Redefining a leader's role from operational manager to context leader, can be one of the key factors in the success of dealing with change in the organization. They spend less time managing the day-to-day business and time caring for the organization's culture.
Read article »Topics covered: Thriving in Turbulent Times – There is no “getting through this crazy period.” We need to deal with uncertainty and develop our teams/organizations for constant change. Shifting Perceptions: Seeing Beyond the Obstacles to the Opportunities – Whining words of pessimism or winning words of optimism set our personal and collective energy fields which […]
Watch webinar »Leadership and organization culture are THE critical X factors. “Soft” leadership and culture boosts or BLOCKS health and safety improvement efforts. Safety is a leadership and culture issue. There are very few strictly “safety problems.” But there are many leadership and organization effectiveness problems that show up in accidents, sickness, and other symptoms of organizational […]
Watch webinar »An overview of Jim Clemmer's popular Management- Leadership chart and how Emotional Intelligence research is proving that these skills are central to leadership.
Watch video »A very brief overview of an exercise Jim Clemmer often uses to help management teams check their balance and analyze where they are spending their time.
Watch video »A snippet of Jim Clemmer addressing a key dilemma in leading change.
Watch video »A very popular model Jim Clemmer uses widely with many audiences around our choices to respond on, above, or below "the line" as a Navigator, Survivor, or Victim.
Watch video »Building on the Emotional Intelligence research to look at seemingly promising managers who fail when their technical skills become a liability.
Watch video »Some change and improvement efforts have been hugely successful, others have been somewhat successful, and some ended up in the swamp. In reviewing the results, it is clear that a core number of execution problems or failure factors are common to all of the team, organization, and individual improvement efforts.
Read article »Pay gets people to show up for work but money is rarely an effective rallying point for high performance. Concentrate on building a culture of success and forward momentum with lots of recognition and appreciation for everyone's contributions.
Read article »Goals need to be energized and focused by the larger context of exciting visions. These paint us into the big picture and draw us forward to the future of our dreams.
Read article »Today's tools have changed and our society is organized differently. But the human habits and characteristics that determine our success with today's tools and society haven't changed.
Read article »Both management and leadership are needed to make teams and organizations successful. Trying to decide which is most important is like trying to decide whether the right or left wing is more important to an airplane's flight.
Read article »First, we need to accept that our frenzied pace of change is the new "normal." Then we must help others in our company understand why this is the case and become energized by the exciting possibilities offered by change.
Read article »Thermostat leaders believe they can make a difference, they work to define and create what could be rather than just reflecting what is. Thermometer managers put the blame on their circumstances for poor results.
Read article »Technomanaged organizations have things backwards. They are organizations where people serve the systems or processes and customers are made to fit the organization.
Read article »Resistance to today's change comes from failing to make yesterday's preparations and improvements. We need to deal with change by improving ourselves. Then our time of success must come.
Read article »Many managers confuse making changes within their organization with making changes to their organization. Both are needed. But they have to be balanced.
Read article »Strong leaders maintain a close connection between what they say and what they do. They don't try to make others into something that they are not themselves.
Read article »Truly good corporate leaders, know how to remove barriers between themselves and their staff.
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