Content about Leadership development

March 21, 2012
Mentoring: Taking Time Saves Time

Many leaders, while well intentioned, often are unprepared or underprepared for the mentor role. Many claim the lack of time is the issue. Sure, it’s an issue, but probably not theissue. It is important to remember that taking time to prepare for mentoring ultimately saves time. Here are five steps to get started and five mentoring skills to cultivate.

By Dr. Lois J. Zachary, President, Leadership Development Services, LLC

Many leaders, while well intentioned, often are unprepared or underprepared for the mentor role. Many claim the lack of time is the issue. Sure, it’s an issue, but probably not theissue. It is important to remember that taking time to prepare for mentoring ultimately saves time.

How do we know?We’ve conducted hundreds of interviews with organizational leaders who are involved in mentoring relationships. What our research has demonstrated is:

January 26, 2012
Leadership Training that Makes a Difference

The gift of great leadership can seem magical. The underlying theory is not. The key is to focus on mindful leadership development. To be intentional about process, content, and outcomes—to take leaders on a deeply personal journey that starts with a courageous look inside to reflect on their humanity and a fresh look outside to connect with other leaders to solve thorny and complex organizational problems.

By Rosaria Hawkins, PhD, and Filomena Warihay, Ph.D.

Leadership training is no small investment. The Leadership Development Fact Book reports an average annual expenditure of $500,000 per company on leadership development activities. The annual per participant cost of leadership training runs between $2,000 and $ 7,500 per person. For large corporations, that amounts to millions of dollars.

December 14, 2011
Global Leadership Training: What’s Missing?

Leadership models shared by executives, academics, and consultants—even those explicitly labeled as “global”—frequently are shaped in unacknowledged ways by Western and largely U.S. cultural perspectives. But what about, for example, considering Chinese or Indian approaches to leadership that have pedigrees of more than 2,500 years?

By Ernest Gundling, Ph.D., Aperian Global

November 14, 2011
CHG Healthcare Services LEAPs Ahead

Designed for those ready to move into leadership in the next six to 12 months, CHG Healthcare Services’ Leadership Evaluation and Assessment Program (LEAP) gathers information on potential leaders and pinpoints areas for growth that are essential for all CHG leaders.

By Margery Weinstein

At the end of 2009, CHG Healthcare Services launched a new two-part Leadership Development Program. Employees interested in a leadership opportunity within the company now can speak to their managers about the Leadership Evaluation and Assessment Program (LEAP), which is designed for those ready to move into leadership in the next six to 12 months. The program was developed to gather information on potential leaders and pinpoint areas for growth that are essential for all CHG leaders. Here is how it works:

July 25, 2011
Talent Tips: High-Potential Recognition

Never rely upon traditional recognition programs and practices for high-potential leaders. Instead, give them the prestige and pedestal to be recognized by their peers and senior leaders as the potential leaders you want them to become.

By Roy Saunderson

It’s hard enough to keep and retain high-potential employees, but it can be even more challenging to give them the right recognition that is meaningful and effective.

June 6, 2011
Best Practices: What Not to Do When Developing Global Leaders

Organizations today struggle to identify both current and future global leaders. Equally significant, they are failing to help these global leaders to acquire and leverage the competencies necessary to succeed in the face of greater globalization. Failure to develop global leadership is easier—and more common—than you might think. Here is how many companies do it.

By Neal Goodman, Ph.D.

Organizations today struggle to identify both current and future global leaders. Equally significant, they are failing to help these global leaders to acquire and leverage the competencies necessary to succeed in the face of greater globalization. Failure to develop global leadership is easier—and more common—than you might think. This is how many companies do it:

June 6, 2011
Developing Successful Global Leaders

Tomorrow’s leaders will need to be more adaptable to culture differences, geographic distance, and non-hierarchical organizational structures, according to a recent survey by Training, AMA, and i4cp.

Everyone seems to agree the world desperately needs strong leaders who can manage a global workforce and all the inherent challenges that go with it. That’s a big part of the raison d’être for global leadership development programs. But are today’s organizations fully utilizing these programs to develop global leaders, and, if so, are they effective?