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We regularly assess leadership succession candidates and outside applicants against desired behaviors for a role, determined by using the Bizet Job Activity Rating online job profiling instrument. When we do this, the behaviors where the candidates show weakness are given a lot of scrutiny. Recently, a client executive whose role was going to be open…
Last week, we tested a new concept. We gave a half-day workshop to 12 CEOs and their senior staff members that focused on using increased awareness of self and others to develop understandable messaging for their business strategies. We developed the workshop in response to the CEOs’ consensus that their greatest challenge is not developing…
Increasingly, accounting and advisory firms are looking at their business strategies with a view to driving higher growth and profitability. Developing an effective strategy requires addressing several important, and often difficult, issues. It also requires crafting a strategic plan that the firm’s partners will buy into and effectuate. Over the next few months, we’ll publish…
It was an early summer evening, and I was sitting in a taxicab on my way to Lincoln Center. As predicted, heavy storm clouds were gathering, and the soft din of thunder was rumbling in the distance. Heavy rain was in the forecast, but so far the roads were dry. We were traveling south on…
We asked ten senior HR leaders for their top choices for books to read this summer based on their favorite books. The combined list includes classics as well as new books. We added a few of our own picks. Here’s the list we recommend for Summer 2015 reading! (Alphabetical order.) 10% Happier: How I Tamed…
Last weekend I was walking along the Hudson River behind a family of four — two adults and their children, a boy and a girl that I would guess were ages 8 and 6, respectively. The father, named Steve, was talking to his wife while the boy was walking at her side in an absent-minded,…
Some of the more interesting conversations I’d had with clients in recent years have concerned how much weight quantifiable results and demonstrated competencies should respectively be given in measuring leaders’ performance. The prevalent practices in this area for companies of all sizes and industries range from results/competencies weightings of 100%/0% to 50%/50%. Not surprisingly, the…
On a recent, gorgeous spring day, I was eating a sandwich for lunch on a park bench when a well-dressed businesswoman sat down next to me. She smiled, acknowledged the great weather and asked what I did. I introduced myself and explained that we are strategic leadership advisers. “Funny,” she then said, “that is exactly…
For decades, companies have flip-flopped on the issue of 360 feedback. Some do it a few times then drop it. Others use it only as part of targeted developmental programs and still others just don’t believe in it. The one area of near consensus is to use 360 feedback for developmental rather than evaluation purposes.…
I’ve written several blogs on the importance of developing behavioral profiles of high performing incumbent leaders. The focus of these pieces has been the value of using behavioral assessments to identify future leaders and then training these succession candidates through simulation workshops reinforced by targeted coaching. What about using these profiles to help hire better…