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  • Effective Leaders Combine Attributes and Results

    When we ask people, What makes an effective leader?, their responses tend to cover the same personal attributes: setting a vision, having integrity, communicating well, being bold, making things happen, etc. This approach is half right. Yes, leaders need to have effective attributes —but they also need to get results. In fact, leaders need to deliver five results for five key constituents…

  • Five Steps to Building Your Personal Leadership Brand - HBR

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    Harvard Business Review, Dec. 1, 2007
    By Dave Ulrich and Norm Smallwood

    A strong personal leadership brand allows all that’s powerful and effective about your leadership to become known to your colleagues up, down, and across the organization; enabling you to generate maximum value. This article, an adaptation from consultants Dave Ulrich and Norm Smallwood’s new book, Leadership Brand: Developing Customer-Focused Leaders to Drive Performance and Build Lasting Value,…

  • From Leadership Point of View to Personal Leader Brand

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    Leaders who are more self-aware may have personal insight and intensity, but unless it is directed in the right ways, it won’t have sustainable impact. To have sustainable impact, a leadership point of view needs to become a personal leader brand. In this essay lay our four characteristics of building a leader brand.

  • Functional Misalignment

    Mark Nyman explains when management attempts to improve functions without aligning them with the larger organization, it usually ends up hurting overall business performance.

  • Gauging Leadership Potential

    It is the nature of creative Human Resources management that highly effective organizations have good assessments of current worth. The challenge in evaluating candidates for executive positions lies not in assessments of current performance but in the more difficult assessment of future potential. Even world-class organizations struggle to establish good assessments of individuals’ ability to adapt and succeed in positions requiring greater complexity of scope and scale.

  • Global HR Competencies

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    This work incorporates the participation of HR associations in all major geographies, a wide range of industries, and 20,000 line managers and HR professors and leaders. One of the key strengths that make this latest round of the study powerful is the global reach of the data and the regional breakdown of the results. Global HR Competencies leverages this combination of global scope and local focus to share incredible insights…

  • How HR Can Add Value by Dancing with Business - HKIHRM

    Prior to RBL’s Norm Smallwood speaking appearance at the 2013 HKIHRM Annual Conference, he sat down with Human Resources Singapore to discuss ways HR professionals can build organization capabilities that deliver exceptional value to the businesses they support.

  • How Leaders Build Value

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    (Note: Originally published in hardcover as Why the Bottom-Line Isn’t.)

    How to use intangibles to increase the value of your business

    Originally published under the title Why the Bottom Line Isn’t, this revised and updated edition shows business leaders how to build long-term value through assets not accounted for on the company’s financial statements. Through leadership, service, corporate culture, and the ability to attract top talent, businesses can create real,…

  • How to Build a Profit Culture

    In their book, Why the Bottom Line Isn’t: How to Build Value through People and Organization, Dave Ulrich and Norm Smallwood describe how leaders can increase the market value of their business by making intangibles more tangible. These intangibles include industry growth, quality of earnings, product brands, technical competencies, and organization capabilities.

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