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  • Embracing Vulnerability: Leadership in Difficult Conversations

    Have you ever wrestled with the idea of being vulnerable in a conversation? Regardless of leadership level or amount of experience, all leaders struggle with the tension of being vulnerable or not. In difficult conversations, followers want to know you care about them. But, concerns about managing perceptions often keep leaders from showing vulnerability. And when a leader is guarded in a difficult conversation, it promotes distrust. Although leaders are expected to convey an image of competence, confidence, and power, followers already know you are not perfect. Leaders have to learn to be comfortable without having all the information wanted or needed in difficult conversations. Being vulnerable requires courage and produces trust. If you find yourself accidentally avoiding vulnerability in difficult conversations, here are five proven strategies that will move you closer to your goal. Why Leadership Vulnerability Matters in the Workplace In a fast-paced digital workplace, leaders need empowered followers to take charge. But taking charge in a crisis can be risky. However, a recent study revealed that only 30% of employees see a reason to say something when they see something is wrong, and only 30% believe their opinion counts. Vulnerability in the workplace is found to enhance: trust collaboration innovation employee retention psychological safety and a feeling of connection that improves the quality of leader-follower relationships and employee performance The Power of Vulnerability As a leader, vulnerability involves taking risks that might end in failure or create the best of what might be in the organization. Often the word "weakness" is considered a synonym for vulnerability. However, being vulnerable as a leader takes strong leadership and creates a significant amount of leadership power, confidence, and influence. Vulnerability is a courageous choice. In this short video, Simon Sinek expands on the tension leaders face and how to show vulnerability in the workplace as a leader. Leaning into vulnerability in a difficult conversation is best modeled by leaders first. When leaders model vulnerability in a conversation, it establishes trust and safety for followers. A display of vulnerability by the leader encourages followers, in turn, to take risks by being vulnerable. Vulnerability given is vulnerability received, leading to improved communication, productivity, and relationships. Followers want to see that their leader cares for them and is open to learning. Here is a Ted Talk by Brene Brown discussing The Power of Vulnerability: A re You Being Vulnerable in Difficult Conversations? To identify your tendency—to be vulnerable in difficult conversations —take the following free five-question quiz and receive your vulnerability leadership score. A score of 75-100 indicates you have a high degree of vulnerability in difficult conversations A score of 55-75 indicates you have a moderate degree of vulnerability in difficult conversations A score of 20-55 indicates you have a low degree of vulnerability in difficult conversations. If you'd like to level up your leadership vulnerability after completing this quiz, consider asking others to give you feedback on how vulnerable you are in difficult conversations using these same questions. How to Be Vulnerable in a Difficult Conversation While there is no one complete checklist of actions you can take to show vulnerability. The following five s trategies are compiled from proven research on mastering difficult conversations: Vulnerability Strategy #1: Be transparent Keep the conversation open and genuine. This does not mean sharing personal secrets. It means metaphorically that you invite those you are speaking with into the front door of your house rather than making them stand on the doorstep and talk with you from behind your screen door of image management. Being transparent pertains to both the logical rationale aspects of the conversation and your feelings about the other person and the conversation. Keeping the conversation open and genuine is essential for fostering meaningful connections and building trust. When we talk about openness, it goes beyond just the words we speak; it encompasses a willingness to share thoughts, ideas, and emotions authentically. This authenticity is not about revealing deeply personal secrets but rather about being real and vulnerable in a way that invites others to do the same. Imagine a conversation as a doorway to your inner world. By keeping it open, you allow others to step inside and see a more authentic version of yourself. This openness creates a space for genuine interactions, free from the constraints of image management and superficiality. It's about inviting others into your metaphorical house, where they can see the real you, rather than keeping them at a distance behind the facade of a screen door. Transparency in communication involves not only conveying the logical aspects of your thoughts but also sharing your emotional responses honestly. It means being open about your feelings towards the other person and the topic of conversation. By being transparent, you create a foundation of trust and understanding that can lead to more meaningful and fulfilling interactions. Vulnerability Strategy #2: Put others first Entering a difficult conversation with the sole intention of coming out as the victor or providing the perfect answer often results in a breakdown of effective communication. It is crucial to realize that prioritizing the needs and perspectives of others does not diminish your own value