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February 15, 2018

Sometimes in the search for new we stray from what we know to be classic. Classic is distinguished from fads or trends by the timeless nature of its practical relevance and enduring appeal. Think music or literature. Both arenas have produced artists and authors that have captivated one generation after another. (more…)

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January 25, 2018

Can you imagine asking an accomplished cook about the secret to their success and getting an answer like this?

“Salt! I am a huge believer in the power of salt. I’ve heard about other spices of course, but I am committed to salt.”

Not likely, right? And (cheesy segue aside), I’d suggest the same logic applies to building leadership skills. Effectively influencing others is a function of any number of different ingredients that (when used in combination) consistently produce results that make a discernible difference. (more…)

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January 19, 2018

As a matter of recurring practice and like many others in our industry, The Center for Leadership Studies (CLS) leans heavily on a highly diversified cross-section of our most loyal customers for feedback. In essence, we pose two questions:

  • What are we doing right?
  • What could/should we be doing differently?

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November 27, 2017

Dr. Hersey used to refer to Situational Leadership® as “organized common sense.” In reality, that was an understated sound bite that encapsulated his efforts to integrate 50 years of pioneering research in organizational behavior into a simple, practical and usable framework that leaders could actively leverage to help them navigate the waters associated with effective influence. Here is an overview of those foundational contributions. (more…)

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November 7, 2017

“You had me at hello” when it comes to the importance of employee engagement! Most people get this intuitively, but it also never hurts to have that intuition reinforced by study (… after study … after study) that produces conformational analytics. Abraham Maslow was one of the first prominent researchers to shed light on this reality. Employees that are driven by motives to survive and secure the means to provide for their families behave differently at work than those who are fortunate enough to have those needs reasonably satisfied and can concentrate on “being all that they can be.” Daniel Pink (among many others) has confirmed this conclusion over time. (more…)

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