Why are effective leaders often quick learners?
RBL Insights: Blog
Learning and development matter more than ever in today’s volatile, changing, uncertain business world.
As we witness the demise of some of the world's largest and oldest retailers, we've identified three key lessons that can be adapted by other organizations that may face similar challenges.
The ability to influence others is required to turn good ideas into sustainable impact.
In our day, the more difficult challenge is not necessarily deciding whose side of the story to believe when there are two legitimate positions, but how to respond to those who believe differently in a way that not only tolerates, but relishes differences.
A 360-degree assessment is a tool where an employee's direct reports, peers, supervisor(s), even customers, can provide ratings and commentary around certain capabilities. Here are five tips to help you gain true value from the assessment’s feedback.
Knowing what we want gives us a clear definition of success and an ability to be resilient in pursuit of that expectation. Without knowing what we want, others may define our wants and make decisions for us, often not in our personal best interest or in harmony with our values.
At the executive level, leaders that are strong team builders recognize the human side of the enterprise as a critical component to achieving the organization’s goals.
In our experience, board process dynamics are a major contributor to performance. They are a strong prediction of contribution– more so than either professional qualifications or networks of the board member. Process dynamics make the board team greater than the sum of its individual members. Co-Authored by Norm Smallwood, The RBL Group and Paul Butler, Global Edg
In the research on Leadership Code 2.0, a driving theme for effective leadership in this age of complexity is to discover simplicity. So how does this happen?