Leadership Development archivos

Retiring the Ladder for the Lattice

If talent mobility were to be diagrammed, it would look like a criss-cross-mash-up. There’d be horizontal, diagonal and vertical lines showing employees’ movements within your organization. In practice, this complex movement results in a thriving organization where everyone is growing, and, together, everyone is helping the organization grow. Talent Mobility is Non-Linear Traditionally, the path followed in the workplace has been linear. Mostly, people moved up (or sometimes down). Lateral and diagonal reassignments were relatively rare. Talent mobility shatters the old, linear paradigm of promotion and instead uses a complex array of movements to position everyone in the right spot at the right time. Sometimes, these movements are upwards. Sometimes, they’re diagonal. Sometimes, they’re horizontal. Yes, they even can occasionally be downwards. Talent Mobility is for Individuals and Organizations At the heart of every movement is the individual, because when the individual thrives, the organization thrives. The purpose of every move — including downward ones — is to put each person where they need to be so they can do the best work they’re capable of. Because people change constantly as they gain new knowledge and skills, this calls for a constant flow of people within your organization. The old

How Is Your Organization Developing Leadership Versatility?

The new normal in the increasingly globalized world of business is that there is no longer a normal. As demographics, technology and markets continue to interact in ways that make dramatic and rapid change ordinary – the skill any enterprise develops for assimilating talent mobility into its operative business plan will largely determine whether or not long term success is achieved.

Talent Mobility or Agility? What is Your Strategy for Developing Leaders?

Agile. Nimble. Flexible organizations. Organizations in the new millennium must be able to adapt to change to survive. Not only must organizations change in regards to business models and processes, talent must be able to adjust to changes in new roles, responsibilities, technologies, teams, and projects. The concept of talent agility is particularly important in leadership roles as continuity of business is imperative to an organization’s success. Acquiring, developing and maintaining leaders who can move and lead across and up an organization’s services lines, product divisions or locations can help drive employee engagement and retention and prevent “brain drain” during volatile times that may cause leadership flight from the organization. Structured or formal applications of talent agility may appear as career mapping, succession planning, high potential programs, formal talent and performance management systems, or other workforce planning initiatives. The key factor or outcome of building leadership bench strength is to be able to to respond quickly and efficiently to critical leadership workforce needs and for your leaders to be prepared and to move within the organization. A by-product of talent agility is higher leadership engagement. By creating opportunities for your leadership team to acquire skills and competencies and to develop

What Does Talent Mobility Look Like?

As competition for top talent applicants stiffen across the globe, many companies are taking a closer look internally to identify and develop top talent employees. This movement, known as Talent Mobility, is changing the way top-level executives train, evaluate, and promote employees within their companies. Most importantly, when done correctly the use of a comprehensive talent mobility strategy can improve employee satisfaction, reduce attrition rates, and boost overall profits. What Is Talent Mobility? Talent Mobility is a widely used phrase that means different things to different companies. However, in basic terms it is a company’s capabilities to leverage top talent within the business rapidly to provide the greatest benefit to the company’s bottom line. Once in place, executives have the ability to move various employees between different job positions, projects, teams, locations, and even careers. It allows companies to build upon each employee’s strengths, and utilize these attributes in a way that will best meet the current demands of the company. This not only means vertical internal movements, but horizontal and diagonal internal movement as well. With the today’s fast-paced market and rapidly changing consumer demands, companies must be able to make rapid changes. Talent Mobility gives them this ability

The EverGreene Method® is a sense-making methodology for leaders

Current and aspiring executives must possess the know-how to translate complexity into understandable terms and actionable strategies and to inspire confidence among key players and constituents. This is the essence of career longevity and resiliency by fostering.

The Road of Perseverance – Being CLUTCH

Perseverance is undoubtedly an important aspect of success despite your title or status in life. The saying “If at first you don’t succeed, try, try again” means that few individuals are able to achieve great things without first overcoming obstacles that stand in their way. Whether you are an entrepreneur, a manager, or an experienced executive you will be challenged and sometimes you will fail. These instances seem to be omnipresent don’t they? Perhaps they stand out to us because adversity is an accepted fact of life for most and relating and understanding is like case method, by studying how someone you admire managed obstacles provides valuable lessons for you. Clarity in these moments is your greatest advantage. Think of these situations as moments designed to increase self-awareness, instill confidence and build character because these are the gifts they leave behind, potentially. Like the discipline involved with communicating effectively, perseverance is also a skill. Your ability to understand and effectively deal with what stands between you and attaining your goal is akin to a rite of passage marking your progress from one stage to another – one that is made easier by a 6-step process I developed for coaching called

The Mark (MARC) of a Leader: Whether Deliberate or Incidental You Have A Unique Leadership Imprint

A company’s brand holds considerable value for its investors, customers, and employees and differentiates it from competitors. And whether you are conscious of it or not, you too have a brand (or a reputation) that results from your encounters. Much like an indelible imprint, your personal brand is as powerful as your identity and sets you apart you from others. Your brand is more than your style of dress or simple visual identity. It tells others what you value and it informs preferences, your choice of words in communication, how others react to you and to a large extent your opportunities. So what is your brand? Is it an asset or a liability? Equally as important, what is your leadership brand? Is it elevating your market value and creating a sharp competitive advantage? Think of it like this. In each of your encounters with another person you leave an impression. The experience is comprised of elements that are readily detectable and some that are not – visual cues, word choices in language and temperament or attitude. Imagine for a moment that it is akin to experiencing your personality much like it is an organization’s culture. Again, what does your personal