Implementing a Leadership Resources Management Strategy

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:

  • the difference between keeping or losing your best leaders;
  • the difference between identifying or missing high potential hires;
  • the difference between eliminating or maintaining a toxic work environment;
  • the difference between promoting people based on leadership potential or based on prior functional success.
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Resolve to Better Manage Your Leadership Resources in 2025

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.

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Building Results-Oriented Leadership Development Programs

The retail pioneer, John Wanamaker, once stated, “Half the money I spend on advertising is wasted; the trouble is I don’t know which half”. The chain of department stores he started eventually became part of Macy’s. Even in today’s digital advertising age, that statement is still true, with more than half being wasted according to some experts. The same is very true of leadership development programs.

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The Impact of Toxic Leaders on Your Organization

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.

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What ORGANIZATION LEVEL Leadership Gaps Are You Bringing Into 2024?

In the last editions of the newsletter, we discussed individual and team leadership gaps and how they can impact your success as a leader. It’s important to identify and either fix or compensate for them. These gaps can either be small cracks and fix with some ‘leadership caulk’ or large potholes which may require some ‘leadership patch.’ If left unattended, a small gap can grow into a huge one for the leader. Either way, it’s important for leaders at all levels to regularly evaluate and correct their leadership gaps.

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What TEAM Leadership Gaps Are You Bringing Into 2024?

In the last edition of the newsletter, we discussed individual leadership gaps and how they can impact your success as a leader. It’s important to identify and either fix or compensate for them. These gaps can either be small and fix with some ‘leadership caulk’ or large which may require some ‘leadership patch.’ Either way, it’s important for leaders at all levels to regularly evaluate and correct their leadership gaps.

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What INDIVIDUAL Leadership Gaps are You Bringing Into 2024?

Everyone has leadership gaps. The key to being or becoming a successful leader is to identify those gaps and either repair or compensate for them. These gaps can be small and repaired with some ‘caulk’ or huge needing ‘pothole repair compound’. If left unattended, a small gap can grow into a huge one for the leader. Do you know which one(s) you have?

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