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Our most-loved and best tidbits of knowledge from 2017
As each year comes to a close, it’s good to reflect on new skills, goals, and successes from the past year as you plan for the future. To help you, we compiled a list of our top learning and development posts of 2017.
Whether it’s practical day-to-day skills like improving feedback or bigger picture processes like performing a needs assessment, we hope you will find inspiration and valuable action items in these posts as you continue in your leadership development planning journey.
Giving feedback is a tough skill to master. For some managers, it’s the “eat your vegetables” task of the business world, but managing others is a relationship and it needs to be nurtured. We help you improve your feedback with 5 tips in this post.
Emerging leaders are the future of your organization and they’re not just the younger members of your team. To help them develop appropriately, it’s crucial to determine who has the potential to lead and give them the skills to lead effectively. Start the process of developing your emerging leaders by determining who they are.
The field of learning and development is changing to adjust to new business challenges, as we prepare leaders to do the same. Organizations can now define their leadership development progress using Bersin’s Leadership Development Maturity Model. This post can help you determine your organization’s current level of development maturity and how to get to the next level.
Performance management is one facet of the manager’s role. How can managers create a results-driven environment through goal-setting and feedback? Our quick infographic gives you 11 concrete actions divided into a few steps.
More research on employee engagement shows that coaching’s positive impact cannot be ignored. Managers who coach employees see that not only is it not a punitive measure, it’s a positive sign. Coaching shows faith in employees to make important decisions without relying on a manager or boss to tell them what to do.
Inspired by chapter eight, “Who You Are Isn’t Who You Will Be,” of Learning Leadership by Jim Kouzes and Barry Posner, we talk about the importance of being a forward-looking leader in a personal sense. Though growing as a leader seems like a daunting task, it’s possible. To be a good leader means you are continuously open to learning and bettering yourself.
Great leaders know how to Enlist Others in two essential ways: appealing to common ideals and animating a shared vision of the future. These leadership characteristics are based on more than 35 years of research into what makes great leaders effective. This post offers tips on how to enact these leadership essentials.
2017 was a year dedicated to exponential change and how best to adapt to it. In this post, we break down Deloitte’s 2017 report on trends in the field, from performance management to the digitization of HR functions.
Asking for feedback is an important behavior for leaders; however the higher in an organization that leader is, the less likely he or she is to ask for and receive authentic feedback. The process for getting good feedback is not a simple one so we’ve broken down how to ask for, interpret, and act on feedback.
Having a complete and accurate needs assessment is the foundational step to developing a comprehensive leadership development program. Once it’s clear where leaders are performing well and where they need improvement, it’s simpler to develop a program that addresses those skill or competency gaps.
Effective teams are the building blocks of organizational success. This process helps define the team, determine the support levels needed for the team to be effective, and assess the characteristics and components of the team.
Leadership is an important pathway to the future, which means that developing leaders can’t follow last year’s trends or the research of years ago. In this post, we’ve compiled some key leadership “rules” that can be retired as you develop your new game plan in response to the needs of your leaders and organizations.
It’s clear that as HR and L&D professionals, planning for the future—not just next year—is a key topic. Whether you are seeking ways to pinpoint your emerging leaders or develop an organizational learning culture or create programs that drive toward future business success, meeting the needs of the future is a challenging task, especially in our rapidly changing world.
The good news is that by starting to prepare for the future sooner rather than later, we are learning what is successful and what our new brand of leader looks like. It’s time for leaders that are flexible, agile, quick-learning, and a whole host of other characteristics that allow them to respond to changing business needs and challenges that didn’t exist just a few years ago.