10 Questions to Determine if you Have a Results-Driven Leadership Program

A leadership program should be an asset for any organization to enroll their people in to drive growth. Too many of these programs are simply motivational speaking exercises without providing any clear direction on what the attendee should do when they walk out the door. A well-designed leadership program should motivate the attendees to become better leaders and provide them with the tools to implement a personalized leadership strategy. Once this is done, the organization should be able to measure quantifiable results from their investment.

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Managing Situational Influences for Maximum Leadership Effectiveness

Situational awareness and adaptability are the keys to effective leadership. It involves recognizing and adapting to the various influences present in any leadership encounter. Situational awareness or instinct is not something most leaders are born with but is something that evolves over time as the Leader increases in experience.

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A Contrarian’s Thoughts on Leadership Development

My view of leadership has been honed over a 30-plus years career performing and observing leaders at all levels of management. I began codifying my leadership development vision as a professor at Judson University, in their leading Organizational Leadership program. This experience, along with additional research and personal interviews, formed the foundation for the Elite Leadership Process™ detailed in my first leadership book, Prescribing Leadership in Healthcare in 2017. Since then, I have refined my vision with additional research and interviews for second leadership book, The Path to Elite Level Leadership in 2021. Something that I’ve come to realize and accept is that many of the positions I’ve chosen on leadership are contrary to those of many of my colleagues, namely:

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Leadership Analytics 101

Leadership analytics is critical to an organization’s continued growth and success. It can be the difference between keeping and losing your best leaders, the difference between identifying and missing high potential hires, and the difference between promoting people based on leadership potential or based on prior functional success. Each of these could have dire consequences for an organization.

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The One Thing EVERY Leader Needs to Be!

In the 1991 movie City Slickers, Billy Crystal plays Mitch, a man going through a midlife crisis who joins two of his friends on a cattle drive in the southwest. While on the drive, Mitch asks Curly, in Jack Palance’s Academy Award winning performance as the cowhand, “Do you know what the secret of life is?” Curly holds up one finger and tells him, “One thing. Just one thing. You stick to that and the rest don’t mean s@#t.” When Mitch ask him what the one thing is, Curly tells him, “That’s what you have to find out.”

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Leadership Impact Assessment Results – Supervisors & Managers

This is the last in the series of data analysis from our Leadership Impact Assessment (LIA) data. This analysis is for Supervisors (11% of the population) and Managers (45% of the population). You can read the LIA overview and see all of the results at MeasuringLeadership.com. We cannot stress enough the importance of including some measure of accountability in your organization’s leadership training. Without a plan for an empirical, quantifiable and repeatable tool for measurement, an organization cannot track leadership progress or determine if the program is yielding an adequate return on investment.

“Without data you’re just another person with an opinion.”
– W. Edwards Deming, Data Scientist

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Leadership Impact Assessment Results – Directors

We have already released analysis from our Leadership Impact Assessment (LIA) for the C-Level Executives and Vice Presidents (see all of the results and the LIA background at MeasuringLeadership.com). To reiterate, it’s important to measure the outcomes from leadership training, but most organizations don’t incorporate it for one reason or another. Without any way of measurement, the individual and/or organization can’t empirically know what needs to be improved.

“If you can’t measure it, you can’t improve it.” 
– Peter Drucker

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