• Leadership’s Role in Transformation
    By: Adam Kling

    Organizations use performance management systems to reward and recognize results an individual achieves over the course of the year, as well as the behaviors used to achieve those results. 

  • What’s the Big Deal About Big Data?
    By: Nathan Wiita

    Big Data. Analytics. People analytics. These are increasingly popular buzzwords in today’s corporate lexicon. And as sexy as these words may sound (or maybe not), data has been a foundational component across industries for quite some time.

  • What I Wish I Had Known Then…As a New Board Director
    By: Deborah P. Rubin

    When I was a teenager, my grandfather would frequently glance at me, let out a theatrical sigh, and exclaim, “If I knew then what I know now.” My wry, observant grandmother would inevitably reply, “You would not have survived to adulthood.” Truth be told, at some point virtually everyone wishes they could impart some hard-won wisdom to an earlie

  • Performance Feedback: Using a Spoon or Trough
    By: Erica Rivera

    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.

  • Self-Awareness and the Shadow You Cast
    By: Eric H. Prensky

    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.

  • “To be, or not to be,” in Europe, “that is the...
    By: Simon Callow, By: David Langdon

    One of Shakespeare’s most quoted lines, this is a highly provocative question that considers the deepest meaning of existence. While the possibility of Great Britain leaving the European Union (EU) is not so much a matter of life and death, it is a crucial question of being in the larger enterprise or not.

  • Bicultural Knowledge: How to Acquire It
    By: Lawrence James, Jr.

    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 and how to acquire it.

  • Five Signs That Your Top-of-the-House Interactions...
    By: Deborah P. Rubin

    Top executives are accustomed to challenging conversations, both initiating them and being on the receiving end. However, the way executives deliver these messages can dictate whether they are actually productive or self-serving.

  • Bicultural Knowledge: The Key to Your Career
    By: Lawrence James, Jr.

    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.

  • Savvy Boards and CEOs Put Succession on Their New...
    By: Paul C. Winum

    Do you have at least two viable succession candidates for each of the mission-critical roles in your organization? Well, if you don’t, now is the time to start working on that.

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