BeecherHill | What We Think

Asking the Right Questions as a Leader

BeecherHill — Thu, 19 Jan 2017 20:41:29 +0000

“Strategic leadership” is one of the most common phrases heard in the business world today. In her recent article for Harvard Business Review, Lisa Lai outlines five key questions each leader should ask their team members to ensure they are truly acting strategically as an organization. In opening up the dialogue with Lai’s five questions, each leader will gain critical insight into progress on organizational priorities and increase the team’s collective ability to be strategic.

To view the full post, please visit Harvard Business Review.

Image Credit: “question” by Cesar Bojorquez (CC BY 2.0)

The Adaptable Leader

BeecherHill — Thu, 05 Jan 2017 17:52:53 +0000

In a recent article featured in First Round Review, the adaptable leader is praised as the “new holy grail” for his/her ability to learn on the go, adjust to virtually any environment and maintain intellectual curiosity. Given the difficulty in identifying adaptable leaders through traditional interview processes, the author provides sample interview and reference questions to allow deeper understanding of an individual’s orientation and adaptability.

To view the full post, please visit First Round Review.

Image Credit: “Adaptation” by Quinn Dombrowski (CC BY-SA 2.0)

The Strategic Leader

BeecherHill — Thu, 27 Oct 2016 18:18:38 +0000

In a recent article for Harvard Business Review, Ron Carucci discusses the lack of strategic thinking among top leaders. The problem is two-fold, with executives reporting they have no time to think strategically and expressing confusion about how to approach the process of strategic thinking. He outlines three strategies to promote strategic thinking, including identification of the strategic requirements of one’s role, uncovering patterns to focus resources and inviting dissent.

To view the full post, please visit Harvard Business Review.

Image Credit: “Chess” by Eigenberg Fotografie (CC BY 2.0)

Leading “Deliberate Development”

BeecherHill — Thu, 13 Oct 2016 15:19:05 +0000

Andy Fleming outlines what successful hedge fund managers, movie theater operators and software engineers have in common in a recent article for Harvard Business Review. Their success has a common foundation: deliberate and relentless “people development.” Each of the companies profiled within Fleming’s article have gone beyond words to concrete actions and structures that support employee personal and professional development, ensuring each company’s success and ability to quickly adapt to industry changes.

To view the full post, please visit Harvard Business Review.

Image Credit: “Tech Mentors 2012″ by Keri-Lee Beasley (CC BY-SA 2.0)

Leading by Listening

BeecherHill — Thu, 15 Sep 2016 17:08:24 +0000

In Travis Bradberry’s recent article for Inc., he cites communication – most importantly, active listening – as the most critical skill for leaders to master. Armed with the knowledge that the majority of people tend to overestimate their communication skills, he shares eight practical strategies leaders can employ to ensure they are communicating effectively and listening actively.

To view the full post, please visit Inc.

Image Credit: “Listen” by Ky (CC BY 2.0)

Leading a Resilient Business

BeecherHill — Thu, 18 Aug 2016 15:29:08 +0000

In a recent article for MIT Sloan Management Review, Gregory Unruh discusses the concept of “business resilience,” referring to how a company creates value in the face of disaster. Using case studies from across the globe, Mr. Unruh argues businesses and their leaders must expand past isolationist thinking in order to foster resilience. Interdependence and community collaboration are at the heart of business resilience.

To view the full post, please visit MIT Sloan Management Review.

Image Credit: “Resilience” by Adam Levine (CC BY 2.0)

Learning to Let Go

BeecherHill — Thu, 09 Jun 2016 17:00:04 +0000

In a recent article for Harvard Business Review, Mark Bonchek outlines how leaders can achieve a balance of alignment and autonomy within their organizations. Using case studies ranging from nature to the military, Mr. Bonchek illustrates how leaders can set organizational “doctrine” to enable decision-making and empower team members.

To view the full post, please visit Harvard Business Review.

Image Credit: “Flocking” by Don McCullough (CC BY 2.0)

Cultivating Wisdom in the Workplace

BeecherHill — Thu, 26 May 2016 16:36:01 +0000

The speed of change in today’s business climate requires companies to constantly reinvent themselves. Forbes contributor Glenn Llopis argues that cultivating wisdom in the workplace is the most essential thing a leader can do to ensure their business stays fresh and current. He outlines five strategies for cultivating wisdom at all levels and instilling a culture of curiosity, courage and exploration.

To view the full post, please visit Forbes.

Image Credit: “Light bulbs and brass” by Pea Chesh (CC BY 2.0)

Small Leadership Changes with Major Impact

BeecherHill — Thu, 12 May 2016 17:03:37 +0000

In Caroline Webb’s recent article for Fast Company, she dispels the notion that leaders must make large-scale, sweeping changes in order to transform their organizations. Instead, she argues for the power of minor top-down “tweaks.” Fostering a balanced workplace, providing uninterrupted work time and encouraging cross-functional collaboration are among the small changes highlighted as particularly impactful.

To view the post, please go to Fast Company.

Image Credit: “Stepping Stones” by oatsy40 (CC BY 2.0)

Leading Through Contradiction

BeecherHill — Thu, 05 May 2016 14:56:35 +0000

“Hostility to contradictions is deeply rooted,” Wendy Smith, Marianne Lewis and Michael Tushman acknowledge in their recent article for Harvard Business Review. However, they argue leaders must learn to embrace contradiction in a business climate that rewards innovation and agility over stability and “status quo.” The authors propose a new business model, which they deem “dynamic equilibrium,” to describe the positioning that will best prepare leaders for a rapidly changing and paradoxical business world.

To view the post, please go to Harvard Business Review.

Image Credit: “Disagree” by Hernán Piñera (CC BY-SA 2.0)