Re-Engineering Performance Management

by Ben Wigert, PH.D., and Jim Harter, PH.D. – Galllup

Traditional performance management systems are broken. Companies, leaders, managers and employees have long participated in time-consuming, frustrating performance reviews that have not yielded clear improvements in individual or organizational performance. Many industry leaders, such as Accenture, Adobe, Cargill, General Electric, Google, Microsoft and Netflix, have made headlines for pioneering large-scale changes to their traditional performance evaluation systems, and many more are considering reinventing their approach to performance management. Read More

Why Crisis is Good for Management

by Dr. Ichak Kalderon Adizes

Companies are experiencing turbulence and uncertainty in face of the global financial crisis, but is a crisis good or bad for organizations? People generally dread changes, especially if they are major and unexpected, but opportunity lies hidden amidst crises for the organizations that have prepared.Read More

The Healthiest Organizations Win

A GMJ Q&A with Tom Rath and Barry Conchie, authors of Strengths Based Leadership

The “vision thing” pales in comparison to instilling trust, compassion, stability, and hope. Read More

The Discipline of Teams

by Jon R. Katzenbach and Douglas K. Smith – Harvard Business Review article

What makes the difference between a team that performs and one that doesn’t? Read More

The Crucible 4 Points of Balance™

by Dr. David Schnarch, Ph.D.

One of the most important things in life is becoming a solid individual. And another important thing is to have meaningful relationships. Two of the most powerful human drives are our urge to control our own lives (autonomy), and our urge for relationship with others (attachment). One of the biggest tasks of adulthood is being able to balance these two urges, and one of the most common problems is having too much of one, and not enough of the other. People often feel claustrophobic or controlled in committed relationships, or feel like they can’t be their true self in their relationships, or feel like their sense of self is starting to disappear and they don’t know who they are any more. Others are constantly worried about “abandonment,” or “safety and security,” and constantly press their partner for “commitment,” and “unconditional love.” Read More

State of the American Workplace – Employee Engagement Insights for U.S. Business Leaders

by Gallop

The majority of managers working in the U.S. today are wrong for their role. That’s not to say these people don’t have talent. On the contrary, their talent probably made them quite successful in their previous, non-managerial role. But the talent that makes someone a great salesperson, accountant or engineer is not the same talent that makes him or her a great manager. In fact, Gallup has found that only 10% of working people possess the talent to be a great manager. Read More

State of the American Manager – Analytics and Advice for Leaders

by Gallop

The majority of managers working in the U.S. today are wrong for their role. That’s not to say these people don’t have talent. On the contrary, their talent probably made them quite successful in their previous, non-managerial role. But the talent that makes someone a great salesperson, accountant or engineer is not the same talent that makes him or her a great manager. In fact, Gallup has found that only 10% of working people possess the talent to be a great manager.Read More

Return on Emotion – Predicting and Improving Human Performance

by Tom Durgin – Human Capital Institute

“A leader’s intelligence has to have a strong emotional component. He has to have high levels of self-awareness, maturity, and self-control. She must be able to withstand the heat, handle setbacks, and when those lucky moments arise, enjoy success with equal parts of joy and humility. No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader. You just can’t ignore it.”- Jack Welch, former Chairman and CEO, General Electric
Co.Read More

Mapping EI to the Desired Organizational Competencies

by Vanessa Hsu – Human Capital Institute

Emotional Intelligence (EI) describes the ability, capacity, or skill to perceive, assess, and manage the emotions of one’s self, of others, and of groups. While the idea of emotional intelligence is fairly new, and as a result, in a constant state of flux, employers are becoming more and more aware of its validity and contribution to workforce effectiveness. When identifying organizational or individual job competencies, emotional intelligence itself is a critical factor. Roger Pearman, President of, and Dick Thompson, President and CEO of High Performing Systems, help us link the concept of EI to organizational competencies, and provide practical application tools to put this linkage into practice. Read More

Effectiveness Across The Hierarchy: What Gets You There Won’t Keep You There: Managerial Behaviors Related to Effectiveness at the Bottom, Middle, and Top

by Robert B. Kaiser – Kaplan DeVries Inc.

