership & Culture

COVID-19 continues to spur a shift to hybrid work. And as leaders lead their teams both virtually and in-person, this article suggests four multimodal leadership roles for leaders to adopt 1) Conductor. This role can be mostly virtual and requires leaders to harmonize their team by sharing and coordinating plans, decisions, and information. 2) Catalyst. When teams come together in person, leaders …

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Why Psychological Safety at Work Is Key to Preventing Employee Burnout | Fast Company

Leadership & Culture

Employee wellness, diversity, equity and inclusion (DEI), and strengthening company culture are priorities for many organizations. As firms develop strategies to address these areas, the notion of psychological safety (PS) can serve as a multiplier for positively impacting these areas simultaneously. This short article provides a few ideas for cultivating PS in the workplace. It offers a …

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Global Leadership Forecast 2021 Study | DDI

Leadership & Culture

This DDI report, in partnership with Josh Bersin, summarizes best talent practices and provides key trends to guide the future of leadership. Each section has two parts: 1) data and conclusions, 2) potential actions. While the report’s findings are too numerous to summarize, one clear theme is that firms will need to develop leaders prepared to lead in an environment of …

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Psychological Safety and the Critical Role of Leadership Development | McKinsey & Co

Leadership & Culture

Psychological safety (PS) is a term used to describe the belief that one won’t be rejected, embarrassed, or punished for speaking up or being themselves. And with studies showing that PS can promote risk-taking, innovation, and team performance, PS has become an important workplace topic–particularly during the pandemic where PS is more likely to be …

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Leadership’s Digital Transformation | MIT Sloan Management Review and Cognizant

Leadership & Culture

Digital forces continue to disrupt and transform every business sector. And with this disruption having far-reaching implications for how leaders lead, this 23-page report explains how digitally savvy workers’ expectations are reframing leadership challenges as traditional boundaries collapse. The study, which is based on a global survey of nearly 4,300 employees, from non-managers to CEOs …

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Covid-19 Heightens the Leadership Gap | Harvard Business Corporate Learning

Leadership & Culture

The pandemic continues to transform aspects of business, work, and the workplace–presenting different and new demands on leaders. And as organizations seek to understand and prepare current and future leaders for these rapidly shifting requirements, this new 16-page report provides ideas for doing so. The survey found that leaders’ requirements in all industries have rapidly …

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