My experience assessing talent within companies typically shows that high-performing, high-potential talent often makes up a small percentage of most organization’s total workforce, typically 10 – 15%. That observation has been confirmed in a global research study on workforce productivity conducted by Bain & Company....
Read More >One of the essentials to our Intentional Leadership Development approach is the fact that it is highly unlikely that a given set of leaders in the same organization will have the same developmental needs at a given time. Why? Because no two leaders have been...
Read More >Like many of the paradigm shifts we are seeing in talent management, the paradigm of what constitutes effective job performance is rapidly evolving. Much of this has been influenced by the research on social networks in organizations and the benefits of aligning organization goals and...
Read More >Research has shown that 4 out of 10 leaders fail in the first 18 months in a new position. To avoid this potential derailment, I work with leaders-in-transition to basically reinvent themselves at each career shift . This means that at each career change there...
Read More >I was working with a large technical firm on a strategic planning project. We had assigned one team of high-potential engineer/leaders to explore one key strategic topic – the role that culture plays in the current and future success of the enterprise. After careful research,...
Read More >I often begin Leadership Development discussions by asking the question, “What occurred in your past that makes a difference in how you lead today?”. I’ve probably asked this 100 times and the results are always the same. Leaders report that they learned meaningful skills by...
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