Thursday, March 31, 2016

Psychological Swagger: Four Signs you Lead with it


Guest post from Dr. Rob Fazio:

Leading is not a science, it’s an art, influenced by science. An art that when you get it right, gets things done and magnifies the best in people during tough times.

 In leadership, arrogance is telling people you’re awesome, and confidence is giving other people the opportunity to feel and act awesome. This brings us to psychological swagger, a learnable skill that’s part of the secret sauce of successful leadership.

Swagger plays a key role in the business world and can make or break your path to success. Psychological swagger includes both what people see and what you see in yourself. Psychological swagger is lubrication for influence and here are four signs to you have it.

1. You know when to give up.

Knowing when enough is enough saves you from drowning in little tasks. Ask these questions to see if something is worth hanging onto or letting go. Is this something I enjoy? Will this lead to long-term value? Will this build my brand? If you have a yes to all three of these questions, it’s a no brainer, game on. If you said no to one of these questions, think through the costs of your time and emotional energy. If you said no to two or more of these questions, it’s time focus on something more worth your while.

2. You put doubts in your doubts.

Doubt can be like slamming on the brakes or hitting the gas. This philosophy comes from renowned psychologist Dr. Al Petitpas. In his work, he teaches athletes the power of realizing that your mind can convince you of something that is dead wrong. An example of this would be the leader who gets caught up in asking the wrong questions, like “Why isn’t anyone doing what I need them to do?” If you ask bad questions you will get bad answers. A better question to ask yourself when in doubt is “What if I’m wrong and people are trying to do what I want them to do, but we just need to improve our communication? The key is to question yourself when you question yourself.

3. You know when to NOT listen.

We are bombarded with constant content. If we’re not careful the messages we hear create our path forward. We have all internalized messages since childhood. Don’t worry, I’m not going to get all Freud on you, but the truth is, we have a choice of what to listen to and what to ignore. Feedback is helpful but you need to differentiate what messages may be holding you back.

The key is to become aware of messages that create barriers, and take action. I call them barrier beliefs. They are not facts, just messages we have the choice to listen to or not. Just the other day I was talking with an executive who believed he wasn’t good at strategy. When we talked further, it turned out that he was actually very strategic, but just became intimidated when asked to be “strategic.”

Identify what you have heard throughout your life that created barrier beliefs. Ask yourself, “Where did I learn this?” What can I do to break free from this limitation?” The more you focus on what you can do rather than what you can’t do, the more successful you will be.

4. You bounce back.

Anyone a fan of the show “Shark Tank?” I am. I enjoy the game within the game. It’s not about money; it’s about presence and persuasion. The entrepreneurs who do the best are the ones that can take a hit and bounce back. Many of these people have put their heart and soul into their dream and can be cut down in a one liner by Mr. Wonderful – the Simon Cowell of “Shark Tank.”  Powerful and influential people are going to knock you down, it’s just another opportunity to get up.

I had the opportunity to advise someone who started a private equity firm and got thrown out of his own fund. You can imagine how challenging that would be. He picked himself up, learned from his mistakes and became the head of an even larger fund. People, who know failure is feedback and temporary, learn and move on.

At a recent speaking engagement I was asked to teach mental toughness and sport psychology strategies. I ended my talk with a photo of a bear and discussed potential reactions to being in crisis. That had impact, but what happened next had more impact. NFL Hall of Famer, Ronnie Lott, walked out. He removed his four Super Bowl rings and told everyone to pass them around. Then he said, “Well, about that bear, I would just knock it out!” In seconds, Ronnie had taught what I had spent an hour teaching because what he said and how he said it had swagger. I realized as he continued teaching, that’s how Ronnie played the game – both on and off the field – with confidence, focus and swagger. At the day’s end when Ronnie was asked why he is so comfortable passing out his Super Bowl rings to strangers, he responded, “I still have one good hit left.”

If you have not already, find your psychological swagger. Identify what makes you confident and believe in yourself. I am not saying you need to walk around and be arrogant. I am saying every great leader embraces their own version of courage and confidence. When you know what makes you confident or makes you quiver, you set your direction rather than letting other people push you in a direction. People can sense your psychological swagger and that’s how they determine if you are a leader worth following. Swagger on!

You can learn more about whether or not you lead with psychological swagger by reading more on success in my new book, Simple is the New Smart.

Rob Fazio, Ph.D., is an executive advisor, sport psychologist, crisis consultant, keynote speaker, and nonprofit leader who is passionate about helping people simplify success and move forward fast in their lives and careers. For more information, visit www.onpointadvising.com.

