Almost every successful professional has had a trusted mentor to help them chart a new course for their career, to guide and inspire them. For individuals, studies show that good mentoring can lead to greater career success, including promotions, raises and increased opportunities.
High turnover in a key scientist role was plaguing this Fortune 500 multinational pharmaceutical company, greatly hindering productivity and advancements in this critical function.
In order to address this problem, XBInsight identified the need for a robust succession plan that included:
- Creating a benchmark for the next level position to measure the readiness of these scientists to be promoted to this role.
- Developing a customized assessment to not only reflect the skills, critical thinking and overall fit needed for the current position, but also identify a clear picture of what success looks like in the next level job.
- Designing a comprehensive leadership development program to prepare high potential employees for next level positions
Innovation is critical in a knowledge economy — driving growth, new products, and new methods of delivering value to customers. According to PwC’s 2015 study on Global Innovation, U.S. companies spend $145 billion dollars in-country on R&D each year. And yet, despite its importance, innovation is a difficult quality to cultivate both in leaders and in organizations. In Conference Board’s 2015 CEO Challenge study, 943 CEOs ranked “human capital” and “innovation” as their top two long-term challenges to driving business growth. This is a key talent challenge for most organizations, and a talent gap that needs to be closed, starting at the top – with the role of the CEO.
The rules and requirements to remain competitive in today's marketplace are evolving so rapidly hat leadership is struggling to stay ahead of the course. While change used to be slow and incremental, organizations today face a whole new breed of change – one that is fast, disruptive, and unpredictable. As such, businesses are acutely aware of the need to be agile. However, to be agile you need agile people because in the end, organizations don’t change – people do.
Topics: Coaching and Training
Imagine the consequences of not assessing someone seeking to join the police force, or someone aiming to join an airline as a pilot. Seems ridiculous, doesn’t it? While the impact of hiring the wrong person in those roles can be dire, the consequences of not assessing job candidates and employees in less complex jobs are also significant. The outcomes for businesses hiring or promoting the wrong person can range from poor performance, high turnover, lackluster customer service, to even lost business.
Executive and leadership development has risen to the top of most companies’ priority list over the past decade, with the realization that in the fast-changing, innovation-led business landscape organizations must have exceptional leaders to navigate it. In fact, when upward of 500 executives were asked to rank their top three human capital priorities, leadership development was included as both a current and future priority, and almost two-thirds identified leadership development as their number one concern.1 This explains why U.S. companies alone spend almost $14 billion annually on leadership development.2
However, for many organizations, the outcomes of their leadership development are lackluster and fail to meet the ideal return-on-investment for such programs. The failure to meet expectations of executive development programs can be attributed, in part, to four common mistakes that derail their efforts.
It’s easy to understand why most companies place greater value, consciously or unconsciously, on higher-level positions, executive management and the C-suite. However, the reality is a company’s success depends primarily on the quality of work of those who perform the majority of the work – those employees who hold lower-level positions, typically found in customer service, administration, IT, and operations. Yet, few employers structure their career development program to optimize the skills and competencies of employees at the bottom of the corporate ladder.
High-maintenance high-performers: Working with a high-performer can be either exhilarating or exasperating. It all depends on how you react to the challenges that come with it. Most likely, this high-performer can be also high-maintenance – which has its benefits along with its drawbacks.
Usually high performers are inspiring, charismatic, focused, direct and driving. Yet with their high-maintenance flaws like being confrontational, demanding, and impatient, it’s often hard to align goals and strategies with such roadblocks between the lines of communication.
People-reading Skills For Salespeople – Subtle Cues That Can Help You Close More Sales
Salespeople constantly hear that they must know our prospects and sell to them in the way in which they want to be sold. However, within the short time span of an initial meeting or lunch, many salespeople don’t have much time to observe, much less make qualified decisions about the communication methods of those we meet. The DISC Behavioral Profile can offer some much needed assistance in making quick assessments. Using the cues below, you can easily gather some basic information to help you tailor your sales approach “on the fly” and potentially close more sales.
It's that time of year again, the time when everything seems new and we all begin to dream of ways to plan (and accomplish) what we’ve let “slide” during the old year. For managers, New Year’s resolutions can be extremely valuable. However, many simply make broad plans to close more sales, get more done during the day or have better working relationships without considering how to accomplish those goals. Here are some basic skills you and your team can improve upon in 2017 that will have a profound, positive effect on everything else you do.
Working for a high-performer boss can be the most exhilarating experience of your life or it can be the most exasperating. It all depends on how ready you are to meet the challenge. You may have heard them described them this way: “This is the best boss I’ve ever had, but also the most demanding, the most difficult.” If you’ve experienced this scenario, chances are your boss is a high-maintenance high-performer. Here are five tips that will help you in working with your high-maintenance high-performer boss. Get down to business when communicating with your high-maintenance high-performer boss.
In today’s business landscape, effective execution strategy can afford no fallbacks. An art that few have mastered, execution can hurdle a business into reaping extensive benefits from higher profits, to increased moral, and even to higher shareholder confidence.
As 2016 winds down and a new year quickly approaches, many sales leaders are coming to grips with the realization they won’t make their annual quotas. In fact, a recent article in Fortune Magazine reported little more than half (54.6%) of the nation’s sales reps hit their marks each year. Now, with 2017 nearing, sales leaders are busy examining their talent bench and trying to improve their selection of high performing salespeople to deliver results in 2017.
In today’s competitive business landscape, Millennials are needed now more than ever for their fresh ideas and innovative perspectives. The reality is that Millennials are in high-demand, but they have extremely high turnover rates that put strain on today’s companies. This comes from a recent Gallup report which revealed that about 21% of Millennials in the workforce have changed jobs in the last year.
Mergers, buy-outs, restructurings, oh my! These and many other disruptive changes are more and more commonplace in today’s business landscape, and can literally transform a company overnight. Ironically, they are typically entered into as a means to remain competitive or to boost financial viability, but often can be derailed by a poor or nonexistent change management strategy.
The good news is, a clear and well-planned change management strategy can go a long way in removing potential roadblocks.