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By Paul Glover It’s not surprising that being a leader today requires different skills than in the past. The workplace has undergone tremendous changes, including increased global competition, a seismic shift in technology that resulted in a knowledge economy, and an employee population more diverse than ever before.

By Richard B. Secord

By Ray Attiyah Transitioning leadership of the day-to-day aspects of the business to the front line is rarely as easy as simply saying it needs to occur. The goal is not to dump responsibility in the lap of the front line and then dash to an office to start thinking of improvement opportunities. Effective leaders want to transition responsibilities so the front line is always capable of undertaking them. Then leaders can start planning proactive improvements for the front line’s systems and processes.

By Tim Toterhi For the first time in history, four generations are represented in the workforce. This sociological anomaly has led management gurus to hyper-focus on intergenerational relationships and communication dynamics. In pursuit of the ever-elusive increase in organizational performance, we’ve seen a proliferation of group profiles, value summaries, and various assessments to help identify motivation triggers for each demographic. But does the generation factor warrant so much attention?

Edited by Margery Weinstein In February 2010, Nationwide Mutual Insurance Company launched On Your Side Continuous Improvement (OYS CI) to create a unified capability of continuous improvement at all levels of the organization while enabling its mutual strategy.

Corporate/academic partnerships may be a big part of the solution to the skills gap. The key to success lies in understanding the challenges, choosing the right partners, and measuring effectiveness.

By Anchalee Ngampornchai, Ph.D., and Jonathan Adams, Ed.D.

By David Yesford, Senior Vice President, Wilson Learning

By Sandra Davis, Ph.D. Pearl 1: The Leader You Will Be Tomorrow Is Not the Leader You Are Today Great leaders are on a “leadership journey.” They learn, grow, evolve, develop, and find new ways to lead in an ever-evolving leadership environment. While the oft-heard expression, “You can’t teach an old dog new tricks,” may subtly tempt us to opt out of active learning, we have an enormous capacity to change and develop. Becoming a better leader tomorrow means proactively striving to do so.

By Barbara Wanless Jake looked over his redesigned departmental layout and smiled. Following an intense, nine-day Leadership Retreat, the multinational company had implemented sweeping physical changes to the offices. The new watchword was “Innovation,” and the walls came down. There were whiteboards for each work team, small meeting areas for Idea Groups, and even adaptions to workflow to increase interactions between departments.