or importance. Rather, it reflects a deep sense of empathy and respect for the individuals involved. By approaching such conversations with a genuine desire to comprehend the other person's viewpoint before asserting your own, you create a foundation for meaningful dialogue and mutual understanding. Actively listening to their words, emotions, and underlying concerns allows you to identify their true needs and concerns, fostering a more productive and harmonious exchange of ideas. Vulnerability Strategy #3: Demonstrate selfless love Selfless love, as the act of willing the good of another person, encompasses a profound sense of altruism and care that goes beyond mere words. Embodying selfless love in challenging conversations requires a deep level of self-awareness. This self-awareness enables individuals to approach interactions with clarity, understanding their own emotions, biases, and intentions, thus fostering a more authentic and empathetic exchange. In the realm of difficult conversations, the essence of selfless love shines through in the form of empathy and compassion. Empathy plays a crucial role in fostering genuine connections by allowing individuals to truly listen and comprehend the emotions and perspectives of others. Through empathy, one can bridge the gap of understanding and create a space for mutual respect and dialogue. Compassion, another pillar of selfless love, propels individuals to take meaningful actions that benefit others. In the context of challenging discussions, compassion motivates individuals to prioritize the well-being and feelings of the other person, steering the conversation toward a more constructive and positive outcome. By acting with compassion, individuals demonstrate a genuine commitment to the welfare and growth of those they engage with, fostering trust and fostering deeper connections. Vulnerability Strategy #4: Take action Difficult conversations can have significant repercussions if left unaddressed. The cost of neglecting such conversations extends beyond just the immediate situation and can impact relationships, team dynamics, and even personal well-being. When approaching a difficult conversation, it is crucial to consider various aspects such as the nature of the issue (what), the appropriate setting for the discussion (where), the manner in which it will be approached (how), and the timing of the conversation (when). Achieving a balance between thorough preparation and timely action is essential. While it is important to gather relevant information and plan for the discussion, excessive preparation can sometimes lead to a state of inertia where the conversation is continuously postponed in anticipation of more data or a better moment. This tendency towards procrastination can hinder progress and allow the issue to escalate further. By acknowledging the importance of addressing difficult conversations promptly and thoughtfully, individuals can navigate such situations more effectively. Proactive communication, coupled with a willingness to engage in uncomfortable discussions, can lead to resolutions that are constructive and beneficial for all parties involved. It is through these challenging conversations that growth, understanding, and stronger relationships can emerge. Vulnerability Strategy #5: Ask for feedback Vulnerability is a profound aspect of human experience that involves acknowledging one's weaknesses and limitations, yet also signifies a willingness to learn and grow. It is the courage to expose oneself to the uncertainties and risks that come with opening up to new perspectives and insights. When we find ourselves in challenging conversations where feedback is crucial, it is important to approach them with a sense of humility and openness. Seeking feedback should be seen as a valuable gift that can provide us with valuable insights and opportunities for personal development. In such situations, it is essential to recognize that effective communication is a two-way street. Listening attentively to the feedback being provided is just as important as expressing your own thoughts and feelings. By being receptive to what others have to say, we create a space for meaningful dialogue and mutual understanding to take place. When delivering difficult messages that may be met with resistance or discomfort, it is advisable to be direct and concise in your communication. By clearly articulating your message and offering to discuss it further at a later time, you allow the other person the opportunity to process the information at their own pace. This approach enables them to engage with the message both intellectually and emotionally, fostering a more constructive and empathetic exchange of ideas. Key Summary Points: Regardless of leadership level or amount of experience, all leaders struggle with the tension of being vulnerable or not. Leadership vulnerability involves the willingness to take risks that might end in failure or create the best of what might be in the organization. Vulnerability is a courageous choice. When leaders model vulnerability in a conversation, it establishes trust and safety for followers. Be transparent, put followers first, demonstrate selfless love, take action, and ask for feedback. What is your leadership vulnerability challenge? References: Edelman. (2023). Edelman trust barometer: Navigating a polarized world. Grenny, J., Patterson, K., McMillan, R., Switzler, A., & Gregory, E. (2021). Crucial conversations . McGraw-Hill Education. Patterson, K., (2005). Crucial confrontations: Tools for resolving broken promises, violated expectations, and bad behavior. McGraw-Hill. TEDTalks: Brene Brown—The power of vulnerability (2010). TED.

