Tag Archives: US

Why Leadership Development Programs Fail: Revolutionizing On-The-Job

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By David Carder

In response to an argument McKinsey made for why leadership development programs fail, we made two cases for how they succeed: when they set and communicate realistic expectations, and when they are built on solid, empirical research foundations Going beyond the debate on why programs succeed or fail, I’d like to share some bold ways to implement effective leadership development programs.
We have worked with and observed organizations that are creating real, far-reaching changes in how leadership development participants apply what they have learned on the job. They are fundamentally reshaping the environment in which their learners work and, therefore, redefining the 70 in the 70:20:10 model . Continue reading →

Application Outsourcing Sales

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We have been engaged to find sales talent for our client. Here is an overview of the roles:

The Sales Capture Lead Retail manages the opportunity sales pursuit and close opportunities using deep sales process and offering expertise. Develop and direct the sales efforts for new client target acquisition and/or direct the efforts to ensure execution of sales strategies geared toward protecting and growing business with existing clients. Continue reading →

Humble Narcissists Make Great Leaders

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by Quy Huy

Narcissism gives executives the self-confidence to aim high, but greatness requires more humble behavior.

In today’s business environment of racing competition and the increasing complexities of management, leaders are frequently finding themselves having to do seemingly opposite things at once. ‘Paradoxical management’ often relates to how leaders act – their ability, for example, to focus on short-term and long term goals, or cost-cutting and investment in innovation. But it can also refer to their psychological behavior.

Recent research examined leaders who were narcissistic yet humble (two seemingly oxymoronic traits) and found that not only could the two apparently contradictory personal attributes exist simultaneously in the same leader, but narcissistic executives who were able to temper, or counter-balance, their self-centered egocentricity with humility often proved to be superior leaders. Continue reading →

The Soul and Courage of a Leader

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By Miriam Linderman

 

It is a painful truth that too many people today speak about the toxic environment of their workplaces where they experience their spirits, imagination, self-expression, self-authority and vision for a better world continuously squelched by the system. Politics, domination, competitiveness, bullying and other similar situations drain inspiration. People long for supportive and caring workplaces where they can make creative, meaningful and fulfilling contributions that resonate with who they are and that maximize their gifts.

Hearing these stories hurt my heart, and may hurt yours too. Continue reading →

What is top talent and how is that identified?

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As a part of our talent acquisition engagements, we ask our clients how they define “top talent” and how they would assess those traits in the interview process.  Reflecting on the insightful comments we hear every day, we thought there would be great value in a new blog in which senior executives/thought leaders share their “Take on Talent.”

This is the third in a series of blogs/interviews with senior executives who are thought leaders in the areas of Talent Acquisition, Career Development and Leadership who will share their perspectives on this ever present question.

 

Andy W. Mattes was named president and chief executive officer and a member of the board of directors of Diebold, Incorporated in June 2013. He is responsible for driving the company’s global strategies and performance in the integrated self-service, security and services business.

With more than 25-years of experience in corporate management, executive oversight, mergers and acquisitions, growth strategies and equity management, Mattes has a strong record of driving growth and improving profitability in large, global businesses in the information technology and telecommunications industries – primarily with Hewlett-Packard Co. (HP) and Siemens AG. Mattes most recently served as senior vice president, global strategic partnerships at Violin Memory, a manufacturer of flash memory computer storage systems. Continue reading →