Great Leadership By Dan

DECEMBER 17, 2007

It seems like every time I administer an off-the-shelf leadership team assessment, the results are horrendous! I’ve been through a gauntlet of team assessments as a leader, team member, and facilitator, with a variety of companies and teams, and the results always seem to be the same. At best, average, but still room for improvement, and at worst, I see descriptors like “dysfunctional”, “toxic”, “serious problem”, “needs immediate attention”, etc… In fact, one of the most popular team models out

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Women's Leadership Exchange

DECEMBER 5, 2007

Maybe it's just the time of the year - post Thanksgiving and pre-Christmas/Chanukah - but it seems to me that everything I'm reading is telling me to work less. Or maybe it's just that I took a breath, following my final business trip of the year - approximately 24 roundtrips - but who is counting anyway - to actually listen to the Universe. Now, I'm very fortunate, because most of my business trips are personal rewards.

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Great Leadership By Dan

DECEMBER 1, 2007

G uest post by Kevin Eikenberry: Most of us find ourselves in a position to help others achieve more of their potential than we realize. Sure, as leaders, supervisors, and parents we can see ourselves in that position; but the fact is that all of us are uniquely qualified to help at least one other person in our lives reach their potential. I believe it is part of our purpose in life to serve others in this way – to encourage and support people we care about in becoming their best selves.

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Great Leadership By Dan

DECEMBER 11, 2007

Taking a leadership team off-site for a few days is a great way to develop strategy, get creative, develop a team, learn, and re-invigorate a team. Here’s a proven design method I’ve used: 1. What’s the overall purpose of the meeting? To develop a 3 year strategy? Improve teamwork? Solve a big hairy problem? Sometimes it’s a combination of a few things, but try to keep it to just a few.

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Great Leadership By Dan

DECEMBER 10, 2007

I often hear that managers just don’t have time for leadership development. They are too busy learning a new part of the business, dealing with an employee performance issue, getting ready for a new project, negotiating a new deal with a supplier, onboarding a new supervisor, crunching a new budget, and getting ready for a visit from headquarters. Once they get all of that taken care of, and things settle down, only then they’ll have time to focus on their own development or the development of t

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Great Leadership By Dan

DECEMBER 9, 2007

Attendance at a leadership development program does not guarantee behavior change or improved results as a leader. An openness and willingness to new ideas and approaches is certainly important, combined with a lot of hard work during the program. But once the program ends, and participants all go their own ways and return to their real world work environments, unfortunately, many of them will soon forget what they learned and soon revert back to old familiar habits.

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Great Leadership By Dan

DECEMBER 8, 2007

Here are some guidelines for selecting an executive education program: 1. Identify the development needs. Boil it down to the top three development needs, or in other words, “what are you trying to get from a program?” Typical answers are “learn how to be more strategic”, “leading change”, or some combination of functional knowledge (finance, sales, and marketing).

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Great Leadership By Dan

DECEMBER 22, 2007

It used to be if a hard charger wanted to advance in a company, moving to another location every 2-3 years was an accepted part of the unwritten deal. IBMers used to joke that IBM stood for “I’ve been moved”. In fact, if you were not being asked to move, it was a sign that you had fallen off the fast track. One company I know of had a leadership development strategy that in practice was referred to as “ 2x2x2 ”.

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Great Leadership By Dan

DECEMBER 1, 2007

A Genie (actually an HR Vice-president at a former company) once asked me, “ Dan, if you could waive your magic wand and only do one thing for leadership development, what would it be?” You see, this was a company that was going through some tough belt-tightening, and we spent a lot of time making hard choices as to what to keep and what to cut. My initial reaction was I a thought it was sucker’s choice question.

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Great Leadership By Dan

DECEMBER 3, 2007

I've had the opportunity to become a student of the "Topgrading" methodology for talent management. I've worked with Brad Smart to implement his hiring system within one of our sales divisions, and we're already to see remarkable results. I'd highly recommend visiting his website to learn more: [link]. Here's a some great advice for leaders from Brad about the importance of fixing weaknesses: November 6th, 2007. by Brad Smart AMBITIOUS MANAGERS SHOULD WORK HARDER TO FIX THEIR SERIOUS WEAKNESS(ES

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