Leadership Model: The Default Perspective

By the time most executives reach the C-suite, they have received dozens of performance reviews and undergone at least a handful of 360-degree feedback processes. Over the years, as each of these review or feedback documents has been handed to them, they’ve gotten into the habit of skimming the first page, flipping past the “Strengths” section, and obsessing unhealthily over the comments in the section titled “Opportunities” or “Challenges.”

Career Transitions: Tips for a Fast Start

One of the most difficult career transitions occurs when you have been a long-term employee of one company and are leaving to move to a new job. The emotions surrounding the transition represent a mixture of excitement and trepidation, coupled with a profound sense of loss. Transitioning executives are energized by the challenges and learning that the new environment will bring but can face a crisis of competence in adjusting to a new culture with a novel set of success factors.

Are You Getting the Most from Action Learning? Five Questions To Ask

There are many good reasons to consider using action learning as part of your leadership development approach. Building on the work of Kurt Lewin, Reg Revans, and others, action learning is based on solid science of adult learning. It has been embraced by organizations around the world and is used in prominent executive development leadership programs.

What Anonymous Advice Would You Give to Your CEO?

What do those who work the closest with CEOs, those on their senior teams, really want their leader to change? We analyzed feedback from 174 C-suite level executives from 40 different organizations gathered between 2015–2018 as part of RHR’s Senior Team Effectiveness Survey. We found that when given the opportunity to provide anonymous feedback to their bosses, members of the top team focused the most on the following advice: (1) be more transparent, (2) help us stay focused, (3) hold us accountable, (4) spend more time coaching and developing us, and (5) be decisive.

Good Luck with Those Development Plans

While I have your attention, let’s (not) talk about what makes a good development plan.

After years of working with executives, the question of what goes into a good development plan frequently comes up and can be a frustrating one for two reasons: the first is that there are as many options for good development plans as there are leaders; second, and most important, is that it’s the wrong question to be asking.

Managing Power at The Top

I remember one of my first CEO coaching assignments. The executive was accomplished but overly confident. Pondering how to make an impact with him, I called a mentor who had advised CEOs for more than 30 years. He suggested helping the CEO “figure out how to manage all that power.” At that time, I thought the comment was interesting, but I did not fully understand the magnitude of the advice being shared with me until later.

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