Leadership development may be the most important thing any company does. That’s why, every week, I review blogs and other publications that cover leadership development to find the very best leadership development posts. This week, you’ll find pointers to posts about what great executives know and do, measures of leadership development success, big data and leadership development, and attracting top talent to your leadership development program.
From Ron Carucci: A 10-Year Study Reveals What Great Executives Know and Do
“As part of our ten-year longitudinal study on executive transitions, which included more than 2,700 leadership interviews, we did a rigorous statistical analysis (including more than 90 regression analyses) to isolate the skills of the top-performing executives. We isolated seven performance factors correlated to strong organizational performance as well as leadership strengths through IBM Watson’s content analysis tools as well as historical performance reviews of these leaders and their direct reports. These seven factors led to our discovery of four recurring patterns that distinguished exceptional executives. What separated the “best of the best†from everyone else is a consistent display of mastery across four highly correlated dimensions, while “good†executives may have only excelled in two or three. Executives who shine across all four of these dimensions achieve the greatest success for themselves and their organizations.”
From Eric J. McNulty: The Three Measures of Your Leadership Success
“So how can you gain a reasonably accurate understanding of your success as a leader? Try integrating three distinctive views.”
From Mehdi Tounsi: Big Data Can Create Big Learning
“Using data to inform learning strategy promotes agility in addressing business needs, feeds employees desire for feedback and coaching, and creates leadership pipelines.”
From Korn Ferry: Iconic companies can sizzle for today’s hottest talent
“In the war for top talent, from the best and brightest college graduates to high-potential senior executives, legacy firms perceived to be “old school†often have difficulty competing with newer enterprises in the technology sector and mission-driven firms with a compelling purpose.”
