• Get New Articles Sent to You!

  •  
Archive for October, 2009

Risks of Leadership

By Bryant Nielson, Managing Director On October 28, 2009 NO COMMENTS

Leaders can inspire, champion change, and engage followers who will stop at nothing to watch the vision become a reality. Being in a leadership position enhances your own personal and professional image, as well. But there are risks involved in leadership. Let’s discuss five common leadership risks and how you can avoid them.

History will tell you that leaders can become isolated. In an organizational environment, this is sometimes caused by growth. For example, leaders who start out in a small organization that grows in leaps and bounds can suddenly find themselves alone, without a proper support system and sounding boards. Perhaps the other leaders he or she relied on have their own groups to lead. There is also the possibility that the leader got lost in

Click here to continue reading


Relevance of Learning versus Relevance of Training and Development

By Bryant Nielson, Managing Director On October 21, 2009 NO COMMENTS

trainingIndexIn today’s environment, training organizations are struggling to prove their worth. They are also struggling to keep programs going on smaller budgets with smaller staffs. One way to get ahead of this fray is to know the difference between learning and training and development – and to understand the relevance of each in terms of your organization’s environment and the overall environment.

First, training managers should understand the difference between learning and “training and development”. Learning, in general, is the absorption of base knowledge about a particular subject, such as an industry. This knowledge will give an individual an understanding of the world around them and how the organization (and the individual) fit together. Training and development, on the other hand, is the act of teaching someone how to do something, such as a job, or teaching them the skills and attitudes that will have a direct impact on job performance, such as operations, human resources policies, or management and leadership. Let’s look at some examples of each before we discuss their relevance.

Click here to continue reading


Measuring Leadership Effectiveness

By Bryant Nielson, Managing Director On October 14, 2009 NO COMMENTS

leadershipIt’s easy to get caught up in leadership skills and development. Plus, when things are going well, it’s even easier to ignore any measurements that tell you how effective the leadership really is in your organization. There are numerous ways to measure effectiveness, but all of these analytics occur in four broad categories. Let’s examine each category of leadership measurement.

The first category of leadership measurement is in the subjective realm. When subjective measurements are mentioned, people have the tendency to dismiss them. But can the subjective measurements of your organization tell you how effective the leadership is? Absolutely. First, and in general, you must take an honest look at the overall morale of

Click here to continue reading


Corporate Training Programs Constraints

By Bryant Nielson, Managing Director On October 7, 2009 NO COMMENTS

pitfallsWe all instinctively know that learning and development within the corporate space is ‘supposed to’ make a difference.  Yet, far too often the programs (not necessary the people) fail due to the following reasons.  Some of these reasons are structural, but too many times it is just poor project management.

A primary reason many programs and courses fail is because there is no “Accountability”.  Learning and Development departments think that they provide accountability by counting the number of seats in the program, or talking about how and why this program is valuable. But they fail in the correlation of the program to the participant job or position.

Click here to continue reading


Leadership Analytics

By Bryant Nielson, Managing Director On October 1, 2009 NO COMMENTS

leadership mountain guyMaintaining the leadership pool is a challenging task for an organization and its top leaders. There are a number of activities, as well as developmental exercises, that can be undertaken to grow leadership at every level within the organization. But how can organizational leaders measure leadership? And, more importantly, what analytics can be used to ensure that leadership talent is used efficiently and appropriately? Let’s look at some broad categories of leadership analytics.

First, behavioral profiling is an excellent analytical tool. There are two ways to approach behavioral analytics for leaders. First, you can identify behavioral characteristics of well-known leaders, either in the world at large or within the organization itself. These general characteristics can be used as a “yardstick” for leadership development and leadership measurement. There are many sources of popular leadership profiles, but how can you profile within the organization? Myers-Briggs type indicators are one example. A certified Myers-Briggs consultant can assess leaders, name their “types”, and help the organization build profiles, communication plans, and job-specific characteristics – and use these items as leadership analytics.

Click here to continue reading