More than one thousand leadership, learning, and talent development professionals were asked about their top challenges in navigating a post-pandemic world with both a scarcity of available talent and high employee expectations. This year’s survey paints a picture of organizations taking experimental steps during a time of accelerated change. The increasingly competitive landscape for attracting and retaining talented employees and the rising expectations of today’s workforce have all combined to put added pressure on human resources professionals and leaders.
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Retaining, developing, and advancing high-potential employees is critical to the health and growth of organizations.
by Doug Glener and Dr. Victoria Halsey Quitting your job for a new one is the new normal. Almost 4 million Americans resigned from their positions in June 2021.[1] More turnover is on the horizon:...
Any organization can begin to improve employee engagement by implementing a simple and practical strategy. This one technique will immediately increase the frequency and quality of conversations...
Dr. Vicki Halsey shares how people go through four distinct learning stages when working on any task or goal.
Dear Madeleine, I am the EVP of sales for a global professional services and SAS company. As you can imagine, we are reeling from the pandemic and the economic train wreck that seems to be coming...
With SLII, managers and direct reports learn how to speak a common language that builds trust and a sense of partnership.
Learn how poor managerial behaviors negatively impact engagement, alignment, productivity, and retention.
Dear Madeleine, I am in a high potential program at a large global company and am being considered for fast track promotion. As part of the program, everyone did a battery of assessments. I have...
Effective leader behaviors are context-specific, depending on the development level of the follower on a particular goal or task.
A key component of successful working relationships between leaders and followers, trust enables cooperation, encourages information sharing, and increases openness and mutual acceptance.
Leadership experts explore the correlation between leader coaching behaviors & the impact this has on the trust, work, & emotions of teams.
Today’s blog covers the promised Part Two from last week’s blog post. If you missed it and want to see the whole letter and the context, click here. Here’s the part of the letter, signed...
Making the transition from being an individual contributor to a manager can be a dramatic shift.
Learn the three top attributes of coach-like managers and how they can help improve performance across all levels of your organization.