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 the skills every leadership development program should teach, leadership development for a gig-driven world, leadership development and ROI, and a history of 360s.
From Ron Ashkenas and Brook Manville: The 6 Fundamental Skills Every Leader Should Practice
“Over the past year we have been writing the HBR Leader’s Handbook — a primer for aspiring leaders who want to take their careers to the next level. As part of our research for the book, we interviewed over 40 successful leaders of large corporations, startups, and non-profits to get their views about what it takes to become a leader. We also explored several decades of research on that subject published in HBR; and we reflected on our own experience in the area of leadership development.”
From Training Journal: Fourth industrial revolution training shake-up: Developing leadership in a gig driven world
“Professor Bernd Vogel and Obiageli Heidelberger-Nkenke make some bold recommendations based on recent research.”
From Jack J. Phillips and Patti P. Phillips: Stepping Up to The ROI Challenge
“The need for development but low expectation of a documented return presents a quandary.”
From Joseph Folkman: History of 360s: Why We Moved From Focusing On Weaknesses To Strengths
“I recently taught a team of leaders from the Pharma industry. I presented them with some research my colleague Jack Zenger and I discovered over a decade ago that fundamentally changed the way that leaders can improve. We discovered that more than 70% of leaders would be better off building on their strengths rather than fixing their weaknesses. We discovered this by looking at the impact of strengths on a leader’s overall leadership effectiveness. We measured leader’s effectiveness using a 360-degree feedback assessment that measures 16 differentiating competencies. These competencies most powerfully separated the most effective from the poor or average leaders.”
