Despite extensive use of competency models and annual performance appraisals, our research shows that only 10 percent of leaders have an individual or personal development plan and are actively making progress on it. What’s going on? Most leaders are career driven and want personal and professional growth. Many want promotions, bigger opportunities, and higher levels […]Read post »
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Tagged with 'training and development'
Boss A cares about your issues and concerns, leads by example, gives honest and helpful feedback, coaches and develops you, and builds teamwork and trust. Boss B has high standards of excellence, pushes and stretches you and your team beyond what you thought was possible, relentlessly focuses on top priorities and goals, and drives hard […]Read post »
This month’s release of release of “Jobs” the biographical drama film starring Ashton Kutcher as Steve Jobs shows our continuing interest in this extraordinary leader. Jobs disrupted and redefined the music, smart phone, computer, and related industries. Jobs’ large legacy resulted from a few outstanding strengths that many called genius. The new film, previous books, […]Read post »
We’re approaching a crisis point in succession planning and building leadership depth. The 2008 financial crash caused many leaders approaching retirement to put off their plans as their retirement funds sank. Organizations delayed or stopped leadership development as they switched into survival mode. Organizations are now waking up to an urgent new focus on building […]Read post »
According to behavioral sciences research cited in “Connect, Then Lead,” the cover article in the July-August issue of Harvard Business Review, “when we judge others — especially our leaders — we look first at two characteristics: how lovable they are (their warmth, communion, or trustworthiness) and how fearsome they are (their strength, agency, or competence).” […]Read post »
click to enlarge Many organizations recognize that highly engaged employees create dramatically higher levels of customer satisfaction. Highly engaged employees are less likely to quit and leave — or to quit and stay. A workplace with engaged employees is 2 – 3 times safer, more productive, creative, and producing much higher quality. Lots of organizations […]Read post »
I was just talking with a CEO Client about the development work we’ve been doing with his team. This led to a discussion about the state of our businesses. His company is doing fairly well during these uncertain times. He asked about our business. I told him that we saw many organizations cut back sharply […]Read post »
Change is happening way too fast to predict and plan for an uncertain and unknown future. Building a quickly responsive and highly adaptive team and organizational culture is more critical than ever. The core of a built-to-change culture is an energized vision, values, and purpose/mission (it’s the hub of our “Leadership Wheel”) brimming with life […]Read post »
An e-mail inquiry and a Globe & Mail article last week, converged to illustrate the rapidly growing need for organizations to significantly boost their coaching and development skill-building efforts. The Globe & Mail article proclaimed that “a growing number of employees now want a lifetime commitment with one organization.” The piece cites recent studies by […]Read post »
What does Toyota’s ongoing recall problems and Tiger Woods’ infidelities have in common? They’re both a great source of material for comedians and late night TV. They are also very expensive, make sensational headlines, and have tarnished stellar brands. But an especially interesting leadership link is how these two big news stories vividly demonstrate today’s […]Read post »
A recent report on crowd control techniques provides a powerful learning reminder for us. A major – and sometimes deadly problem – at many large venues with huge crowds such as stadiums or concerts is everyone jamming the exits when it’s over and time to leave. Engineers in Japan have found a counterintuitive solution; obstacles […]Read post »