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Bob Sternfels discusses McKinsey's evolution through its 100-year history, focusing on adapting to AI, transforming its talent strategy, addressing past controversies, and shifting from advisory work to becoming an "impact partner" that underwrites client outcomes.
Darren Walker discusses the critical importance of empathetic, authentic, and service-oriented leadership in an era of polarization, emphasizing the need for leaders to navigate complex social issues with courage, fairness, and a commitment to hope.
Walmart's CEO Doug McMillon discusses the company's ongoing digital transformation, AI implementation, and strategic approach to navigating global disruption while staying true to the company's purpose of helping people save money and live better.
Brené Brown discusses the importance of leaders finding their "strong ground" by staying grounded in values, developing situational awareness, and slowing down to make thoughtful, strategic decisions in a time of massive uncertainty and rapid change.
Jimmy Wales shares how Wikipedia built trust by creating a clear purpose, establishing simple rules of engagement, and fostering a collaborative, respectful community that relies on volunteer contributions to create a free, high-quality online encyclopedia.
In this episode, executive coach Muriel Wilkins explores the seven hidden beliefs that hold leaders back, revealing how internal narratives can limit professional potential and offering a three-step process for uncovering, understanding, and reframing these limiting beliefs.
A discussion with Stanford professor Melissa Valentine about "flash teams" - dynamic, technology-enabled work groups that can be quickly assembled from global talent pools to solve specific problems more efficiently than traditional organizational structures.
Here's a two-sentence description for the episode: Elizabeth Johnson, a senior lecturer at MIT Sloan School of Management, discusses the challenges leaders face when trying to delegate effectively and offers practical strategies to overcome four key barriers that prevent managers from handing off work. By examining why leaders struggle to delegate—including the personal satisfaction of doing work themselves, the tendency to jump in and help, external pressures from bosses and clients, and a limited definition of work—Johnson provides actionable advice for developing a more empowering leadership approach.