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Tagged with 'Safety'

Bluster Buster: How to Bring Your Values to Life and Strengthen Your Culture

As I reset and rebalance with summer R & R (relaxation and rejuvenation), I am giving you some blog R & R (reusing and recycling). Many of this summer’s blogs are past favorites. May you use them for your own R & R (review and refocus). Hope these R helpful! P.S. – What’s a pirate’s […]

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Bluster Buster: How to Bring Your Values to Life and Strengthen Your Culture

Years ago, we helped an international mining company transform its safety culture from good to outstanding. Their 65% reduction in injuries over a three-year period vaulted them to become a benchmark company in their industry. A delegation of senior leaders and safety professionals from another mining company visited a few of their mine sites to […]

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On The Leading Edge to Cut Wasteful Employee Engagement Efforts

There’s a direct line between levels of employee engagement and service/quality, productivity, innovation, safety, revenue, profitability, and other key results. That’s well documented, and most leaders strongly agree. Where agreement falls apart is how to boost engagement levels. Some leaders feel that running organizational surveys and giving that aggregated data to managers will somehow get […]

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5 Ways to Hone Your Leadership Edge

Would you like to sharpen your personal, team, and organization’s leading edge? Would you like to learn how good managers can become great leaders? Step right up and buy Clemmer’s Magical Leadership Tonic!! The Ultimate Elixir that turns management weaklings into leadership giants!! Sorry. We just ran out. We don’t have a miraculous cure-all to […]

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A Retreat Can Help Your Leadership Team Advance

Does a retreat help a leadership team advance? Or does a retreat mean falling behind as work piles up back at the office? We worked with a CEO to plan and run an offsite leadership and culture development session. He refused to call it a retreat. He insisted everyone refer to the session as an […]

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Is Your Leadership Team Slipping into These Traps?

Check all that apply: Speed Traps and Tyranny of the Urgent – flooded by e-mails, endless meetings, and crisis management our team is often reactive and loses sight of the big picture. Partial and Piecemeal Programs – leadership development, succession planning, customer service, lean, safety, talent/performance management, IT systems, executive coaching, are separate programs not well linked […]

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A Culture Change Compass for Assessment and Planning

One of the “7 Reasons Change and Development Programs Fail” is a partial and piecemeal approach to implementing programs like engagement, customer service, succession planning, safety, performance management, talent management, lean/six sigma, and IT. Our “compass model” has evolved from culture development work with dozens of organizations. It’s often used during Leadership Team Retreats for […]

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The High-Performance Balance: Management and Leadership

Employee engagement, customer satisfaction, safety, quality, and financial performance are slipping in many organizations. That’s often because organizations are over managed and under led. “People are our most important resource” has become a worn out cliché with a high “snicker factor.” Research shows that high performing teams and organizations balance the “hard” discipline of systems, […]

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Turning Feedback Into Change

Our research shows that leadership self-assessment correlates to performance outcomes like employee engagement, turnover, safety, customer service, or profitability only half as reliably as ratings from everyone else (manager, direct reports, peers, and others). Some leaders rate themselves much higher than all the other raters. Other leaders don’t see their own strengths and assess their […]

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9 Problems with 360 Multi-Rater Assessments

Feedback is critical to leadership effectiveness and development. That’s why 360 Multi-Rater Assessments are used by over 90% of Fortune 500 companies. But many organizations are now experiencing these problems: Focusing on a leader’s weaknesses and skill gaps — many participants find the 360 process negative and punishing. Some executives are now banning 360s from […]

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7 Habits of Highly INeffective People

As shown in the extensive research of our web site section, Focusing on Strengths, we have overwhelming evidence that building strengths is 2 to 3 times more effective than fixing weaknesses, closing gaps, or “rounding out” lower leadership skills. But when a weaker leadership skill crosses the line into fatal flaw territory the “horns effect” […]

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Workers Force Reinstatement of Highly Likable CEO

Labor Day was celebrated yesterday in Canada and the U.S. “dedicated to the social and economic achievements of workers.” Last week’s story of how fired CEO Arthur T. Demoulas was reinstated in his role by force of his employees’ fierce loyalty to him contains a powerful leadership lesson. Demoulas was fired as head of New […]

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What’s Your Coaching Style?

“Do You Have What It Takes to be a Good Coach?” showing our research on the connection between coaching effectiveness and employee commitment. This blog also provides a link to take a coaching evaluation to see how you compare to outstanding coaches. This follows from Jack Zenger and Joe Folkman’s recent webinar on becoming a […]

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Beware the Self-Assessment Trap

As a senior citizen was driving down a divided highway his car phone rang. When he answered the phone his wife’s urgent voice came through the speaker system warning him, “Herman, Herman! It’s all over the news that a car’s been driving for miles on the expressway going the wrong way. Please be on the […]

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Charismatic Leadership Is Vastly Overrated

With last week’s death of the “Iron Lady,” former British Prime Minister Margaret Thatcher, many world leaders and commentators looked back on her forceful and charismatic personality. Charismatic leadership is a popular media stereotype of strong leadership. As much as I’ve enjoyed reading Fortune magazine for the past few decades, they keep adding to this […]

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Make This the Year of Boosting Coaching Skills

There’s been a big surge in coaching over the past decade. Part of this is driven by the pressing need for increasing bench strength and succession planning. It’s also very clear that leaders with strong coaching skills have dramatically higher levels of employee engagement, productivity, safety, and customer service. Scott Schweyer, Ed Haltrecht, and I are delighted to […]

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Building Organizational Muscle: Why Building Strengths Pay Greater Dividends than Fixing Weaknesses

Last week I met with an HR VP to discuss lifting organizational performance through leadership and culture development. The company was doing well and growing through a few strategic acquisitions. Levels of customer satisfaction, service/quality, safety, productivity, and profits were good but not great. He and the senior team were looking for ways to boost […]

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5 Keys to Make Leadership Competency Models Flourish

My last blog post looked at how Why Many Leadership Competency Models Are Failing. This post looks at what has been learned over the decade of implementing the Strengths-Based Leadership Development System. Jack Zenger, Joe Folkman, and their team have compiled a huge body of research on the best practices for developing and effectively using […]

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6 Reasons Many Leadership Competency Models Fail

Most progressive organizations today are using leadership competency models to outline the key skills and behaviors they want to see in their supervisors, managers, and executives. Leadership competency models can provide a structured framework for defining and developing those behaviors that have the biggest impact on an organization’s performance. Used effectively, they become a roadmap […]

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Health and Safety Lessons Learned from Barrick Gold

Over the years I’ve written about how Barrick Gold dramatically improved their safety record. They went from being a typical international mining company with the industry’s sad record of deaths and injuries to one of the leaders in their field. With Courageous Safety Leadership at the center of their major culture change, Barrick reduced total […]

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