Meeting Talent Turnaround 
Harvard Business
AUGUST 16, 2018
Although his one-on-one meetings with these reports, which involved progress reviews, motivation, and coaching, were highly productive, his monthly team meetings weren’t. So what he mostly needed was hub-and-spoke, one-on-one leadership, through weekly individual meetings, supplemented by periodic group get-togethers.
Harvard Business
MAY 5, 2016
While I was researching my new book, How to Get a Meeting with Anyone , I asked the top 100 sales thought leaders in the world, “When you absolutely must reach someone who is very important but nearly impossible to reach, how do you do it? The Seven Imperatives to Keeping Meetings on Track. You and Your Team Series.
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Harvard Business
JUNE 23, 2016
Now a global giant in the drinks business, just 25 years ago, its precursor, Brahma, was a second-tier Brazilian brewer undergoing a painful turnaround in the hands of acquirer 3G, a São Paulo–based private equity house. A key feature of the turnaround, led by CEO Marcel Telles, was avoiding a hopelessly long-term view.
Harvard Business
MAY 20, 2016
Pick an example of a work activity that happens regularly, like a daily or weekly standing meeting. For the attribute “location,” for example, you could ask your team: Is the meeting best facilitated if it’s held in an in-demand central meeting room or near where other people are likely to gather?
Harvard Business
AUGUST 11, 2017
Making these shifts requires increased attention to organizational governance around three domains: talent, capability , and leadership. Most of the LCPs we studied began with the task of ensuring the PE firm itself had the right talent, culture, and leadership, and then moved on to do the same for portfolio companies.
Kates Kesler
OCTOBER 9, 2012
Recently, The Wall Street Journal reported on how Procter & Gamble’s CEO is under scrutiny by investors and the board for a stalling turnaround effort. P&G’s Stumbles Put CEO On Hot Seat for Turnaround. At this meeting, seven to 10 executives met to discuss the state of the company and make decisions.
Harvard Business
MARCH 12, 2018
Many legacy companies would like to transform themselves into agile, talent-first organizations. But when some CEOs in this position look at the people they employ, they discover a problem: a swath of their existing team doesn’t have the necessary skills or metabolism for change to meet the new challenges.
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