Great Leadership By Dan
NOVEMBER 23, 2007
Here’s a summary of three studies on how to identify leadership potential: Development Dimensions International DDI has developed a set of criteria that they say will accurately predict executive success, based on their own experience and research, and research by others, including work by Jim Collins for his book Good to Great ; Morgan W. McCall, Jr.
Great Leadership By Dan
NOVEMBER 17, 2007
Note: for an updated (Jan 2012) version of this post, see The Performance and Potential Matrix (9 Box Grid) – an Update. The performance and potential matrix (9 box grid) is one the best talent management tools I’ve ever used. Here’s a tutorial on how to use the tool: What is it? The matrix is used to evaluate an organization’s talent pool. Here’s the basic format: The X axis (horizontal line) of 3 boxes assesses leadership performance and the Y axis of 3 boxes (vertical line) assesses leadershi
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Great Leadership By Dan
NOVEMBER 29, 2007
Development assignments by themselves don't always produce new learning and behavioral change. We need to step back and reflect, and make sense of the experience. Here are some questions a leader can ask themselves, or better yet, discuss with a coach. Questions That Facilitate Learning From a Development Assignment excerpts from Handbook of Leadership Development Cynthia D.
Great Leadership By Dan
NOVEMBER 25, 2007
It’s seems like the profession of management, or supervision, has fallen out of style these days. I hear things like’ “we need more leaders, and less managers”, and “well, she’s a good manager, but not a leader”. A lot of leadership books, courses, and gurus espouse the wonderful virtues of leadership, while contrasting against the archaic, horrible characteristics of management.
Advertiser: Paycor
HR doesn’t exist in a vacuum. This work impacts everyone: from the C-Suite to your newest hire. It also drives results. Learn how to make it all happen in Paycor’s latest guide.
Great Leadership By Dan
NOVEMBER 6, 2007
Changing jobs is an often used and effective way to develop new leadership capabilities. I wrote the following guide when I worked for a large global company (“ABC”) to help support a strategy to move executives across at least two functions, businesses, and countries. Introduction Execution of Great Moves is one of the key strategies to support our Leadership Excellence Strategy.
Great Leadership By Dan
NOVEMBER 23, 2007
Here’s how to develop your leadership skills, adapted from Lombardo and Eichenger’s Leadership Machine: 1. Know what the target looks like. There are hundreds of books out there that claim to offer the secrets of how to be a great leader or manager, including “Leadership Secrets of Attila the Hun” to “Leadership the Soprano’s Way”. It can be overwhelming, confusing, and sometimes contradictory.
Leadership and Management brings together the best content for leadership and management professionals from the widest variety of industry thought leaders.
Great Leadership By Dan
NOVEMBER 1, 2007
Excerpt from “The ROI on People- The 7 Vectors of Research Robert W. Eichenger and Michael Lombardo According to Day and Lord (1986), differences in the quality of executive leadership explain as much as 45 percent of an organization’s performance. Hunter and Schmidt (1990) suggest that it might be 48% for those executives who rank one standard deviation above average.
Great Leadership By Dan
NOVEMBER 11, 2007
Much has been written about the importance of measuring the impact of leadership development programs or systems. Over the years I’ve been looking for practical, meaningful, and effective metrics. Here’s what I’ve settled on for now, and although I’m not completely satisfied with any single measure, a combination of these should give you a pretty good dashboard. 1.
Great Leadership By Dan
NOVEMBER 24, 2007
From DDI’s Finding Future Perfect Senior Leaders: Spotting Executive Potential 1. Focus on current performance. 2. Reliance on multirater (360°) feedback , which doesn’t predict potential, but only current competencies. 3. Inconsistent criteria, vision, or expectations. Three out of four companies admit that they lack clear criteria for what actually determines potential.
Expert insights. Personalized for you.
121 
Let's personalize your content