360-degree assessments are the backbone of most corporations’ leadership development programs. But not all surveys are in the same class as far as quality, the effectiveness of the implementation process, and the added services that they offer.
Read whitepaper »Leadership Levers: Building Critical Strengths Connecting the Strategy and Needs of the Organization with Employees’ Talents, Energy, and Passion
Read whitepaper »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.
Read whitepaper »FUEL is designed to achieve behavioral outcomes, challenge assumptions, and strengthen an adult-to-adult partnering relationship between the coach and the coachee.
Read whitepaper »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.
Read whitepaper »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.
Read whitepaper »The keys to increasing discretionary effort
Read whitepaper »When people ask for feedback, sometimes it is something they don’t want to hear. However, how they react to the feedback is critical.
Read whitepaper »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.
Read whitepaper »Regular coaching will improve productivity, employee engagement, retention, employee development, and supervisor performance.
Read whitepaper »A clear perspective on what can be done to make a competency model not only more memorable, but also incredibly useful to an organization.
Read whitepaper »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.
Read whitepaper »Participants who engage in 360-degree assessments that lack these 11 elements often have a negative experience.
Read whitepaper »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.
Read whitepaper »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."
Read whitepaper »Everything a leader does every day has an impact on the employees.
Read whitepaper »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.
Read whitepaper »Certainly, leadership is a complex topic. The study of leadership begs for a more scientific approach.
Read whitepaper »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?
Read whitepaper »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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