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.
RBL Insights: Blog
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?
In each of the last five years, I have coached over 60 aspiring HR professionals who have remarkable competence and passion. While they each have individual challenges, the most common concerns relate to their careers: What does a career in HR look like? How do I move ahead? What should I do next to move forward in my career?
Debates continue about how to organize HR departments. Should HR work be centralized, decentralized, or some combination?
Impact occurs when ideas are focused, outlive their creator as they are advanced by others, are applied and adapted, and create sustainable change. How can leaders have ideas with impact?
What is the leading cause of mortality? The answer may surprise you.
In political offices, work organizations, hobby groups (e.g., choirs, sports teams), and even religious settings, we often face the reality that our leader(s) may have personal qualities that we don’t admire. So how can we follow a leader we don’t necessarily “like”?