Leadership Development

Access the newest insights, research papers and best practices by reading and learning from our Leadership Development research documents and articles.

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Follow Me To Success

By Mark Gowrie
For many leaders, the very idea of intrinsic motivation for employees seems completely at odds with the leadership function.  How is a leader supposed to lead a team toward motivation, if the motivation must ultimately come from within?

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5 Ways to Improve Self-Awareness

by Jean Ann Larson
One of the most powerful methods we have to help our clients navigate change and transition is ourselves. Using the concept of "self-as-instrument" allows us to provide deeper, lasting value to our clients. Self-as-instrument is defined as our ability to use ourselves potently — and it relies on the level of awareness we have about the impact we make and our ability to make choices to direct and modify that impact.

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Leader or Boss

by Kevin Donaldson
The Olympic equestrian champion, Klaus Balkenhol stated, "There is a difference between being a leader and being a boss. Both are based on authority. A boss demands blind obedience; a leader earns his authority through understanding and trust."

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Leadership is about skills too

by Amit Joshi
Leadership is not just about thoughts; it is a lot about the skilful actions of a leader. Thoughts alone shall not fuel leaders to perform at his best. Thoughts ultimately need to turn into actions. Here are some of the skills I believe a leader needs to have …

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5 Ways to Make Communication More Effective

by Sarah Brooks
Today, we communicate in more diverse ways than ever before, ultimately impacting the way we develop relationships. Whether conducted through email, in-person working relationships or on one of the myriad social networking channels available for business and personal use, relationships require understanding …

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Leading Mindfully

by Anne Manning
I believe in confirmation. This means when I am planning or doing something, I become aware of leads that confirm I am in the right direction. After I wrote this article, I picked up Marshall Goldsmith’s book: What Got You Here, Won’t Get You There. The first few chapters have clearly confirmed that the article …

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Zeroing in on Your Leadership Development Challenges

by Craig Perrin
Ideally, leaders point the way, demonstrate the way, and then get out of the way so employees can move toward strategic goals. But what challenges do L&D professionals face in helping leaders gain the skills and judgment to perform those functions?

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Virtuous Leadership

by Michael Griffin
Benjamin Franklin, one of the Founding Fathers of the United States, pursued to cultivate his character with a plan of 13 virtues. I recently read about this from Jeffrey Gitomer, a professional speaker, business trainer, sales management expert and best-selling author on a variety of leadership and sales topics …

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My Mentor Didn’t Need a Certificate, His Life Purpose was His Badge

by Michael Griffin
My mentor, my hero of 23 years, Dwight Hill, passed away last April. Dwight had run the race of life and finished so well. We, his family, friends and mentees, celebrated how he poured his life into men like me. You see, Dwight was the best mentor a man could ever have. He didn’t need a certificate to be a mentor coach. He …

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Learning About Leadership Challenges

by Kim Stafford
These days, you might expect that the question, “What challenges do your organization’s leaders face?” would be answered sarcastically with, “What challenges don’t they face?” Truth is, the business environment today is such that leaders are often beset by a number of big picture issues like the uncertain economic …

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The Shifting Role of Leadership

by Justin Foster
The role of a leader has shifted from moving the numbers to moving the people. While financial and operational acumen are certainly valuable executive traits, modern business requires leaders who can connect with people at an emotional level. The role of leaders throughout history has always evolved based on circumstances …

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Thoughts on Leadership From Three Key Influencers

by TTISI Leadership Team
This Q&A took place between Mel Nelson, President and CEO of Executive Management Systems; Dean Gorder, Executive Director of the North Dakota Trade Office; and Joe Rothschiller, COO and President of Steffes Corp., and focused on our theme for this month, “Are You Running Your Office or …

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Leadership Paradoxes – Being Close and Distant

by Michael Griffin
Leadership is a fascinating subject for many reasons.  It is also one of the most enigmatic themes of our times! The stream of research and publications on this subject is never-ending.  Leadership thought leaders like John Maxell, Warren Bennis, John Kotter, Noel Tichy, just to mention a few, have substantially enhanced …

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Using Big Data to Better Appreciate Cultural Differences (Whitepaper)

by Michael Griffin
Greater understanding of unique world cultures and perspectives will lead to enhanced opportunities to collaborate and grow as individuals, as economies and as a world community. Last month, TTI Success Insights released a research whitepaper examining the behavioral assessments of 10 …

Why Winners Win and Losers Lose

by Chris Young
The real reason why winners win and losers lose is simple: They expect to. As a student of sales performance during the last 20 years, I have come to realize that some salespeople are predisposed to approach winning and losing a sale in a particular way. Some salespeople “play to win” while

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4 Initiatives to Create an Ideal Working Environment

by Steve Brown
Everybody wants a relaxing work environment, and it’s natural for employees to want a good relationship with their HR leaders, CEOs and managers. Are you a good leader for your people? Can you make them feel respected and valued?