There is a large and cumulative literature on how the responsibilities of the managerial job change across hierarchical levels in an organization. This research is largely descriptive; empirical demonstrations of the predictive validity of its prescriptions are lacking. The present study is a start to filling this research void. The authors tested whether and how the behaviors associated with effectiveness vary across hierarchical levels using a set of identical measures in a sample of 2,175 supervisors, middle managers, and executives representing 15 different industries. Multivariate analyses supported the idea that there are dramatic differences in the patterns of behavior associated with effectiveness at the bottom, middle, and top.
Read More

Coaching: No More Mr. Nice Guy

by Barry Conchie – Gallup Management Journel

The most effective executives coaches offer blunt advice–and focus relentlessly on the numbers.Read More

Creating Successful Teams with Emotional Intelligence

by Ross Jones – Human Capital Institute/HCI White Paper

The bottom-line impact of team skills such as communication,conflict resolution, and sharing are only now getting acknowledged in professional organizations. Yet the idea that athletes require superior teamwork has long been recognized as
critical to a sports team’s success.Read More

The Making of a Corporate Athlete

by Jim Loehr and Tony Schwartz – Harvard Business Review

Some executives thrive under pressure. Others wilt. Is the reason all in their heads? Hardly. Sustained high achievement demands physical and emotional strength as well as a sharp intellect. To bring mind,body,and spirit to peak condition, executives need to learn what world-class athletes already know: recovering energy is as important as expending it.Read More

Are Great Leaders Great Coaches?

by Andreas von der Heydt, LinkedIn Article

In the last two decades coaching has become increasingly popular. With change in life and business still accelerating – and coaching being a highly effective methodology which assists in working with change – it is one of the most powerful communication and leadership instruments. Unfortunately it/ s not being really practiced yet by many managers and leaders. Only a smaller group of exceptional business individuals has realized its relevance and power to develop team members and companies.Read More

Why A Great Leader Should Be A Great Coach from Andreas von der Heydt

An Insider’s Guide to Executive Coaching: Six Ground Rules for Successful Coaching Engagements

by Susan Cramm – CIO Magazine

While most people have heard of executive coaching, few have personal experience working with a coach. Here’s my view of the profession and process from seven years of working as an
executive coach.

Truth be told, I was asked to be a coach before I knew what one was. Fortunately, my ignorance wasn’t career-limiting because no one else knew either. Over the past 15 years or so, executive
coaching has emerged as a practice and is making a real difference in the lives, careers and businesses of many.Read More

Overloaded Circuits: Why Smart People Underperform

by Edward M. Hallowell – Harvard Business Review: OnPoint Article

Frenzied executives who fidget through meetings, miss appointments, and jab at the elevator’s “door close” button aren’t crazy–just crazed. They’re suffering from a newly recognized neurological phenomenon called attention deficit trait (ADT). Marked by distratibility, inner frenzy, and impatience, ADT prevents managers from clarifying priorities, making smart decisions, and managing their time. This insidious condition turns otherwise talented performers into harried underachievers. And it’s reaching epidemic proportions.Read More

The 10X CEO: What Exceptional CEOs Do Differently

by Mark Helow & Jim Schleckser – The CEO Project

While all CEOs have the same title on their business cards, they are not remotely playing the same game or getting the same results.

For the past 15 years, we at the CEO Project have studied and worked with approximately 700 CEOs of fast growing, mid-sized companies with revenue from $15 million to $1.2 billion. Our work consists of both in-depth interviews and quarterly group meetings, where we and their fellow CEO’s use a very concentrated process to attack their most important priorities and decisions. Together we examine their thinking, work patterns and outcomes. Over time, we’ve found a striking difference between the most effective CEOs and their peers.Read More

Level 5 Leadership: The Triumph of Humility and Fierce Resolve

by Jim Collins – Harvard Business Review article

What catapults a company from merely good to truly great? A five-year research project searched for the answer to that question, and its discoveries ought to change the way we think about leadership.Read More