  • 5 Levers to Create a Culture of Accountability

    Accountability is a frustrating topic for many leaders and business owners. Despite careful hiring practices, well-designed employment policies, and digital monitoring, accountability remains puzzling. Why do some employees take accountability for their actions and others don't? When lacking, company performance and culture suffer. When done right, accountability leads to better outcomes. Holding others accountable isn't easy, but it significantly impacts your leadership and business results. An organizational culture of accountability is architected. It doesn't just happen. Here are five psychological levers for leaders to create workplace accountability and a quiz to understand if your company or team has a healthy culture of accountability. Why employee accountability matters A recent CEO benchmarking report found that nearly one in five CEOs surveyed identified holding others accountable as their greatest weakness, and almost as many struggled with letting go of underperformers. Holding employees accountable is difficult for leaders, even when they are responsible to others for business results. Employee accountability - an expectation that an employee may be called on to explain an action or inaction to others with the belief of a consequence based on an evaluation. Employees ignore, deny, blame, and play the victim in a toxic culture without accountability. Evidence from various studies links employee accountability to: Job satisfaction Motivation Stress Ethical behavior Job performance Discretionary effort “When people feel accountable and included, it is more fun.” – Alan Mulally 5 Psychological levers of accountability Researchers have found that in the workplace, these five psychological dimensions drive accountability: Accountability Lever 1: Attribution When others know who did it—the more personal, explicit, and unambiguous a task, the greater the attribution accountability. When employees expect their actions and decisions can or might be linked directly to them, and leaders know their name, they are more likely to take accountability. Evidence suggests clear standards and expectations increase attribution accountability. Make job descriptions and performance expectations more explicit. Idea: Develop meaningful relationships with your team members. Accountability Lever 2: Observation In a culture of observation accountability, employees expect their behaviors and judgments to be observed by their leader, peers, followers, and others. As the audience size increases, employees' observation accountability increases because they feel more likely to be observed. Idea: Emphasize transparency and increase the visibility of individual work. “The best kind of accountability on a team is peer-to-peer. Peer pressure is more efficient and effective than going to the leader, anonymously complaining, and having them stop what they are doing to intervene.” – Patrick Lencioni. Accountability Lever 3: Evaluation Feedback is provided for actions and judgments, and the ability exists to be compared to others. Employees who expect performance to be meaningfully reviewed feel more evaluation accountability. Additionally, when the evaluation outcomes are variable, it increases evaluation accountability. Idea: Reviewer status increases evaluation accountability. Include a second level (i.e., the leader's leader) review of formal performance evaluations. Accountability Lever 4: Obligation Having to explain an action or the way a decision is made and its effect on the well-being of others. Employees who expect to answer for their actions feel an increased obligation accountability. Idea: Reporting to multiple leaders or customers increases obligation accountability. Use performance calibration meetings with other leaders at the same level to increase visibility to talent across the organization and performance visibility. Accountability Lever 5: Consequential Employees working in effective accountability systems expect their actions to be linked to good or bad consequences. Consequences and rewards involve extrinsic (ex., earning a bonus or avoiding a negative) and intrinsic attributes (ex., personal satisfaction or enjoyment). According to equity theory, employees are motivated when rewards are fair as compared to others. Idea: Involve employees in defining rewards and recognition systems and defining levels of expectation for tasks. "When we fail to set boundaries and hold people accountable, we feel used and mistreated. This is why we sometimes attack who they are, which is far more hurtful than addressing a behavior or a choice." Brené Brown Does your company or team have a culture of accountability? The following validated survey by Han and Perry can be used by leaders to better understand employee accountability within a team or across an organization. Have employees anonymously indicate their degree of agreement or disagreement with the following statements using a seven-point scale from 1 (strongly disagree) to 