While large corporations may have the bandwidth to organize mandatory, sustained in-house training programs, smaller companies must depend on outside organizations and the government to provide training. The challenge with such programs is that employees will only actively participate if they are self-motivated to do so. How can companies create or enable such self-motivation? According […]
Read More… from Psychology-based Training Incentives Motivates Workers
With the dominant, almost overwhelming impact that social media has on just about any function of a business, it’s easy to forget that social media is barely a decade old. The vast majority of today’s leaders built most of their careers before anyone had even conceived of Facebook or Twitter. As a result, leaders must […]
Read More… from Six Skills for the Social Media-Literate Leader
Expatriate assignments are great opportunities for employees and managers assigned overseas to not only increase their personal knowledge, but also share knowledge across units. In a study on the knowledge benefits from expatriate experiences, Sebastian Reiche, a professor at IESE Business School, showed that there are two types of such knowledge benefits. The first is […]
Read More… from Learning from Expatriate Experience After the Return Home
A Center for Creative Leadership (CCL) survey of first-time managers attending its Maximizing Your Leadership Potential (MLP) program offers some insight into the challenges first-time managers face. The 12 top leadership challenges, according to survey respondents, ranged from doing more with less (mentioned by just 5.4% of respondents), working with a range of employees (14.2%), […]
Read More… from Why First-Time Managers Need More Development Support
The next generation of leaders will emerge from the young people entering the workforce today. The best organizations and their leaders have begun thinking about the strengths and weaknesses of this next generation: what competencies they will need to succeed now and in the future. A CCL survey of current leaders from the corporate and […]
Read More… from Develop Next Generation Leaders: Start Early and Focus on Adaptability
As the younger generation of employees move into their first leadership positions, they will naturally be anxious, as any new leader would be, about the responsibilities, pressures, and risks that come with leadership. They will wonder, as the earlier generations of leaders did before them, about whether they are up to the task. And as […]
Read More… from Younger Generations Determined but Concerned about Leadership
No one would deny the importance of strong, capable leaders at the helm of a company. Successfully managing the transition from a departing leader to a new CEO or C-suite executive ready to step into the position is thus one of the most important functions of a board of directors. But the responsibility of such […]
Read More… from Seven Key Steps to Effective Succession Planning
Succession planning is a vital issue for corporations. As CEOs leave, the smoother transitions occur when a successor or a short list of successors has been groomed and is prepared to step into the position. Since it is the board of directors’ responsibility to replace a departing CEO, one would expect that they would be […]
Read More… from Succession Planning: Boards Need to Know Their Senior Managers
Based on a survey of nearly 200 North American CEOs, board directors and senior executives, Stanford’s 2013 Executive Coaching Survey revealed that nearly 2/3 of the CEOs were ‘going it alone’ — without valuable outside advice or coaching. Asked whether they would be receptive to making changes based on feedback, 100% of the CEOs said […]
Read More… from Coaches Needed to Help CEOs and Senior Managers
Why are some women negotiators better than others? The answer may lie in whether or not women believe that their gender and professional identities are compatible or not. Women who believe their gender and professional roles are compatible — women who are in the social science terminology “high on gender/professional identity integration,” or GPII, are […]
Read More… from Why Women Who Blend Gender and Professional Identities Are Better Negotiators
