• What the Boss is Really Thinking | Thought Bubbles...
    By: Gene Morrissy

    Meetings lose their value when people do not raise critical issues or provide feedback. Let me explain.

  • Gender Bias: Balancing on the Tightrope
    By: Maja Egnell

    This is the second of a four-part series examining patterns of gender bias affecting female executives, and how “bias interrupters” can be used to challenge them.

  • Getting Up to Speed: First 30–90 Days of an Executive...
    By: Lysa Stewart

    Quite often, highly regarded, high-functioning, effective executives are given additional responsibilities, or their roles get expanded. Whether this is long anticipated or unforeseen, executives who want to enhance their ability to make an impact and add value need to act prudently in the first three months of their new role or function.

  • How to Develop Your CEO Succession Candidates
    By: Paul C. Winum

    In 2017, 919 CEOs either resigned, retired, or got fired at publicly traded North American companies. This was the highest number in at least a decade. As more baby boomers hit retirement age and the pressures of leading an organization continue to mount, several thousand more CEOs are expected to vacate their positions in the next few years.

  • A Case Study: Improving the Impact of Leadership...
    By: Daniel Russell

    Second of two-part series

  • Thought Bubbles from Unproductive Senior Team Meetings
    By: Steven M. Madenberg

    There’s that old line, “You’re not paranoid, people really are talking about you behind your back.” If you’re leading a senior team, that’s certainly the case. Once you’re the boss, human nature being what it is, your behavior becomes subject to a heightened level of scrutiny and water cooler conversation.

  • Improving the Impact of Leadership Development
    By: Daniel Russell

    First of two-part series More than ever before, organizations are deploying leadership assessment and development in the context of strategic talent management. Why? Because they are great ways to align human capital with business strategy.

  • Structure and Discipline: An Important Leadership Tool
    By: Traci Berliner

    It is not uncommon to hear the words, "I don't want to create too much structure or process because it is going to get in the way of what makes us successful…our creativity." Many believe eliminating (or even never instituting) any formal processes helps to increase flexibility, creativity, and responsiveness—all things that most organizations a

  • Gaming Industry: Maintaining a House Edge on Talent...
    By: Jason S. Chaffin

    2018 could very well be a landmark year for the gaming industry. The momentum of high-profile mergers (over a dozen in 2017) will continue to have effects throughout the year as familiar brands and casino experiences greet new audiences.

  • World-Class Performance:  Resourcing Your Team
    By: David Astorino

    The biggest barrier to resourcing the executive team to get to the next level is a “scarcity mentality.” Doing more with less can, as a blanket policy, lead to under-appreciating exactly those areas that need more resources on the team. The most frequent mistake we see new CEOs make is staying in their comfort zone when designing their team.

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