7 (strongly agree). What I do is noticed by others in my organization. If I make a mistake, I will be caught. I am constantly watched to see if I follow my organization's policies and procedures. Anyone outside my organization can tell whether I'm doing well. My errors can be easily spotted outside my organization. People outside my organization are interested in my job performance. The outcomes of my work are rigorously evaluated. My work efforts are rigorously evaluated. I expect to receive frequent feedback from my supervisor. I could not quickly avoid making a false statement to justify my performance. I am constantly required to follow strict organizational policies or procedures. I am not allowed to make excuses to avoid blame in my organization. If I perform well, I will be rewarded. Reasonable effort on my part will ultimately be rewarded. If I do my job well, my organization will benefit from it. Each question aligns with one of the five levers of accountability. The higher the score, the higher the dimension of accountability. Attribution Accountability (Q1-3) Observation Accountability (Q4-6) Evaluation Accountability (Q7-9) Obligation Accountability (Q10-12) Consequential Accountability (Q13-15) Consider using this survey before and after taking steps to improve the team and organizational accountability. Measurement improves focus and tracks progress over time. Holding employees accountable isn't easy, but it significantly impacts your leadership and business results. What is your real challenge in building a culture of employee accountability? References Connors, R., Smith, T., & Hickman, C. (2010). The Oz Principle: Getting results through individual and organizational accountability. Prentice Hall. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Han, Y., & Perry, J. (2020). Conceptual bases of employee accountability: A psychological approach, perspectives on public management and governance , 3:4, 288–304 Han, Y., & Perry, J. (2020). Employee accountability: development of a multidimensional scale, International Public Management Journal, 23:2, 224-251. Howard, S. (2019). Holding employees accountable: where most leaders fail. Predictive Index.

  • Why Top Leaders Hire Executive Coaches

    Stuck on the leadership plateau? Finding it challenging to navigate obstacles with the success you hoped for? Feeling like you are not living your best life? It's common to feel like you have a handle on things on minute, only to realize you are stuck making an important decision and cannot see the bigger picture because of the daily grind. As you climb the ladder in any organization, the need for a trusted thought partner increases, yet it's harder to find. That is where an executive coach can provide a fresh perspective. Executive coaching is a transformative process that challenges your mindset, encourages self-awareness, and brings out your best. By fostering a safe environment, an executive coach helps you unlock your full potential, empowering you to make the best decisions and take decisive actions toward achieving your goals. Here are five reasons why you should hire an executive coach and how an executive coach works with you. Why should you hire an executive coach? Having coached frontline and executive leaders in organizations of all sizes for over twenty years, I have found that the most accomplished leaders recognize the value of continuous growth and development. They seek out executive coaches to gain fresh perspectives, enhance their skills, and navigate complex challenges. Here are five common reasons why you should hire an executive coach. 1. Accelerate your career. Most of us go through day-to-day life giving more thought to what we wear each day than our careers. If your career is stalling, you need a plan to boost your career. Hiring a coach focused on your career goals leads to improved performance. Coaching keeps you feeling challenged versus being worried about what's next. An executive coach increases your self-awareness and helps you avoid jeopardizing current and future potential opportunities because of blind spots. 2. Shift your mindset. As the world changes, individuals or organizations need to change too. Your mindset is causative. How we feel about change influences our behaviors in response to the change. Shifting our mindset allows new perspectives and presents a never-ending opportunity to grow and achieve new heights in life and work. An executive coach will challenge assumptions and views and encourage, stretch, and challenge you. "If you change the way you look at things, the things you look at change." Wayne Dyer 3. Develop a career transition plan. I know many high-performing leaders who are in their current role because of doors that a company opened. As a result, these same leaders have fascinating hobbies outside of work to offset a missing sense of purpose. Whether you're a frontline or executive leader, transitioning careers is never easy. An executive coach invokes greater understanding, awareness, and clarity and uses powerful questions to facilitate clear actions and explore options. 