Why do some firms willingly take on multifaceted, complex projects? Companies that set speed and efficiency as their goals eventually get to the same level. Why, then, do some companies perform better than the rest, year after year after year?
What allows some organizations to flourish in tough economic times when so many others flounder? How do they use a crisis as an opportunity to transform their business models, to redirect their strategies and to build momentum during a downturn?
The more likely they are to deliver positive experiences to customers which helps lead to higher customer loyalty and long-term customer value.
Leaders who really want to improve the performance of the teams of knowledge workers they manage should think of the process as not just an art, but a science.
UNC Kenan-Flagler's Joey Engelberg discovered that stock ticker symbols searched for frequently on Google can forecast a bump in the company’s share price over the next two weeks.
The adhesives company asked students to study how it could grow the market for its products in China.
Mabel Miguel, organizational behavior professor at UNC's Kenan-Flagler Business School, talks about how the right kind of conflict can increase cohesiveness and creativity and reduce stagnation in an organization.
James W. Dean, Jr., Dean of UNC's Kenan-Flagler Business School, talks about the stakes involved in hiring new members for your organization.
Meradith Leebrick’s (BSBA 2006) nonprofit is offering free English lessons and supporting villagers’ craft sales.
Influencing people you have no power over as direct reports requires a delicate balance of creating empathy and overcoming cynicism, notes Lynn Setzer, management and corporate communication lecturer at UNC Kenan-Flagler.
The days of defining winning by only considering your own P&L are over. Leading B2B companies are focused on making their customers more money than their competitors and getting their fair share.
Despite suggestions by the popular press that assertive, powerful speech is needed to seem competent and thus gain status and leadership within a group or company, this is not always true.
Peter Romanella, associate director of leadership development at UNC Kenan-Flagler, underscores the importance of leaders identifying strengths and practicing them to be successful.
Active listening and speaking assertively are critical factors to influencing others, yet successful communication can be one of the most significant challenges leaders face.
Alison Fragale, UNC Kenan-Flagler assistant professor of organizational behavior, talks about how everyday business mistakes are judged more harshly as leaders advance in their companies.
After being recognized for years of accomplishing tasks and making individual contributions, new leaders are suddenly confronted with a much different situation. They are now held accountable for the work of others - both their successes, and perhaps more troubling, their mistakes and poor performance. Thus, one of the most common pitfalls that new leaders can face is lapsing back into doing rather than managing. Don't fall victim to that pitfall or other new leader mistakes.
Alston Gardner has developed a definition for sales from a 20+-year career of training salespeople in over 40 different countries. That definition of sales is also a key component of effective leadership.
Sports teams face obstacles like losing players to injury, falling into slumps and losing focus. But some teams are good at dealing with adversity and bouncing back. Work team leaders who lose key team members and face unexpected customer demand can learn from these resilient sports teams, according to new research from UNC Kenan-Flagler.
From the Leadership Insight newsletter series, G. Peter Morris gives insight into how active listening can help leaders make their vision and strategy into reality.
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