Many leaders think of coaching as giving “feedback” without realizing that feedback is only one of several coaching skills. Feedback in and of itself doesn’t account for the kind of positive impact a leader can have by applying a coaching approach to managing and developing others.
The Fourth Industrial Revolution continues to take hold of the global economy, and the need for reskilling American workers has never been more urgent. Roles in the workplace are shifting dramatically, as new technology both eliminates and creates new jobs. According to the World Economic Forum, “75 million jobs are expected to be displaced by 2022 in 20 major economies. At the same time, technological advances and new ways of working could also create 133 million new roles.”
Look around at top corporations today and you’ll see that many of the most successful CHROs don’t come from traditional HR backgrounds. The role of HR leader has evolved significantly in recent years, in response to a growing demand for new and broader skill sets. Long consigned to a mid-level staff role, today’s CHRO not only has a seat at the executive table and but is also regularly considered a critical presence in the C-suite. CHROs who rise through the ranks, and especially those who’ve worked in different areas of the businesses they serve, bring an array of perspectives. Here are a few of the most valuable.
By Michael McGowan, Managing Director & Practice Leader, Leadership & Talent
By Susan Gallagher, President & CEO, U.S.
Congratulations! Whether it is a cross-border merger, explosive market growth, or a new technology that is working better than you had ever hoped, you have the best problem a business can have: managing rapid growth.
By Susan Gallagher, President & CEO, U.S. | Last year set a record for mergers and acquisitions, with more than 50,000 deals valued at more than $3.5 trillion, according to Thomson Reuters. I wonder how many of them will succeed. According to Harvard Business Review, between 70 and 90 percent of mergers and acquisitions fail. The reasons for this failure rate are complex, and no two deals are the same.
By Michael G. McGowan, Managing Director, Leadership & Talent