4. Focus on personal development. Without a goal, any path can lead you to your destination, but you may waste time and miss reaching your full potential. An executive coach assists you in defining success and significance for you and collaborates with you to set clear, measurable, achievable, relevant, and time-bound actions to bring you closer to accomplishing your objectives. "By failing to prepare, you are preparing to fail." Benjamin Franklin 5. Living Life to the Fullest. Do you ever feel like others seem to live a whole and happy life? If you have or do, you are not alone, but living a whole and happy life requires work and learning. Life is short and worth living our best life. An executive coach can help you see different interrelated factors impacting you and be a genuine champion in a supportive way. Coaching facilitates experimentation and self-discovery through the application of what is discussed. A skillful coach helps you dance in the present moment and take actions necessary for what matters to you. What is the typical executive coaching process? Research indicates that different psychological methods used in executive coaching, including cognitive-behavioral, solution-focused, strength-based, and GROW, have proven to be successful. Despite their similarities, the GROW model stands out as widely used in executive coaching. Given that executive coaching's ultimate goal is change within the executive, the process centers on using essential questions and client-centered critical thinking to invoke the executive's self-awareness and personal responsibility. The GROW model represents a journey that begins with clarifying the goal, which is inspiring and challenging to the executive. Then, the following step involves exploring the current reality and considering barriers between the current state and the desired future. The next step involves exploring   options based on the principle that imagination creates breakthroughs. The final step is clarifying the executive's will and the way forward. It defines specific timebound actions with the commitment, accountability, and reporting to lead to transformation. The client ultimately chooses the decisions and steps to meet their goals. A typical coaching program includes four fundamental steps: Executive Coaching Step #1: A crucial initial phase in the executive coaching process involves a preliminary meeting between the coach and the client. This meeting is a foundation for establishing a solid rapport and mutual understanding. During this stage, the coach aims to delve into the context for coaching, gaining insights into the client's background, challenges, and aspirations. This step lays the groundwork for a successful coaching journey by setting the stage for open communication and trust. Executive Coaching Step #2: As the coaching progresses, the utilization of proven behavioral assessments becomes a valuable tool to gain a deeper understanding of the client's strengths and areas for development. These assessments provide valuable talent insights that help the coach and the client tailor the coaching approach to address specific needs effectively. The coaching process becomes more targeted and impactful by leveraging behavioral assessments and guiding clients toward meaningful growth and self-awareness. Executive Coaching Step #3:  Moving forward, the coaching journey focuses on partnering with the client to experiment and take steps toward their envisioned future. This step involves comprehensively exploring the client's current situation and aspirations, identifying potential obstacles, and strategizing on the steps needed to achieve their desired outcomes. Through discovery, the coach collaborates with the client to define clear objectives and develop a roadmap for progress. This step propels the client towards their professional goals by aligning actions with aspirations. Executive Coaching Step #4: Measurement and evaluation play a pivotal role in the coaching process. This step is essential to establish clear goals, track progress, and acknowledge achievements. The client can gauge their advancement and stay motivated throughout the coaching journey by setting measurable milestones. Celebrating successes reinforces positive behaviors and fosters a sense of accomplishment and momentum toward continued growth and development. References: Athanasopoulou, A., & Dopson, S. (2018). A systematic review of executive coaching outcomes: Is it the journey or the destination that matters most? The Leadership Quarterly. 29 (1), 70-88. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Goldsmith, M., Lyons, L., & McArthur, S. (2012). Coaching for leadership: Writings on leadership from the world's greatest coaches 3rd Edition . Pfeiffer. Kimsey-House, K., Kimsey-House, H., Sandhal, P., & Whitworth, L., (2018). Co-active coaching: The proven framework for transformative conversations at work and in life.  Nicholas Brealey Publishing.

