Mark’s company’s stock price had fallen 65 percent in six months. As the president of their largest division, he knew that turning things around would be hard—but he felt up to the challenge.
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I just finished a webinar for a large group of “Masters in Organizational Development” students. The participants were current and alumni grads of a global program (you’d recognize it), and this commencement-like meeting dealt with a common dilemma...
I have been asked countless times in leadership sessions; ‘How do I get my boss to…?’ They essentially ask, ‘How can I influence someone over whom I have no authority?’
In the training industry, most of us have spent time studying the development of thought around effective leadership. I think it’s safe to say that every school of thought has its genesis in the business dynamics of its day.
You’ve probably heard the term, “rules of engagement” before. It is the name of a television situational comedy and was also the title of a movie starring Samuel L. Jackson and Tommy Lee Jones. Before that, it was the genesis of the armed forces...
Talent development professionals recently reported an increase in demand for high-potential employees, according to a recent survey conducted by the University of North Carolina at Chapel Hill Kenan-Flagler Business School.
Let’s focus on the professional impact of the no-normal era. If you are reading this, you are responsible for the output of others; your profession is leader. And whether you know it or not, there is a storm coming.
Many first-time managers struggle with their new managerial role because the individual skills and work that got them promoted to manager are not what brings future success as a manager.
In a 2005 book, yoga master BKS Iyengar wrote, “The moment you say, ‘I am satisfied with that,’ that means stagnation has come.” While he was referring to a personal practice, the same advice applies to any organization.
How many conversations do you have that seem to go well but nothing happens as a result?