Monday, March 28, 2016

“Dealing with your Manager” and Other Work Advice for College Students


I’ve been asked by our Career Services office to deliver a one hour workshop in a couple weeks for our business school juniors, seniors, and MBAs.
Even though I happen to work at the University of New Hampshire, most of my career has been dedicated to helping aspiring and current managers’ development.

So other than having given advice to my two daughters, I’ll be way out of my element.

For the MBAs, most of whom have been in the workforce a few years, I might have a receptive audience and even a few ounces of credibility. But for the 20-21 year olds, what could I possibly say that they’re going to
A. Believe

B. Remember
C. Use to make a positive difference in their early careers?

D. Put their smartphones down to listen too?
I’ve got a LOT of stuff to draw from that I’ve written over the years – way too much for an hour.

I'm planning to draw from the “best of” collection below. 
Which ones from the list would you suggest that I use? Or, what advice do you have for college students to prepare them to deal with managers (or other workplace tips)?

Please leave a comment and wish me luck!
 
Stuff I’ve written for Great Leadership:
How to Discuss a Problem with Your Manager

10 Tips for Having 1 on 1 Meetings with Your Boss

Career Advice: parts 1-5 (a five part post I wrote in 2010)

Stuff I’ve written for About.com:
How to Manage Up

10 Surefire Ways to Annoy Your Manager (I’m pretty good at this one!)

What is a “High Potential”?

How to Ask for a Promotion (I’ll defer to my friend and career expert Alison Doyle for this one)
 

Thursday, March 24, 2016

Are You a Winning Coach?


Guest post by Mark Moses

Great leadership today lives at the cross section of productivity, management, coaching, psychology, and interpersonal relationship skills. As leaders, we get caught up in new strategies to inspire our teams or build collaborative management structures. But at the heart of great leadership is the most important duty of a leader, which is to run a healthy company.

If your profitability or cash flow are suffering, your employees can’t collaborate or be inspired. If your products aren’t selling, no amount of leadership coaching will make your firm successful. As a leader, first and foremost, it's your job to run your business well. In my work coaching world’s top CEOs, I use a variety of techniques to help my clients increase profitability in their businesses. However, there is one exercise that without exception brings game-changing results: the scoreboard exercise.

What Are Your Goal Posts?

Leaders today measure everything from website visits, to outbound call volume, to service turnaround time, to customer satisfaction scores. While it’s worthwhile to measure the key performance indicators that drive profitability, prioritizing those metrics is also important.

I coach my clients to focus on the single action that delivers the results that are most important to their company. What really drives success for their business? Which one action is the most critical? What are their goal posts? I ask clients to be very clear on what success looks like and how points are scored for their business.
 
In choosing your goal posts, be sure to select a leading indicator of the health of your company. While most of us measure new business, revenue, or sales, those metrics are actually lagging indicators. By the time sales are down, things have been going wrong for a while and take time to turn around. Consider the events that precede sales for your team. Are they prospect meetings? Speaking engagements? Business development efforts? Setting your goal posts is about identifying the one most powerful leading indicator for your firm.

Make it a Team Effort

Gather your team to choose the goal posts together. By making the exercise a group effort, the plan becomes the design of the whole team, not just the leader. This is an important step, because when your team members set the goals for their own performance, they become naturally accountable.

Ask questions to help your team identify the most important leading indicator. Then, define as a group the specific score that separates winning from losing. Finally, parse out how many of the activity per quarter, per week, and per day drive the result you’re after. Agree as a team to set your agreed-upon score as the top priority. This way, when distractions come up, team members will gently guide each other back towards the goal posts.

Create a Scoreboard

Once you’ve identified the top leading indicator of the success, treat it like the scoreboard in a football game. While your team may have played great defense or run a couple good plays, the scoreboard is what determines the outcome. Display the scoreboard where the entire group can see it on a daily basis and hold each team member accountable for their performance towards the goal.

Follow Up and Celebrate

Once you have your scoreboard in place, assess progress on a weekly, monthly, and quarterly basis. You’ll be surprised how well your team will perform once their scoreboard is featured for all to see with the buzzer looming.
 
Review performance on time and reward your star players. Make a point to celebrate success with your team. Most of my clients are amazed when winning becomes easy once their scoreboard is in place. When your team’s effort and priorities are focused towards one specific goal, winning becomes inevitable. And that is what being a great leader is really about.

About Mark Moses:
Mark Moses is the Founding Partner of CEO Coaching International and the Amazon Bestselling author of Make Big Happen. His firm coaches over 100 of the world's top high-growth entrepreneurs and CEO's on how to dramatically grow their revenues and profits, implement the most effective strategies, becoming better leaders, grow their people, build accountability systems, and elevate their own performance. Mark has won Ernst & Young’s Entrepreneur of the Year award and the Blue Chip Enterprise award for overcoming adversity. His last company ranked #1 Fastest-Growing Company in Los Angeles as well as #10 on the Inc. 500 of fastest growing private companies in the U.S. He has completed 12 full distance Ironman Triathlons including the Hawaii Ironman World Championship 5 times.

