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Resources: Whitepapers

Discovering and Developing Hidden Reservoirs of Talent

Leadership Levers: Building Critical Strengths Connecting the Strategy and Needs of the Organization with Employees’ Talents, Energy, and Passion

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A Fresh Look at Employee Engagement

Managers play the most important role in creating employee engagement. Building a mini-engagement survey into 360 degree feedback instruments guarantees that managers get personal, confidential data on which they can then take action.

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FUEL Framework: What Makes The Extraordinary Coach Unique

FUEL is designed to achieve behavioral outcomes, challenge assumptions, and strengthen an adult-to-adult partnering relationship between the coach and the coachee.

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FUEL vs GROW – Key Differences and Features

FUEL is a conversation framework adaptable to both behavioral and philosophical coaching needs designed to achieve behavioral outcomes, challenge assumptions, and strengthen the relationship between the coach and coachee.

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Emotions at Work

Emotions strongly impact our own productivity and performance. And the emotions of one person are highly infectious to everyone contacted. Leaders who recognize the power of making an emotional connection with their associates magnify their impact.

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9 Vital Leadership Behaviors That Boost Employee Productivity

The keys to increasing discretionary effort

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Turning Feedback Into Change

When people ask for feedback, sometimes it is something they don’t want to hear. However, how they react to the feedback is critical.

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Feedback – The Powerful Paradox

Feedback can truly be a gift. But the gifts we enjoy the most are the ones chosen by the giver because they will benefit us and make us better.

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How Developing a Coaching Culture Pays Off

Regular coaching will improve productivity, employee engagement, retention, employee development, and supervisor performance.

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Creating a Competency Model that Works

A clear perspective on what can be done to make a competency model not only more memorable, but also incredibly useful to an organization.

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Global Leadership Development

Businesses are becoming more global, which in turn drives the need for more leaders. Less than one third of all such organizations have any formalized global leadership development activity in place.

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11 Components of a Best in Class 360 Assessment

Participants who engage in 360-degree assessments that lack these 11 elements often have a negative experience.

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How Extraordinary Leaders Double Profit

We’ve spent years decoding leadership trends and we’ve discovered a pattern that’s likely to pique your interest: extraordinary leaders can double profits.

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Making Performance Appraisals an Inspiring Event

Based on our experience, the majority of people view the performance appraisal process as a negative experience. Even those with the best performance ratings generally find the process to be a waste of time. Most people assign the process to the category of a "necessary evil."

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The Inspiring Leader

Everything a leader does every day has an impact on the employees.

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Developing Strengths or Weaknesses

One of the basic questions facing everyone creating a personal development plan is the fundamental question of whether to focus attention on correcting faults and failings or whether to focus on building strengths.

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Leadership Under the Microscope

Certainly, leadership is a complex topic. The study of leadership begs for a more scientific approach.

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Leadership Competency Models

How do we know we have the right competencies without empirical data that these are the key behaviors that have the greatest impact on employee engagement, attraction and retention, customer service levels, quality, innovation, safety, productivity, sales, and profits?

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Manifesto for a Leadership Development Revolution

To paraphrase a popular love song, we’ve been looking for leadership development in all the wrong places. We need a better way.

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Individual Contributors: Building on Strengths is the Foundation of Success at Every Level

Individual contributors make important contributions, yet they do it without carrying management titles that suggest high organizational rank, authority, or prestige. They influence and inspire others without being in roles of assigned leadership.

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