These papers are extended discussions of common problems faced by leaders, teams, and individuals.
The papers are formatted for easy reading on your computer screen – and – yes – even on your mobile device. Presented in landscape layout instead of the typical portait orientation, they’re equally suited to printing (if you must!) since they use a sidebar-plus-main-content structure.
When I ask leaders and middle-managers if they have a leadership gap in their organization, the vast majority say Yes! They’re in good company: a research report referenced in this paper agrees that at least 65 percent of CEOs feel they have a gap as well – and 60 percent of them feel they’re not doing enough to bridge the gap.
This paper outlines the three primary components of the Leadership Gap, and offers tips on how to close it within your organization.
It also includes a link to download a super helpful resource unanimously referred to as “wow! this is great!” from those who have reviewed it: an extensive Excel spreadsheet that will help you document the real costs, within your organization, of a failing leader.
The Discipline of Reflective Review: 7 questions to improve your focus, increase your productivity, and achieve your goals
With seven questions plus five minutes each day, or 15 minutes on a Friday afternoon, you can change the trajectory of your career and your business.
It takes discipline, but it doesn’t take much time.
“I’ve used the Reflective Review process for the last three weeks, and while it does take discipline to work through the questions, it has truly helped keep me grounded and much more objective and aware of myself inside my new job.”
~ Rochelle Nardelli, Account Consultant, New Jersey
Diversity and sensitivity training. Sexual harassment classes. Workplace anti-bullying programs. Health and wellness.
In spite of all attempts to paint a rosier picture, the evidence continues to mount.
These programs don’t work.
This paper explains why.
We’ve all seen it – and perhaps been in the thick of it.
Executive leadership goes to great expense developing exciting plans for strategic change initiatives – culture change, reorganization, new systems and processes.
Six, eight, twelve months later, everyone’s looking around and wondering what just happened? Wasn’t something supposed to change?
Change initiatives fail more often than they succeed.
This paper explains why and offers a step-by-step process for making sure your next strategic change initiative is different.