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Compliance to Commitment

by Amit Joshi
Leaders, like each person in the organization and especially the managers and supervisors who manage others do not have easy tasks on their plate. In today’s world, people managers have to be coaches than just managing and supervising. They have to keep people motivated. So how do we keep people motivated?

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What are You Committed To? Being Right or Being Effective?

by John Hersey
In my book, “Creating Contagious Leadership,” I answer this question and introduce a concept I use routinely when coaching executives and training employees: contained leadership versus contagious leadership. There is the “contagious leader” who shares power, invites participation …

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“Great initiative…but you’ve done it all wrong.”

by Myron A. Harmon
It’s a timeless challenge among organizational leaders: how can I redirect employee efforts without squelching their motivation? Misguided but well-intended employee efforts deserve to be recognized. Yet without effective feedback, too, the result can be one of two undesirable outcomes: persistence in the wrong direction …

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A Call To Character

by Anne Manning
There are leaders born and made, but we all influence those around us, whether we like it or not, for good or for bad. That’s why it’s important we sit up and ask ourselves: What kind of a leader am I? Do I really want to replicate myself in those I lead? When my daughter was 3, she said the most challenging thing that …

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How Well May I Serve You?

by Amit Joshi
All of us must have heard of this question at various places, “How may I help you?”. Leadership is not only about helping. It is also about serving people. As Dr. Tim Elmore defines, “A Leader is an individual who Assumes responsibility for the Health and Development of Relationships for people around him in daily life”.

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Leading Through Change

By Lisa Aldisert
As a leader, you’re always “on,” whether you want to be or not. Your staff, your clients, your colleagues see it all. If you’re “off,” revealing frustration or anxiety, you’re headed for trouble – especially in times of change. It’s important for leaders to be skilled and comfortable with how they navigate through change.

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Are You Ready To Lead At The Next Level?

by Sharon Daniels
The reality is that there are some leaders who want to take leadership to a higher level or accept increasing degrees of responsibility, while others don’t. This led us to ask: What percentage of leaders want to rise to the top?

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The Evolution of Leadership

by Sharon Daniels
By examining leadership of the past and leadership of the present, AchieveGlobal’s Craig Perrin examines the differences between a manager and a leader through the lenses of Six Zones of Leadership and addresses the implications of the zones.

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Communication Skills – The Convergence Model

by Bill Rosenthal
About 60 years ago, communication scholars refined the model to conform with the findings of psychology and information theory. The “convergence model,” as it is known, describes communication, not as an event but a process.

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To Be an Effective “Leader,” A “Manager” Must Lead with Vision and Focus on Others

by Sharon Daniels
How do you identify what makes someone a “good” manager, and more importantly, how do you make someone “better?” Researching and refining answers to these questions for decades, AchieveGlobal shares their basic principles of effective leadership.

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The Three Faces of a Growing Leader

by Rick Bowers
There are three distinct faces of a Stages of Growth leader: Visionary, Manager, and Specialist. While all three faces are critical throughout the growing stages of a company, there is an ideal percentage blend for each stage of growth.

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Is Your Communication Style Boosting Team Performance?

by Ann Marie Heidingsfelder
An effective communication style is characteristic of great leadership. Varying methods of communication style may be warranted to match the different personality types on your team. How do you evaluate your communication methods?

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An Achieve Survey Insight – Unforgettable Feelings

By Sharon Daniels
The American writer and theologian, Carl Buechner is famously quoted as saying, “They may forget what you said, but they will never forget how you made them feel.” These words also ring true in the business world.

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Creating a Change Capable Workforce – Activating Change

by LindaMoran, Ph.D. and Chris Blauth
Change as a central element in an organization’s survival strategy needs little elaboration.

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Highly Responsive Teams

by CARYL BERREY, Ph.D., AMY AVERGUN and DARLENE RUSS-EFT, Ph.D.
The 1980s gave clear evidence that “business as usual” would no longer be adequate to meet customer expectations in an increasingly competitive, global marketplace. Continual improvements in quality and service were required.

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Staring into Leadership Void

by Joyce A. Thompsen, Ph.D.,
Succession planning is a lot like writing a will. Even when you want to provide for the future, you tend to put it off until you get a good scare. In the same way, we all see the risk of living in a leadership void.

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Through Eyes of Senior Leaders Executive Summary

by AchieveGlobal research team
The AchieveGlobal research team conducted a research study to identify the business issues of senior business leaders in the United States and the United Kingdom. Furthermore, the study identified the critical skill sets this audience believed to be key in overcoming and meeting the challenges posed by the business issues.

