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Norm Smallwood

Norm Smallwood
  • Agile Talent: How to Source and Manage Outside Experts

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    Agile Talent delivers the new road map for managing external, expert talent— showing how to assess, choose, attract, develop, and support these new kinds of talent. Supported by survey data and packed with tools and templates for applying these ideas, this book is the ultimate guide for winning the next war for talent.

  • Aligning Firm, Leadership, and Personal Brand

    We have found that the concept of a brand promotes alignment between external expectations and internal actions. In marketing terms, brand represents the expectations associated with a product or service that differentiates it from competitor offerings in the minds of customers and influences customer opinion, choice, and behavior.

  • Build a Bottom Line

    The Intangibles Audit enables leaders to identify which factors will have the greatest impact on future success.

  • Building a Leadership Brand

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    Thousands of companies spend millions on leadership development only to get lukewarm results. Why? They rely on leadership competency models that identify generic traits (vision, direction, energy). Then they try to find and build next-generation leaders who fit the model. Result? Vanilla managers and executives who aren’t equipped to manage their firm’s unique challenges.

    There’s a better way, say Ulrich and Smallwood. Build a leadership brand: A shared identity among…

  • Building Culture from the Outside-in

    Traditional views of organizational culture have one thing in common; they define culture from the inside-out: who we are, what we do, and how we do it. In this article, the authors suggest that a more robust and practical approach to leveraging culture is to identify and shape culture from the outside-in.

  • Capitalizing on Capabilities - HBR

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    By making the most of organizational capabilities; employees’ collective skills and fields of expertise; you can dramatically improve your company’s market value. Although there is no magic list of proficiencies that every organization needs to succeed, the authors identify 11 intangible assets that well-managed companies tend to have: Talent, speed, shared mind-set and coherent brand identity, accountability, collaboration, learning, leadership, customer connectivity, strategic unity, innovation, and efficiency.

  • Cracking the Leadership Code

    If you Google the words “leader” and “leadership”, there are 534 million results. If you Google the word “subordinate” there are more than 25 million results. So, almost 20 times more has been written about leadership than about being a good subordinate. Maybe we have identified the crux of the leadership challenge - not enough followers!

  • Developing Your Organization’s Brand as a Talent Developer

    This article introduces the concept of the branded talent developer, an organization that emphasizes the career and developmental opportunities it offers as a means of gaining competitive advantage in the war for talent. The authors describe the financial and operating advantages earned by these organizations in attracting and retaining talented employees. They also characterize the nine qualities that differentiate branded talent developers from other organizations, and the difficulties inherent in…

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