Your Voice of Encouragement

MARCH 14, 2017

The answer, in short: build a leadership culture. Let’s be clear on terms from the beginning. A leadership culture exists when leaders are routinely and systematically developed, and you have a surplus of leaders ready for the next opportunity or challenge.

Leadership 40

Leadership Leadership Pipeline Short-term Resistance 40

Harvard Business Review

JANUARY 3, 2013

Easing into the New Year, one big hope we have for 2013 is that women continue to bridge the gender gap in terms of pay equality and access to leadership positions. It is as plain as day that women are equally qualified to lead in terms of skill and talent, yet we capture far fewer job slots at the top. The Promotion Paradox.

Leadership Pipeline 8

Leadership Pipeline Short-term Venture Funding Career 8

Harvard Business Review

AUGUST 16, 2017

In short, when resilience is driven by self-enhancement, success comes at a high price: denial. Along with blinding leaders to improvement opportunities and detaching them from reality, leadership pipelines are corroded with resilient leaders who were nominated as high-potentials but have no genuine talent for leadership. .”

Stress 8

Stress Self-aware Leadership Pipeline Short-term 8

Harvard Business Review

OCTOBER 11, 2016

Companies spend a lot of time and money building strong brands to win over customers—but they often fall short when it comes to strengthening their employer reputation to win talent. Some companies are leading the way in terms of targeting their employer brand marketing to the specific talent they’re looking to attract.

Globalization 8

Globalization Brand Survey Engineering 8

Harvard Business Review

FEBRUARY 10, 2015

How much time do you spend enhancing your organizational culture, leadership pipeline, and employer brand? If you’re typical, then your culture, leadership, and employment brand are described vaguely or not at all. How well are those efforts reported to your investors? Largely unnoticed in the U.S.,

Human Capital 8

Human Capital CFO Banking Report 8

Tanveer Naseer

MAY 31, 2016

Develop opportunities for experience-based learning The vast majority of professional leadership development is informative as opposed to experiential. Classroom-based training is, after all, typically easier and less expensive to implement; it’s evidence of short-term thinking, rather than long-term investment in the leadership pipeline.

Development 100

Development Argyris Learning-by-Doing Innovation 100

Harvard Business Review

NOVEMBER 12, 2015

Does your workplace reflect a relative balance of males and females in leadership positions? A healthy range of diversity in terms of age, skin color, religious conviction, culture, or/and sexual orientation? And yet effective leadership development rests upon rich, early, and diverse experiences. What do you see?

Leadership Pipeline 8

Leadership Pipeline Diversity Creativity Airlines 8

Harvard Business Review

FEBRUARY 3, 2015

The questions represent a short version of the survey I use with my students. Managers striving to make their way up the leadership pipeline tend to manage up, forgetting that their connection to the layers below is often what makes them invaluable to seniors whose sponsorship they hope to attract.

How To 8

How To Diversity Letter Learning-by-Doing 8

Harvard Business Review

JULY 20, 2016

Also look for short-term, project-based assignments that will allow you (or them) to stretch and find new muscles. Just look at the leaders of ANZ, the global banking group headquartered in Melbourne. Can you find ways to make those transitions and help your people to do the same?

Drotter 8

Drotter Charan Leadership Pipeline Short-term 8

Harvard Business Review

DECEMBER 15, 2017

And they receive little on-the-job training to develop skills such as how to allocate short- and long-term resources, how to provide developmental feedback, or how to effectively handle conflict – leadership skills needed to run a vibrant business. Building a Physician Leadership Pipeline.

Training 14

Training Health Care Management 360-Degree Feedback 14