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

FEBRUARY 15, 2007

Congratulations Harvard! Welcome Drew Gilpin Faust, the first female president of what some consider the top university in the US. After 371 years, since its founding, and a bonfire of criticism of its previous president Lawrence Summers, who suggested that women's lack of ability explained why less women than men are at the top in math and science in the educational arena -- Harvard chose a woman to lead it into the 21st century.

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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

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

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Great Leadership By Dan

DECEMBER 29, 2007

Why’s boss a four letter word? It’s a double SOB spelled backwards). Companies spend an awful lot of time and money training managers how to be great leaders. Maybe we should also tell them how not to be bad bosses? It might be harder to stop doing annoying things than to learn brand new skills. Here are five ways to get started on your journey to “great leadership”, and to look for things to stop doing: 1.

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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

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.

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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.

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Women's Leadership Exchange

APRIL 24, 2007

The news that Harvard University Professor Susan Athey, 36, won the praised John Bates Clark Medal - for the Nation's Most Promising Economist Under Age 40 - defies Lawrence Summers statement that got him fired as President of Harvard. However, most important, her receipt of this award will create new opportunities for women in economics and related fields as it sets the Law of Attraction (of "The Secret" fame) into action.

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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.

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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.

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Great Leadership By Dan

NOVEMBER 21, 2007

We all know that We “learning from others” is one of the most effective ways that leaders develop. Whenever I ask leaders to think back and reflect on how they developed their leadership capabilities, they inevitably will mention two categories of managers they’ve learned from. First, there’s the role model, inspiration leaders that they observed and got advice from.

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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.

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Speaker: Cy Wakeman, M.S., CSP, President, Reality-Based Leadership

Most HR leadership philosophies are grounded in two completely faulty assumptions — “change is hard” and “engagement drives results.” Those beliefs have inspired expensive attempts to keep change from being disruptive to employees. What these engagement programs actually do is create and reinforce feelings of victim-hood and leave employees unprepared to adapt to real changes that are necessary for the health and profitability of their enterprises.

Self-aware

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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Women's Leadership Exchange

JUNE 7, 2007

Home WLE Events New York Los Angeles Ft. Lauderdale Connect with Your Customer Conferences Teleseminars Speed Coaching WLE Toolbox WLE Exchange (e-newsletter) WLE Bookstore Blog SELLsation! LEXCI Membership Area Resources Articles and Websites Womens eNews Growth Gurus Fast Facts and Statistics WLE Business Calendar Compass / Vanguard Award Winners WLE Economic Stimulus Resources Sponsors Our Sponsors For Sponsorship Opportunities See and Hear About WLE Sponsorships Press Center Press Releases M

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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.

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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.

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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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