Harvard Business Review: The Seasoned Executives' Decision-Making Style by Kenneth Brousseau, Michael Driver, Rikard Larsson, and Gary Hourihan Korn/Ferry International
In the February 2006 issue of Harvard Business Review, Korn/Ferry’s new research shows that senior managers analyze and act on problems far differently than their more junior counterparts do. Those whose thinking does not evolve may not advance.
The job of a manager is, above all, to make decisions. The way a successful manager approaches the decision-making process changes over time. Korn/Ferry’s executive coaching reveals that making decisions like a full-fledged senior executive too soon can hurl an ambitious, young middle manager right off the fast track.
Korn/Ferry’s in-depth research into the reasons behind executive success and failure confirms just how consistently decision-making styles change over the course of a successful executive’s career. Sifting through a database of more than 120,000 people to spot the decision-making qualities and behaviors associated with executive success, Korn/Ferry found that good managers evolve in their decision styles following a predictable pattern.
