McKinsey Quarterly is the business journal of McKinsey & Company.
SEPTEMBER 2011
As executives become more senior, they are less likely to receive constructive performance and strategic feedback. They can get it by calling on their junior colleagues.
FEBRUARY 2011
When a top team fails to function, it can paralyze a whole company. Here’s what CEOs need to watch out for.
JANUARY 2011
For the sake of their companies—and their legacies—departing chief executives should leave things in the best possible shape. Here’s how.
Always-on, multitasking work environments are killing productivity, dampening creativity, and making us unhappy.
OCTOBER 2010
Executives can thrive at work and in life by adopting a leadership model that revolves around finding their strengths and connecting with others.
AUGUST 2010
Know how to project power, counsels Stanford management professor Bob Sutton, since those you lead need to believe you have it for it to be effective. And to lock in your team’s loyalty, boldly defend their backs.
JUNE 2010
McKinsey’s former managing director Ian Davis offers to new CEOs advice distilled from his experience supporting executives during their transitions into the role.
MAY 2010
Executives should trust their gut instincts—but only when four tests are met.
It’s time to use a structured process for selecting the nonexecutive leader of the board. Defining the role is a good start.
JULY 2011
Corporate directors know what they should be doing. But they haven’t raised their game since 2008 and must strengthen their capabilities and spend more time on board work.
JUNE 2011
Bad strategy abounds, says UCLA management professor Richard Rumelt. Senior executives who can spot it stand a much better chance of creating good strategies.
Many boards have improved their structures and processes. But to become truly effective stewards of their companies, they must also instill the right mind-set and boardroom dynamics.
JANUARY 2012
Senior executives routinely undermine creativity, productivity, and commitment by damaging the inner work lives of their employees in four avoidable ways.
Former Merck CEO Raymond Gilmartin and three other leaders share their approaches to testing strategy.
The head of Juniper Networks discusses his strategy for making the transition into the CEO role.
MARCH 2010
Sir Martin Sorrell, Randy Komisar, and Anne Mulcahy describe how they balance the importance of timely action with the need for thorough, unbiased decision processes.
Nobel laureate Daniel Kahneman and psychologist Gary Klein debate the power and perils of intuition for senior executives.
JANUARY 2010
The CEO of the social-justice organization Sojourners discusses the imperative for rethinking values in the wake of the economic downturn.
OCTOBER 2009
Unilever’s chief executive reflects on lessons learned at three major consumer goods companies, including how to manage people in a global context, the obligations corporations have to society, and why you should never waste a good crisis.
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