Great Leadership By Dan

SEPTEMBER 3, 2013

Welcome to the September edition of the Leadership Development Carnival ! For this month’s edition, I asked an all-star cadre of leadership development bloggers, authors, and consultants to submit an answer to the following question: “We all know that individual development plans (IDPs) need to be tailored for each leader.

Leadership Development 283

Leadership Development Development Planning Self-aware 283

Harvard Business Review

JANUARY 11, 2017

Tapping into your outside experts to help in the development of internal employees is a valuable way to address the needs of both. Experts are often looking for ways to help junior people in their profession, and younger employees are hungry for training and development. Involve Experts as Part of the Brain Trust.

Mentor 8

Mentor Agility Team Teamwork 8

Strategy Driven

NOVEMBER 17, 2010

– How to Create and Implement a Knowledge Transfer Program, part 1 ), you’re ready to design and develop a program that retains Baby Boomers’ knowledge. Some knowledge transfer methods to consider are mentoring, social networks, Communities of Practice, After Action Reviews, and storytelling programs.

How To 62

How To Tacit Knowledge Mentor Intellectual Capital 62

Harvard Business Review

OCTOBER 6, 2016

Investments in traditional leadership development are often misguided and a waste of money. It’s not that development itself isn’t important. So they’re looking for ways to cultivate those competencies and, in the process, feeding the fad-driven leadership development market. Paul Garbett for HBR.

Leadership Pipeline 13

Leadership Pipeline Leadership After Action Review Pharmaceuticals 13

Strategy Driven

MARCH 18, 2016

It may sound counterintuitive, but the single biggest thing we can do to achieve stronger results with less burnout is to shut down worthy projects, teams, and task forces. Try Prioritization Grid Sessions with your teams to identify the highest impact initiatives. Interested in lightening your organization’s and your own load?

After Action Review 50

After Action Review Rogers Contingency Plans Leadership 50

Harvard Business Review

JANUARY 28, 2016

For example, being clear that agile talent is a supplement, not a replacement, for internal staff is critical, as is explaining to others in the organization the strategic benefits of agile talent — such as access to new technology, speed, market discipline, and flexibility — rather than emphasizing any cost savings.

Management 8

Management Agility Middle Management After Action Review 8