Reviews should improve performance

Performance Reviews: A Higher Ambition Approach

Center for Higher Ambition Leadership co-founder Michael Beer has written for years about ways to improve the performance appraisal process — one that continues to be dreaded by many managers and their subordinates. More recently Doug Wilson, an executive fellow at the Center, has offered insights on how to increase the impact of performance appraisal.…

Details

Michael Beer’s Latest on Employee Engagement in HBR

Michael Beer, professor emeritus at Harvard Business School and co-founder of the Center for Higher Ambition Leadership, is among the most prolific contributors to the body of knowledge around high commitment, high performance organizations. He recently shared his latest thoughts on employee engagement on HBR.org, the Harvard Business Review website. Noting that transactional environments lead…

Details

The Profits in Purpose

At a recent Fortune magazine global forum, CEOs Mark Bertolini (Aetna, a Center for Higher Ambition Leadership member company), Chip Bergh (Levi Strauss), and Walt Bettinger (Charles Schwab) all spoke about how articulating a social purpose has helped drive healthy profits for their organizations. At Aetna, the initiatives focus on compensation and benefits for lower…

Details

Managing the Dual Imperative of Short/Long Term Performance

An Interview with David Langstaff and Kate Isaacs Higher Ambition CEOs wrestle with a dual imperative: deliver results in the short-term, and build capacity to create long-term value. Successfully navigating this path is not easy, especially for leaders who feel pressure to meet short-term investor expectations. Frustration with “short-termism is not new. Unfortunately, like the…

Details