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The Basic Principles – Building Blocks of Trust

by Craig Perrin, and Chris Blauth
The pressure on leaders to perform—under the most trying conditions—has never been greater. Leaders and employees report working longer and harder to meet higher expectations, often with fewer resources. One early morning in the life of “Claudia,” a typical leader, might represent leaders everywhere looking for answers.

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Stepping Up to Supervision

by Mark Marone, Ph.D., and Chris Blauth
The step up from employee to supervisor has always been a big one. Taking on new assignments, getting work done through others, shifting from being a buddy to a boss—any one of these transitions is a handful.

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Leadership for Changing Culture

by Michael Bruens and Susan Magisana
Bankers Life and Casualty Company—a 126-year-old insurance firm focused exclusively on the needs of senior Americans—has long been recognized for its family culture.

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Interpersonal Skills – Senior Leader

by Keith Malo and Chris Blauth
Senior leaders are responsible for translating strategic focus and direction into day-to-day operations. These leaders must possess technical competence and enterprise-specific knowledge. Of greater importance, however, is their ability to work successfully with people.

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Inside the Minds of Corporate Leaders

by Keith A. Malo
The world has changed and continues to change rapidly. And yet, according to AchieveGlobal’s most recent research, the issues that are important to business survival and business success have not fundamentally changed.

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Getting Real, Need for Genuine Leaders

by Linda Moran, Craig Perrin and Chris Blauth
The unprecedented upheavals of the last several years have created equally unprecedented challenges for leaders — from supervisors on the factory floor to executives in corporate suites throughout the world.

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Ensuring Leadership Continuity – Succession Planning for CSuite Executives

by Joyce A. Thompsen, Ph.D.
Some years ago, being a relief pitcher didn’t amount to much credibility in the world of baseball. These days, relievers can be just as important as the star players on the team.

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Critical Crossroads – Developing Leaders in Public Sector

by Keith Malo
Today, constant and fast-paced change has become necessary for survival. While American business has been managing amidst a complex and ever-changing maze of challenges in the “next economy,” so too is the United States government and military.

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Building Leadership Bench Strength

by Joyce A. Thompsen, Ph.D.
An organization’s capability and capacity to deliver targeted results and sustain economic viability over the long term is highly dependent upon its focused planning and management in building, deploying, and retaining critical leadership bench strength.

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State of Employee Motivation: Taiwan

by AchieveGlobal
Employees in Taiwan are less motivated than most of their Asian peers. This is a key recommendation when summarising the survey responses of 144 employees working in Taiwan. The survey found that only 46% of respondents working in Taiwan said they are “quite” or “very” motivated in their jobs. This is significantly lower than the Asian average of 55%.

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State of Employee Motivation: Singapore

by AchieveGlobal
Employees in Singapore as a whole are highly motivated individuals who take pride and initiative in their work and frequently want to be involved in decision making process. This is a key recommendation of this report which summarises the survey responses by 177 employees working in Singapore. The survey found that almost 59% of respondents working in Singapore said they are “quite” or “very” motivated.

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State of Employee Motivation: China

by AchieveGlobal
Relative to their peers in Asia, employees in China were amongthe least motivated in their jobs. This was a key finding when summarising survey responses of 325 employees working in China. Only 44% of these respondents said they are “quite” or “very” motivated in their jobs compared to the Asian average of 55%.

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State of Employee Motivation: Asia

by AchieveGlobal
Asian employees, particularly those at the senior management levels, are highly motivated individuals who take the initiative when it comes to getting things done and they usually enjoy significant flexibility in the decisions they make. This was one key finding of an Asia-wide online survey of over 1,000 individuals from 10 countries. More than half (55%) of all respondents reported that they were either “quite” or “very” motivated in their jobs with only 13% admitting to being “slightly” or “not” motivated.

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Todays Thriving Teams

by Linda Moran, Ph.D., Mark Marone, Ph.D.
These phrases have become common in our daily work lives. We see them in employment advertisements. We see them in job and position descriptions. And, we’ve seen them for over three decades.

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The Invisible Workplace – Leading Virtually

by Eileen Toogood
Many of us are familiar with the H.G. Wells character known as The Invisible Man. A twist of science rendered him invisible—real but unseen.

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Leader vs Manager – What is the Distinction (Profiles Quick)

by Craig Perrin
“What’s the difference between a leader and a manager?” Well-worn as that question may be, it remains worth asking because times change, and leaders succeed when their words, decisions, and actions address prevailing conditions.

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Developing the 21st-Century Leader

by Craig Perrin, Chris Blauth, East Apthorp, Sharon Daniels, Mark Marone, Ph.D., Joyce Thompsen, Ph.D., Kathleen Clancy Jefferson, Ph.D., Colleen O’Sullivan, Linda Moran, Ed.D.
To succeed in the shifting business landscape of the 21stcentury, leaders must rethink their historical views and cultivate a new configuration of attitudes and abilities.