Mark Marone, PhD, Author at Harvard Business Publishing

The Vicious Cycle Preventing Your People from Adapting to Change—and How Human-Centered Leadership Can Help

Mark Marone, PhD — Fri, 19 Jan 2024 09:54:29 +0000

IN BRIEF: The stress and negative emotions people experience resulting from change initiatives and transformations create stress and burnout. By increasing employees’ confidence, sense of well-being, and resilience to stress, human-centered leadership has the potential to help people adapt more easily to ongoing change and disruption. Human-centered leadership means finding the right balance between leadership behaviors that may even seem contradictory and then effectively demonstrating those behaviors to making people feel valued, connected, and confident in their professional growth. Threat rigidity and the change-resistance cycle are the enemies of rapid transformation As a leader, it can sometimes feel that […]

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The Leadership Imperative: Why BFSI’s Digital Transformation Is Not All About Technology

Mark Marone, PhD — Wed, 25 Oct 2023 08:24:48 +0000

IN BRIEF: While developing vision, strategies, and innovative ideas for integrating new technology are important, insufficient capacity to rapidly and responsibly adopt technology may be the greater threat to the success of digital transformations in BFSI. BFSI leaders must understand and mitigate the inevitable negative emotion and resistance associated with transformations of any kind. Support efforts that go both broader in enhancing leaders’ skillsets and deeper by involving leaders at all levels of the organisation can help prepare them to guide the rapid and responsible adoption of new technologies within their teams. Among […]

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The Real Way to Quiet Hire

Mark Marone, PhD — Fri, 28 Apr 2023 13:00:08 +0000

IN BRIEF: Quiet hiring is an emerging workforce trend in which organizations make use of existing skillsets to tackle staffing shortages without adding employee headcount. To truly benefit from quiet hiring, organizations need to capitalize on the third element of the trend, which is developing the talent organizations already have. Frontline leaders play a critical role in creating opportunities for employees to grow and develop through coaching and feedback—yet organizations aren’t developing them enough to do so. Table of Contents What is quiet hiring? Rethink quiet hiring to improve its impact The benefits of developing talent from within Developing […]

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