Remove Development Remove Dunning Remove Management Remove Strategy
article thumbnail

Why Leadership Development and Talent Programs Fall Short

N2Growth Blog

Why are so many leadership development and high potential talent programs continuing to fail, or at the very least, not producing what we hope for? There is a cognitive bias trait called the Dunning-Kruger effect. Dunning suggests that deficits in skill and expertise create a two-pronged problem. Do I have your attention yet?

article thumbnail

Why Leadership Development and Talent Programs Fall Short

N2Growth Blog

Why are so many leadership development and high potential talent programs continuing to fail, or at the very least, not producing what we hope for? There is a cognitive bias trait called the Dunning-Kruger effect. Dunning suggests that deficits in skill and expertise create a two-pronged problem. Do I have your attention yet?

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

The New World Of Enterprise Sales

Strategy Driven

Sales managers need to do a much better job at onboarding and coaching in this new environment. Be sure to work with the buying team to prepare a presentation that proves the value of your product or solution to their executive management. Sales pros still need to excel at: business development (generating leads).

Dunning 100
article thumbnail

Looking For Leadership

N2Growth Blog

I’m a huge advocate of refining initiatives that allow any level of talent to be developed to the maximum potential. Leaders and non-leaders alike need career-pathing, training and development. I’m just not a believer in attempting to label someone as a leader, and develop them as such when they are clearly not.

article thumbnail

C'mon, IT Leaders. Take a Chance!

Harvard Business Review

Measurement risk: Fail to measure the real goal of innovation, focus on project progress rather than value created and turning management measures into goals instigating aberrant behavior. IT creates risk confusing leadership, governance, and managing. inaction disguised as patience and impatience also contribute to opportunity risk.

article thumbnail

Courtside Seats to the Best (And Worst) C-Suites

Harvard Business Review

As a management consultant, I often have a courtside seat to the senior team discussions of many companies. They have to make choices across the business in terms of investment opportunities or talent development — where to place executives to develop skills as future leaders, for instance. 2) Reset the rules of the game.