The Bridge from Good Leadership to Great Leadership!
The SHRM (Society for Human Resource Management) national conference is the world’s largest gathering of human resource professionals with 375 sessions and expected onsite and online attendance of 26,000 people. It will take place at the San Diego Convention Center, June 29th to July 2nd. Learn more about the conference at: https://annual.shrm.org/.
Continue reading “SHRM25 is Happening Next Week”
Leadership resources management (LRM) is a data-informed approach to strategically manage an organization’s leadership resources. CRM is a business strategy focused on managing and improving interactions to maximize the value of the customer relationship. They share several strategy similarities, although a great leader can impact an organization far more than any group of customers. When properly utilized, LRM helps an organization assign or promote the right person with the right leadership qualities to the right position at the right time.
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TALES FROM THE LEADERSHIP FRONT
Marcus stared out of his glass-walled office, watching his team hustle through another late night at a biotech company. As Director of Research, he was a brilliant scientist—but leading people? That was another matter. He’d spent years reading books on leadership skills—communication, delegation, motivation—but something wasn’t clicking. His team was burning out, innovation was slowing, and morale was dropping.
Leadership Resources Management is a data-informed approach to strategically manage an organization’s leadership resources. It enables more informed decision-making in promotions, assignments, retention and hiring. It can be an improvement over typical 360⁰ reviews with the LeadershipRM™ 360⁰ solution.
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If I were to ask you to name your organization’s most valuable resource, you would probably respond with innovation, technology/data, mineral resources or even your people or culture. People and culture are pretty close, but people usually thrive and like the working environment because of a good leader. Culture is also nourished and supported by a good leader. In fact, a good leader will help an organization maximize the value of all of their other resources.
Continue reading “Why Leadership is Your Organization’s Most Valuable Resource”
TALES FROM THE LEADERSHIP FRONT
As the Chief Nursing Officer at a leading metropolitan hospital, Lisa knew that leadership wasn’t just about policies and procedures—it was about people. With over 15 years of experience in the field, she had seen firsthand how personality differences could either strengthen or strain a team.
DEI initiatives have been coming under attack for a while resulting in several well-known organizations abandoning their DEI programs. These firms either don’t understand DEI or were never really committed to it in the first place. To be clear, DEI in its purest form is not about promoting less competent people over more competent people. It’s about making sure every competent person has a chance to be promoted.
Continue reading “Fortifying Your DEI Initiatives With Data Using Leadership Resources Management”
In the last issue of the newsletter, we explained why organizations need a non-biased, behavior-focused, strategy to actively manage their most valuable resource – leadership. We emphasized that when properly implemented, it can be:
Let 2025 be the year your organization actively engages in managing their most valuable resource – leadership. Organizations currently try to accomplish this through a variety of means, but most have a high potential for bias or overemphasis on outcomes versus leadership. Maybe it’s time to consider a different strategy that minimizes bias and focuses on leadership behaviors.
Continue reading “Resolve to Better Manage Your Leadership Resources in 2025”
Toxic leaders are like weeds in your garden or lawn. If you don’t remove them right away, they will infest your entire organization resulting in stifled growth, reduced morale and the departure of quality employees.
Toxic leaders are everywhere, whether organizations want to admit it or not. They can be found in organizations with as little as 100 employees or found in multitudes in larger ones. Unfortunately, they are usually ignored and allowed to choke the growth of those around them, namely, their subordinates and their peers. They are usually accepted and described in satisfactory terms such as hard-working, results-driven, or persistent. On the surface, these traits could describe great employees, but when taken to the extreme, they result in negative outcomes, such as abuse, intimidation and manipulation.
Continue reading “The Impact of Toxic Leaders on Your Organization”