Committed to connecting people to opportunity in the future of work.
Joined January 2010
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Bryan A. Hancock retweeted
Boys Lax with the 12-7 victory over Yorktown in the Regional Semifinals!! Regional finals will be Friday night and we are on to States!
Think AI will reduce the need for managers? Think again. Work is transforming, but the need for empathetic human oversight is only increasing. I recently spoke with Microsoft’s WorkLab podcast.
Listen here: microsoft.com/en-us/worklab/…
Bryan A. Hancock retweeted
“Our overall punchline is that [#AI] is going to impact every job,” Saurabh Sanghvi of @McKinsey tells #WorkingNationOverheard at @SXSWEDU.
But he explains why that impact still may not actually replace #workers, in many cases: youtu.be/HEOLbgrZQi0
#SXSWEDU @RamonaWritesLA
Bryan A. Hancock retweeted
.@BFCobert of @MarkleFdn says she loves help people reach their human potential. Hear her describe how her father inspired that in her as a child when he saw such potential in his workers as a manager at a factory.
More about her work: workingnation.com/beth-cober…
#WhatInspiresYou
Middle managers can drive the success of organizations—if they have the skills to succeed.
Our latest article shares success stories of companies that have upskilled their managers and identifies 4 principles for effective capability-building programs.
mckinsey.dsmn8.com/WVxqdjBsf…
Bryan A. Hancock retweeted
Beleaguered middle managers are often our organizations’ most valuable players dlvr.it/StcjGf
Bryan A. Hancock retweeted
Generative AI (#genAI) is here—it’s powerful, accessible, and poised to change the way we work.
From #recruiting to #performance management and #chatbot-enabled professional growth, here’s how to start thinking about putting gen AI to work for you:
mck.co/44JfihF
Bryan A. Hancock retweeted
A new McKinsey book—Power to the Middle: Why Managers Hold the Keys to the Future of Work—demonstrates the need for middle managers to be at the very center of changes in work, the workforce, and the workplace. Our latest article dives into this topic: mck.co/46Mn7F3
Bryan A. Hancock retweeted
Your middle managers can help shape the new world of work. In Power to the Middle, @McKinsey thought leaders offer a new model for companies to radically alter the way they hire, train, and reward these managers.
amzn.to/44Rfg76
Bryan A. Hancock retweeted
Generative AI (#genAI) is here—it’s powerful, accessible, and poised to change the way we work.
From #recruiting to #performance management and #chatbot-enabled professional growth, here’s how to start thinking about putting gen AI to work for you: mck.co/3P1rplj
Middle managers are critical to organizational performance and to the development and well-being of people they manage. This new @HarvardBiz article written by me, @Schaninger and Emily Field explores themes from our upcoming book, Power to the Middle
hbr.org/2023/07/dont-elimina…
Bryan A. Hancock retweeted
How to close the pandemic learning gap
Ahead of #TeacherAppreciationWeek, a curated set of reads from @McKinsey Global Publishing mck.co/38ERxzt
I spoke with Chief Executive about the current talent landscape, including how to retain and attract talent. Organizations that take the time to learn why employees are leaving—and act thoughtfully—will have a distinct edge. Read the article here: bit.ly/3AV6Pdg
Bryan A. Hancock retweeted
This was developed by the McKinsey team as part of the @ReworkAmerica alliance -- mckinsey.com/featured-insigh… #GreenJobsNow
Bryan A. Hancock retweeted
Virginia offense is the most fun in the USA at the moment that you might not know about.
Bearded, red headed, wild man at QB zipping it all over hells half acre. # 99 out there in the mix.
42 at the half. TD’s on 6 straight drives to end the half. Sure. Why not?
Bryan A. Hancock retweeted
Got future-of-work questions? We've called up some experts for answers.
Our latest show with @McKinsey's @bryanahancock, @BCG's Debbie Lovich, and @Drift's @heydenaupton:
wgbh.org/news/national-news/…
#futureofwork #remotework
People are quitting their jobs at close to record levels. One set of reasons: they feel insufficiently connected to, and valued by, their managers and organizations. mckinsey.com/business-functi…
