If you need senior talent but can’t afford full-time hires, consider fractional leadership, where part-time executives work with multiple organizations. Common in startups, the practice is spreading to other sectors, yet many leaders don’t know how to make it work. Researcher Tomoko Yokoi and executive Amy Bonsall explain when and how fractional leadership benefits both organizations and leaders. They coauthored the HBR article “How Part-Time Senior Leaders Can Help Your Business.”
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Step Up from Middle Management to Senior Leadership
Is mid-level management a stone you’re ready to step off of? Making that move is difficult but doable, and Amy B and her three guests will direct, inspire, and reassure you. An executive coach validates the challenges of scoring a position that’s scarce. Then, two COOs whose careers stagnated in mid-level management before accelerating again, recount the conversations, decisions, and networking that jump-started them.
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3 Types of Executive Team Dysfunction
CEOs get a ton of credit or blame for a company’s performance. But the entire leadership team is vital to success, and any dysfunction is often overlooked. Sometimes the CEOs leading them don’t even see that they’re not working. Thomas Keil, management professor at the University of Zurich, and Marianna Zangrillo, a partner at The Next Advisors, have interviewed more than 100 CEOs and senior executives. Their research identifies three main types of failing leadership teams: shark tanks, petting zoos, and mediocracies. And they identify the pitfalls of each pattern and how to turn those teams around. Keil and Zangrillo wrote the HBR article “Why Leadership Teams Fail.”
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How Leaders Undermine Their Own Authority
Does your organization lack quality leadership? In this episode of HBR’s advice podcast, Dear HBR:, cohosts Alison Beard and Dan McGinn answer your questions with the help of Peter Bregman, the CEO of Bregman Partners and author of the book Leading with Emotional Courage. They talk through what to do when your leaders are indecisive, unprofessional, or value the wrong things.
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Is the C-Suite Right for You?
Lots of people’s career timelines go something like this: graduate, get a job, get promoted, and keep climbing until you reach the top. Somewhere along the way, they go on autopilot—accepting each new role as it comes, without much thought. And before they know it, they’re positioned for the c-suite. This is exactly what happened to Sarah, a woman who’s on the cusp of a C-level role. But like many leaders, she’s reached a point where the logical next step no longer aligns with what really motivates her. If you can relate, you’ll get a lot from this conversation on Coaching Real Leaders—where executive coach Muriel Wilkins helps Sarah figure out if the next step is truly right for her, or if it’s just the one she feels like she’s supposed to take.
Leadership isn’t just a personality trait, it’s a set of skills that you can build. Whether you’re managing up or motivating a team, HBR On Leadership is your destination for insights and inspiration from the world’s top leadership practitioners and experts. Every Wednesday, the editors at the Harvard Business Review hand-picked case studies and conversations with global business leaders, management experts, academics, from across HBR to help you unlock the best in those around you.
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