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  • Jeff Doolittle | Organizational Talent Consulting Executive Coaching in Grand Rapids

    DR. JEFF DOOLITTLE Executive Coach BIO SCHEDULE A MEETING DOWNLOAD BIO Hi, I’m Dr. Jeff Doolittle. No, I am not a veterinarian. I’m not speaking to animals as a side hustle. I am a vision-driven change agent and business executive with over 25 years of coaching experience working with high-potential executives and CEOs for large for-profit and non-profit companies and global organizations in multiple sectors. Throughout my career, I have enjoyed developing leaders, driving wholesale organization culture change, working with and learning from different global cultures, and finding opportunities to improve business performance quickly. I received my doctorate in strategic leadership from Regent University and am a certified International Coaching Federation executive coach. I am the author of the award-winning book, "Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose." ​ WHY I COACH I believe we are all created with unique gifts that can change the world, and I enjoy helping bring out the best in others. In my career, I have had the opportunity to receive an excellent education and experience firsthand some great coaches and leaders. It’s a privilege to give back what I have received. I believe your relationships make a difference in the life you live and your career; emotions and performance are contagious, and we are all more effective when we have a coach. ​ WHAT YOU CAN EXPECT I will provide a safe, fun, inspirational, and challenging environment optimal for personal growth. What is shared with me stays with me, and I will always have your personal and professional goals as my goal. We will use the GROW model coaching approach and, as needed, powerful assessment insights. We will regularly measure progress to make course corrections and achieve sustainable results. ​ WHAT I EXPECT FROM YOU I expect you will get involved and be willing to consider new ways of thinking. You will be open and honest with me about your personal and professional goals. You will share details that will provide insights into your coaching goals. TESTIMONIALS Jeff has a brilliant mind with regard to learning and improving human performance. He is thoughtful, decisive, intelligent, and collaborative. He is highly regarded and is sought out for his expertise and opinion. Jeff makes everyone around him, including me, better at what they do. David Beach / Chief Human Resource Officer My greatest professional experience to date has been working with Jeff. He is an absolutely phenomenal individual with great ideas, a work ethic that impresses everyone he interacts with, and a wealth of knowledge in a lot of diverse areas. Kevin Munson / Director Jeff, himself is a very progressive thinker, he is knowledgeable, personable and just a gem to work with. Judith Tennant / Executive Director ADDITIONAL REFERENCES Subscribe to Our Site Receive fresh Ideas to stimulate individual, team, and organizational effectiveness SUBSCRIBE Thanks for subscribing!

