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PRAISE FOR POWER TO THE MIDDLE
With rich stories and cutting-edge research, Power to the Middle offers a new model for companies to radically alter the way they hire, train, and reward their most valuable asset: managers, the true center of the organization.
—Harvard Business Review
“It’s inspiring to read this recognition, celebration, and guide to engagement of middle managers—the leaders who hold the keys to deep customer and frontline employee relationships.”
—David Baiada, CEO, BAYADA Home Health
“Delta’s success is driven by our 90,000 people worldwide, and our leaders play a critical role in maintaining that momentum. This book provides practical ideas on how to support mid-level managers and celebrate their important impact.”
—Ed Bastian, CEO, Delta Air Lines
“An illuminating and inspiring read on why investing in your people managers matters now more than ever, with actionable insights for leaders navigating the evolution of the workplace and workforce.”
—Michael Fraccaro, chief people officer, Mastercard
“Middle managers are the key to driving sustained value creation in organizations. Power to the Middle demonstrates why and provides business leaders with the tools they need to optimize the performance of these mission-critical people.”
—Eric Kutsenda, co-founder and managing partner, Seidler Equity Partners
“A playbook to unleash the power of your talent, drive strategy execution, and elevate your business performance.”
—Mona Malone, chief human resources officer and head of People & Culture, Bank of Montreal Financial Group
“Now, more than ever, we are underscoring the critical role our managers play in communities around the world and continue to invest in their growth and development. This welcome research from McKinsey reinforces how critical these investments are for managers in frontline and campus office roles.”
—Donna Morris, executive vice president and chief people officer, Walmart Inc.
“New technologies are changing work and working lives. Successful companies make the transitions that are needed by engaging their employees at every stage in the process. In this insightful book, the authors highlight the importance of managers in making a success of this engagement and the ongoing transition.”
—Sir Chris Pissarides, Nobel Laureate in Economic Sciences, Regius Professor of Economics at the London School of Economics, and co-founder and co-chair of the Institute for the Future of Work
“Our talent strategy helps us to reach more patients with life-changing therapies more quickly. Middle managers are at the center of it, and this book helps CEOs understand why and how to reimagine the role of managers in their organizations.”
—Tim Walbert, chairman, president and CEO, Horizon Therapeutics
Power to the Middle
Bill Schaninger
For more than two decades, Bill, senior partner emeritus based in Philadelphia, focused his work at McKinsey on spurring large-scale organizational and cultural change for diverse clients across Europe, the Middle East, and North America. An expert on the role of culture, values, and leadership in improving business outcomes, he helped top executives enhance organization-wide management effectiveness by assessing organizational health and leading initiatives to improve it. He has strong experience in strategic human resources, helping organizations understand how to create world-class talent systems and winning workforce dynamics.
Bryan Hancock
Since joining McKinsey in 2001, Bryan, a partner based in Washington DC, has focused his work on helping organizations find and develop talent. Bryan serves a wide-range of talent-intensive businesses, including leading employers in retail, healthcare, advanced industries, and staffing. In addition, Bryan is committed to help connect people to opportunity. Bryan has served a wide-range of public and social sector clients—including those focused on education and workforce development—and he represents McKinsey on the Rework America Business Network.
Emily Field
Since joining McKinsey, in 2017, Emily, a partner based in Seattle, has teamed up with leaders across industries to shape data-based organizational strategies designed to achieve business objectives, establish talent management as a distinctive advantage, and secure the human resources function as a leading creator of business value. Emily puts particular emphasis on establishing a talent-first approach, instilling a high-performance culture, and adopting effective people-analytics approaches.
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