What should leaders implement to gain traction in a volatile talent landscape? For one–flexibility in all its myriad forms–is key. Talent experts Bonnie Dowling, Bryan Hancock, and Bill Schaninger weigh in with McKinsey global editorial director, Lucia Rahilly.

What should leaders implement to gain traction in a volatile talent landscape? For one–flexibility in all its myriad forms–is key. Talent experts Bonnie Dowling, Bryan Hancock, and Bill Schaninger weigh in with McKinsey global editorial director, Lucia Rahilly.

McKinsey talent experts Bryan Hancock, Bill Schaninger, and others on how to make the most of talent as a competitive advantage, navigate today’s fast-changing talent landscape, and prepare now for the future of work.

McKinsey Talks Talent

Talent in a changing market: What now?

Narcissism. Overconfidence. Low EQ. Why do we persist in selecting for leadership traits that hamper organizational progress—and leave the right potential leaders in the wrong roles?  In this episode of McKinsey Talks Talent, Dr. Tomas Chamorro-Premuzic, author of Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It) (Harvard Business Review Press, March 2019), joins McKinsey talent leaders Bryan Hancock and Brooke Weddle, as well as global editorial director Lucia Rahilly, to discuss why the traits that propel us to the top seem to diverge so widely from those that make us great leaders—as well as how to choose stronger, more successful, and more diverse candidates for leadership roles.

Narcissism. Overconfidence. Low EQ. Why do we persist in selecting for leadership traits that hamper organizational progress—and leave the right potential leaders in the wrong roles?  In this episode of <a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/mckinsey-talks-talent-podcast">McKinsey Talks Talent</a>, Dr. Tomas Chamorro-Premuzic, author of <a href="https://store.hbr.org/product/why-do-so-many-incompetent-men-become-leaders-and-how-to-fix-it/10215">Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It)</a> (Harvard Business Review Press, March 2019), joins McKinsey talent leaders Bryan Hancock and Brooke Weddle, as well as global editorial director Lucia Rahilly, to discuss why the traits that propel us to the top seem to diverge so widely from those that make us great leaders—as well as how to choose stronger, more successful, and more diverse candidates for leadership roles.

Why so many bad bosses still rise to the top

Yes, organizational health still drives long-term performance—but the way leaders measure and diagnose health should change, new research shows.  McKinsey partners Bryan Hancock and Brooke Weddle join global editorial director Lucia Rahilly to discuss McKinsey’s recently updated Organizational Health Index: how it works, what has changed, and why it’s still among the best predictors of whether your company will thrive over the long term.

Yes, organizational health still drives long-term performance—but the way leaders measure and diagnose health should change, new research shows.  McKinsey partners Bryan Hancock and Brooke Weddle join global editorial director Lucia Rahilly to discuss McKinsey’s recently updated <a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/organizational-health-is-still-the-key-to-long-term-performance.">Organizational Health Index</a>: how it works, what has changed, and why it’s still among the best predictors of whether your company will thrive over the long term.

Rethinking organizational health for the new world of work

Empathy: we all aspire to it, but does it really make a performance difference in the workplace? Definitely, according to Jamil Zaki, a research psychologist at Stanford University and author of The War for Kindness: Building Empathy in a Fractured World(Crown, June 2019). In this episode of McKinsey Talks Talent, Jamil joins McKinsey talent leaders Bryan Hancock and Brooke Weddle, with global editorial director Lucia Rahilly, to make the case for investing in empathic behavior—for reasons including higher productivity, a stronger workplace culture, and better organizational health—as well as to discuss how to go about cultivating kindness at work.

Empathy: we all aspire to it, but does it really make a performance difference in the workplace? Definitely, according to Jamil Zaki, a research psychologist at Stanford University and author of <a href="https://www.warforkindness.com/">The War for Kindness: Building Empathy in a Fractured World</a> (Crown, June 2019). In this episode of <a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/mckinsey-talks-talent-podcast">McKinsey Talks Talent</a>, Jamil joins McKinsey talent leaders Bryan Hancock and Brooke Weddle, with global editorial director Lucia Rahilly, to make the case for investing in empathic behavior—for reasons including higher productivity, a stronger workplace culture, and better organizational health—as well as to discuss how to go about cultivating kindness at work.

Talent in a changing market: What now?

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