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It seems like every time I administer an off-the-shelf leadership team assessment, the results are horrendous! I’ve been through a gauntlet of team assessments as a leader, team member, and facilitator, with a variety of companies and teams, and the results always seem to be the same. At best, average, but still room for improvement, and at worst, I see descriptors like “dysfunctional”, “toxic”, “serious problem”, “needs immediate attention”, etc… In fact, one of the most popular team models out
Maybe it's just the time of the year - post Thanksgiving and pre-Christmas/Chanukah - but it seems to me that everything I'm reading is telling me to work less. Or maybe it's just that I took a breath, following my final business trip of the year - approximately 24 roundtrips - but who is counting anyway - to actually listen to the Universe. Now, I'm very fortunate, because most of my business trips are personal rewards.
G uest post by Kevin Eikenberry: Most of us find ourselves in a position to help others achieve more of their potential than we realize. Sure, as leaders, supervisors, and parents we can see ourselves in that position; but the fact is that all of us are uniquely qualified to help at least one other person in our lives reach their potential. I believe it is part of our purpose in life to serve others in this way – to encourage and support people we care about in becoming their best selves.
Taking a leadership team off-site for a few days is a great way to develop strategy, get creative, develop a team, learn, and re-invigorate a team. Here’s a proven design method I’ve used: 1. What’s the overall purpose of the meeting? To develop a 3 year strategy? Improve teamwork? Solve a big hairy problem? Sometimes it’s a combination of a few things, but try to keep it to just a few.
Get ready for the future of business. As HR navigates an ongoing labor shortage, leaders need stronger, more adaptable recruiting strategies. Do you have the tools you need to build a talent pipeline that drives sustainable business growth?
I often hear that managers just don’t have time for leadership development. They are too busy learning a new part of the business, dealing with an employee performance issue, getting ready for a new project, negotiating a new deal with a supplier, onboarding a new supervisor, crunching a new budget, and getting ready for a visit from headquarters. Once they get all of that taken care of, and things settle down, only then they’ll have time to focus on their own development or the development of t
Attendance at a leadership development program does not guarantee behavior change or improved results as a leader. An openness and willingness to new ideas and approaches is certainly important, combined with a lot of hard work during the program. But once the program ends, and participants all go their own ways and return to their real world work environments, unfortunately, many of them will soon forget what they learned and soon revert back to old familiar habits.
Why’s boss a four letter word? It’s a double SOB spelled backwards). Companies spend an awful lot of time and money training managers how to be great leaders. Maybe we should also tell them how not to be bad bosses? It might be harder to stop doing annoying things than to learn brand new skills. Here are five ways to get started on your journey to “great leadership”, and to look for things to stop doing: 1.
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Leadership and Management brings together the best content for leadership and management professionals from the widest variety of industry thought leaders.
Why’s boss a four letter word? It’s a double SOB spelled backwards). Companies spend an awful lot of time and money training managers how to be great leaders. Maybe we should also tell them how not to be bad bosses? It might be harder to stop doing annoying things than to learn brand new skills. Here are five ways to get started on your journey to “great leadership”, and to look for things to stop doing: 1.
Here are some guidelines for selecting an executive education program: 1. Identify the development needs. Boil it down to the top three development needs, or in other words, “what are you trying to get from a program?” Typical answers are “learn how to be more strategic”, “leading change”, or some combination of functional knowledge (finance, sales, and marketing).
It used to be if a hard charger wanted to advance in a company, moving to another location every 2-3 years was an accepted part of the unwritten deal. IBMers used to joke that IBM stood for “I’ve been moved”. In fact, if you were not being asked to move, it was a sign that you had fallen off the fast track. One company I know of had a leadership development strategy that in practice was referred to as “ 2x2x2 ”.
I've had the opportunity to become a student of the "Topgrading" methodology for talent management. I've worked with Brad Smart to implement his hiring system within one of our sales divisions, and we're already to see remarkable results. I'd highly recommend visiting his website to learn more: [link]. Here's a some great advice for leaders from Brad about the importance of fixing weaknesses: November 6th, 2007. by Brad Smart AMBITIOUS MANAGERS SHOULD WORK HARDER TO FIX THEIR SERIOUS WEAKNESS(ES
A Genie (actually an HR Vice-president at a former company) once asked me, “ Dan, if you could waive your magic wand and only do one thing for leadership development, what would it be?” You see, this was a company that was going through some tough belt-tightening, and we spent a lot of time making hard choices as to what to keep and what to cut. My initial reaction was I a thought it was sucker’s choice question.
AI adoption is reshaping sales and marketing. But is it delivering real results? We surveyed 1,000+ GTM professionals to find out. The data is clear: AI users report 47% higher productivity and an average of 12 hours saved per week. But leaders say mainstream AI tools still fall short on accuracy and business impact. Download the full report today to see how AI is being used — and where go-to-market professionals think there are gaps and opportunities.
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