  • 360 Leadership Surveys| Organizational Talent Consulting

    360 Leadership Surveys Optimize your leadership. Organizational Talent Consulting provides leaders and businesses with deep insights, clarity, and coaching to make transformational development investments that deliver the best results. GET ACCESS DOWNLOAD 360LS PRODUCT BROCHURE Why it matters We all see the world from our point of view. But leading with a limited point of view creates potential blind spots and distortions that can seriously jeopardize goals and derail careers. ​ B eyond individual and company performanc e, the proven benefits of enhancing self-awareness extend to improve d job satisfaction, role clarity, and decreased turnover. 1 LEADERSHIP ASSESSMENT TOOL YOU NEED TO TRY Our Approach to 360 Leadership Surveys ​ Clarify leadership goals and expectations, i dentify survey items and participants. Prepare leaders and the organization to launch 360 surveys successfully. Create 360 reports that reveal deep insights into leader perceptions and performance. Debrief leaders in confidential one-to-one meetings to identify high-leverage development goals . Apply leadership coaching and provide transformational tools to help busy leaders achieve their goals and create life-changing daily and weekly routines. It's not just enhancing self-awareness: it's a targeted learning approach for busy leaders that changes how a leader shows up daily. GET ACCESS DOWNLOAD 360LS BROCHURE Our Clients' 360 Leadership Surveys Success ​ Organizational Talent Consulting helped a large manufacturing business assess and develop frontline leaders. By embracing assessment-driven leadership development and coaching leaders on their blind spots and hidden strengths, the company reinforced a culture of safety and enhanced leader alignment to organizational goals and their ability to achieve their goals. Our Solutions for 360 Leadership Assessment Leadership Framework 360 Survey Templates Survey & Report Customization GROW Model Coaching Process Development Toolkit Your Path to Optimize Your Leadership Explore Our Insights on 360 Leadership Surveys 1 Schedule a Meeting Help us understand your specific needs so we can determine your best next steps. 2 Partner with Us We assess and analyze your situation, provide insights and partner to develop solutions that bring out your best. 3 Learn - Change & Thrive With a plan that is proven to work for getting more out of life and work, you'll have the confidence and competence needed to maximize your full potential! GET ACCESS 100% Money-Back guarantee 1 Leadership Assessment Tool You Need to Try How Leadership Self-Awareness Improves Financial Performance How to Lead by Example in a Hybrid Work Environment Our 360 Leadership Survey Guarantee We’re so confident you’ll love our 360 leadership survey services and experience growth we offer a 100% satisfaction guarantee. If we do not meet your objective, we will refund your full fees. Connect with Jeff Doolittle Ready to optimize your leadership? Hi, I'm Dr. Jeff Doolittle . I'm determined to make your personal and professional goals a reality. My only question is, are you? GET ACCESS

  • Organizational Talent Consulting Webinar Series | Free Online Leadership Development

    Free Webinar Series Want access to the latest leadership research with no travel costs? Scroll Servant Leadeship Register below to join these complimentary, 45-minute live webinars delivered by our subject matter experts, and authors in leadership development. Organizational Talent Consulting’s webinar content is developed to help leaders thrive in today's volatile, uncertain, complex, and ambiguous workplace. Our free live webinars deliver superior leadership development based on the latest research with no travel costs. Participants interact directly in question and answer discussions with subject matter experts and authors on crucial topics to enhance expertise. Webinars are recorded and shared with participants for convenient on-demand access after the live event. Topics cover the areas of leadership, habits for success, organizational change, strategic planning, performance improvement, and more. A LEADERS GUIDE TO SERVANT LEADERSHIP Join Dr. Jeff Doolittle in this free interactive training to discover the leadership skillsets and mindsets for success and significance during complex times. ​ REGISTER TODAY In this free training, you’ll discover: What is servant leadership? How servant leadership compares and contrasts with transformational leadership and three more emerging leadership theories. The business, team, and leader benefits from practicing servant leadership in the workplace. How servant leadership fits into a diverse cross-cultural team and organization. Who are the contemporary leaders that are using servant leadership to make a difference in their companies? The five best resources you need to read next to learn more about servant leadership. And much more... A LEADERS GUIDE TO 360-DEGREE ASSESSMENT As a leader, you are likely not getting all the feedback you want and need. You have the vision to be an effective leader and grow your business. But, no matter how often or how directly you ask, your request for feedback to help you improve gets lost in translation. ​ Register for this free training today, and discover what you need to know to start using a leadership 360-degree assessment and getting the actionable and individualized feedback you need from others. You will love this tool. ​ ​ REGISTER TODAY 360 Degree Assessment In this free training, you’ll discover: What is a 360-degree leadership assessment? The proven leadership and organizational benefits of 360-degree feedback. The best practices for 360-degree leadership surveys and the pitfalls to avoid. Answers to the three questions you need to consider before getting started with using a 360-degree leadership assessment. And much more... YES, I WANT TO THRIVE NO, I HAVE ENOUGH SUCCESS Do you want to thrive?

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