Blog

If your actions inspire others to dream more, learn more, do more, and become more, you are a leader. -John Quincy Adams

Last month we talked about resilience - what it is and where it comes from. Because that newsletter prompted more comments and feedback than we have ever had to any newsletter, we decided to explore the topic a bit more. So now let’s proceed with resilience redux…

We are all familiar with the scenario. One author coins or uses a term, it gets picked up by someone else, both are quoted in a third source and so on. Pretty soon, it is on the pages of Harvard Business Review and now it is the latest bona fide management craze. Lately, there has been quite a crop of articles on resilient individuals, resilient organizations, resilience as the new skill no manager can do without, revenue resilience, etc. So I decided to do some research (OK…more like poking around) and see who is actually talking about what, based on what evidence.

Today there are an almost overwhelming number of available choices for coaching. Not only are there many individuals coming from vastly different backgrounds who serve as coaches, there are multiple views and models of what coaching is and is not.

We take the stance that coaching needs to guide individuals towards enhanced work/job performance and the personal satisfaction that comes from making a positive difference in the success of the enterprise.

You might say that sounds simple. Well…yes. Simplistic? …not so much. Whether working with an individual or a team, we follow a process of assessment, analysis and planning, and small step...

Why do we use assessment tools?

"The bottom line is that personality matters to individuals because self-understanding allows a person to be strategic about his/her career choices and career development. Personality matters to employers because knowledge about a job applicant's personality allows them to be strategic about the hiring process."
Dr. Robert Hogan

Assessments help your organization increase productivity and maximize performance by hiring the right people, evaluating leadership potential, and developing the talents of key individuals in the specific areas that really matter for success.

Assessments help individual leaders like you understand limitations and strengths and how understanding can bring strategic awareness to...

In December 2011, cbsnews.com published an article by Dave Logan, Ph.D., author of Tribal Leadership, suggesting that “work-life balance “ is a crock, an idea whose time has come and gone. Although I too have felt that this is an unrealistic ideal, I’m not so sure that I could clearly articulate what I do believe about this idea. I decided to take a look at some other current commentators writing about work and life balance. Here’s a sample of what I found:

David Greuse at Convergence Design, noted that “…we reject the notion of work-life balance, although...

Some months ago I read a fascinating article from the British newspaper, The Guardian, forwarded to me by a colleague who knows my interest in the area of what is commonly called “gender intelligence”, or the relationship between brain chemistry and structure and male/female behaviors. Written by Madeleine Bunting, the article claims that virtually all of the scientific studies purporting to show that there are indeed, biological differences between men and women, are either misleading or so badly bungled that their results have no merit. She claims that the so-called breakthroughs in neuroscience, genetics, and evolutionary psychology suggesting the feminist consensus of the last 30 or so years that gender is entirely a social construct may be inaccurate, simply wrong or bad science.