You Don’t Need to Be Creative to Lead Innovation

Leaders often think of themselves as falling into one of two categories: innovative or not innovative. There is a distinct difference, however, between creativity and innovation. Creativity—coming up with novel ideas—is largely thought of to be an innate quality, although people can be trained to be more creative. Innovation, by contrast, is the leverage of creative thought in a market or system in order to invoke a change and provide a return on investment.

How Do You Survive Office Competition?

Dr. Jessica Bigazzi Foster is quoted in today’s Wall Street Journal on the topic, "How Do You Survive Office Competition?". The article’s premise is that "Hypercompetitors spark strong reactions in colleagues, from fighting back to shutting down; warriors vs. worriers.” The story appears in all print and online editions of the WSJ.

Read the entire article online here. To access this, you must have a Wall Street Journal subscription.

Mind Games

RHR CEO Tom Saporito was quoted in an article entitled "Mind Games" in the Brunswick Review.

“Myers-Briggs is information that is used to facilitate development and discussion,” says Thomas Saporito, Chairman and CEO of management psychologists and consultants RHR International. “Those tests can be really helpful, if used in the right way. But they should never be used as the basis for a hiring decision.”

Grooming Top Executives Includes Outside Board Experience

The Wall Street Journal quotes Paul Winum in a story about “Grooming Top Executives Includes Outside Board Experience”.

“About 80% of big businesses now use their professional contacts so key players can land board spots, because the experience broadens their perspective and ability to deal with a board,” says Paul Winum, practice leader for board and CEO services at RHR International, a leadership-development firm. He estimates that just 20% of companies made these efforts a decade ago.

Read the entire article here. To access this, you must have a Wall Street Journal subscription.

Performance Feedback: Using a Spoon or Trough

Most leaders and organizations seem to struggle with performance feedback. They inevitably avoid it altogether and when someone is promoted, demoted, or asked to leave, most employees can rarely fully explain why. When you get down to the specifics of the challenge, we generally hear that leaders are uncertain about whether they give too little or too much feedback—spoon or trough?

Self-Awareness and the Shadow You Cast

Leading effectively in an organization requires an understanding of your impact on others or the shadow that you cast. As an executive, this becomes even more critical because of the need to drive a team to execute on priorities and pressure to deliver value for shareholders. As Daniel Goleman notes in his article “What Makes a Leader,” intelligence and technical abilities are foundational skills essential for a leader to be successful. However, these skills are necessary but not fully sufficient.

Bicultural Knowledge: The Key to Your Career

Lawrence James, a partner at RHR International and author of the research paper, Journey to the Top: Developing African American Executives, talks about bicultural knowledge as the key to one’s career. Lawrence addresses the nuances inherent in the developmental journey of African Americans as they strive to move upward in the business world, as part of a series.


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