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?
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…)[ Read More + ]
“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…)[ Read More + ]
It probably won’t come as a surprise to any reader of this blog that we at The Center for Leadership Studies are huge Marshall Goldsmith fans. We also actively recognize that we are not alone in that regard. It seems like Marshall is everywhere. It seems that way because, in many regards, he is. (more…)[ Read More + ]