Nathan Magnuson
MAY 2, 2016
I’m constantly surprised at what passes for “leadership training” these days. I’ve also noted how easily many business operators are impressed with the leadership development support that comes their way. Investing in a leadership event shouldn’t happen on a whim. Identify a Real Need.
Nathan Magnuson
APRIL 3, 2017
I recently conducted a needs assessment for a senior executive group and was surprised when one of the highest rated development needs was stress management. The topic came up again in training discussion when another executive group expressed a high desire to include stress management on the list.
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Nathan Magnuson
JANUARY 18, 2016
Just about all of us are Monday Morning Quarterbacks when it comes to leadership. Here’s the thing: if you wait until you receive a leadership role to get a leadership education, you may not last long. We all need a leadership development plan that includes work experiences, formal training, networking and self-study.
Nathan Magnuson
APRIL 4, 2016
Not only are employers finding it tricky to find qualified help, management & executive roles have become increasingly difficult to fill. These employers can only expect retirement to continue to raid the Baby Boomer portion of their leadership ranks. So who will step up to fill the leadership gap? Adjust Your Expectations.
Nathan Magnuson
APRIL 18, 2016
Yet I’m frequently surprised at how many managers miss this. Gone are the days when the leader can be expected to provide the full extent of an employee’s training needs. Employees tend receive more responsibility once the manager has confidence in them. Do yourself a favor as a manager of people.
Nathan Magnuson
DECEMBER 7, 2015
New managers want to pick up the slack. By the time an executive assignment comes around, leaders can sometimes be addicted to addressing smaller issues – at expense of their own effectiveness with a staff trained to consistently feed their problems up the chain. Here’s how works.
Nathan Magnuson
DECEMBER 7, 2015
New managers want to pick up the slack. By the time an executive assignment comes around, leaders can sometimes be addicted to addressing smaller issues – at expense of their own effectiveness with a staff trained to consistently feed their problems up the chain. Here’s how works.
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