HR Digest
JULY 14, 2021
A finance expert who wants now to expand into marketing or customer dealings can choose from a myriad of short courses that deal in the same fields. . As people advance in their industry, they may need to develop leadership, finance, or accounting skills, which they can acquire through these EMBAs or short business courses.
HR Digest
APRIL 9, 2024
The efficiencies of AI allow our talent team to shift their focus from paperwork or interview logistics, to building relationships and interacting on a human level. What key competencies or qualities should leadership development programs possess to effectively address the glass ceiling and promote diversity within the leadership pipeline?
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N2Growth Blog
NOVEMBER 26, 2018
Disengaged teams stem from disengaged leaders. Leaders are expected to move things forward: the organization (business), the teams that do the work, and each individual on those teams. In fact, Arie de Geus, says that leadership must “create the conditions in which people will voluntarily give their best.” Next Practices.
Great Leadership By Dan
SEPTEMBER 15, 2011
Team leadership. Any skills that are not needed or used now by the senior leadership team, but may be used at a later time, should be considered when developing the leadership training program. For example, many effective leaders have the following strengths: •Coaching others. Influencing skills. Communication.
Harvard Business Review
AUGUST 31, 2018
Developing a diverse leadership pipeline can benefit companies in all sectors. Firms with the most ethnically diverse executive teams were 33% more likely to outperform their peers on profitability, and those with executive-level gender diversity worldwide had a 21% likelihood of outperforming their industry competitors.
Harvard Business Review
MAY 26, 2014
Growing a midsized firm takes a top team with zero weak links. But building a consistently strong top leadership team is difficult for at least three reasons: the tendency to be loyal to existing members, the lack of management depth to promote from, and many CEOs’ lack of experience in many functional areas.
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?
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