Thursday, March 17, 2016

How Mindfulness Rewires Your Brain to Be More Innovative

Guest post from Matt Tenney

There is much debate over the question of whether innovative people are born as innovators, or if innovation is something that is trainable. I'm convinced that we can actually change our brains in ways that help us to be more innovative, and that a simple practice called mindfulness can help us do exactly that.
The Key Traits of an Innovator

One important element of understanding the key traits of an innovator is realizing that an innovator may not necessarily be the "creative type." Although many people use the words creative and innovative as synonyms, the two are actually quite distinct. Creativity simply refers to the generation of new ideas. An innovation is something that actually disrupts the status quo. It is an idea that has been turned into a reality that is somehow disrupting other current realities.
With this understanding, we see that a person doesn't need to be creative to be an innovator. An innovator could take an idea that someone else had, but decided not to act on, and make the effort to transform that idea into a reality that disrupts the status quo. A well-known example of this is Bill Gates. Gates didn't create disk operating system (DOS). He bought it from the people who created it and then applied their idea to bring Microsoft software to market.

Thus, a good working definition of an innovator is "a person who is able to bring to reality a useful idea that actually disrupts the status quo." This definition makes it much easier to define the characteristics of a successful innovator. We simply need to ask, "What type of person is most likely to bring to reality a useful idea that actually disrupts the status quo?"
Two key traits of a person who can innovate according to the definition above are:

  • Empathy
  • Willingness to disrupt the status quo
Empathy is important for two reasons. First, understanding the needs of others helps determine whether or not an idea will be useful and worth the energy to develop. Second, understanding the needs of the team members with whom we work is essential for advancing an idea, and may even be the most important factor for advancing an idea within an organization.

Assuming an idea would be useful to others, we must be willing to challenge the status quo and stick with that idea despite initial opposition. According to the fascinating research of Dr. Prince of the Perth Leadership Institute, the reason most people don't innovate is that they are subject to a cognitive bias known as the status quo bias. As you would likely intuit, a person with a strong status quo bias is very unlikely to challenge the status quo. They feel very uncomfortable rocking the proverbial boat. Thus, one important element of being an innovator is being free from the effects of the status quo bias.
How Mindfulness Changes the Brain for Innovation

Neuroscientists have discovered that when we make the shift to being mindful, we actually change the active neural networks in the brain, moving away from the default mode network, which is associated with habitual, self-referential thought patterns. This shift away from habitual thinking is what frees us up from the constraints of cognitive biases, like the status quo bias.
When we are mindfully aware of our thought patterns, we're more likely to see, right in the present moment, our habitual ways of acting and deciding, which allows us to do something different. For instance, we might notice a tendency to shy away from challenging the status quo and instead take action on a disruptive idea.

Research in behavioral science has shown that a small amount of mindfulness training improves empathy. Neuroscience research conducted at Harvard showed that people who trained in mindfulness for eight weeks actually changed the physical structure of their brains in areas associated with self-awareness and empathy.
You Can Begin Practicing Without Adding to Your Schedule

Being mindful simply means that we shift from being caught up in thinking to being aware of thinking. Most of us are already doing this many times each day. We just don't often do it intentionally, and we don't sustain it for very long.
Practicing mindfulness means that we intentionally become mindful and practice sustaining it for longer periods of time. We don't have to add anything to our schedules to do this. It's something we can practice during almost any of our daily activities. When done in mindfulness, even something as simple as brushing our teeth can become an opportunity to rewire our brains to be more innovative.

Author Bio:
Matt Tenney is the author of The Mindfulness Edge: How to Rewire Your Brain for Leadership and Personal Excellence Without Adding to Your Schedule. Through keynote speeches and training programs, he works to develop highly effective leaders who achieve extraordinary, long-term business outcomes -- and live more fulfilling lives -- as a result of realizing high levels of self-mastery and more effectively serving and inspiring greatness in the people around them. Matt's clients include Wells Fargo, Marriott, Keller Williams, The Four Seasons, and many other companies, associations, and universities. Follow the author on Twitter.

Thursday, March 10, 2016

Engaging your Team: The Science of Inspiring Others to Give their All

Guest post from Suzanne Bates:

When I started my first career in television news so many years ago, the term “employee engagement” had been invented.  But it was irrelevant to me. I was jazzed about going to work every day.  Nobody had to give me a speech about going above and beyond.  I worked hard, stayed late, and gave my all, because I was on a mission to excel in my career and do something that mattered.  I’m willing to bet you felt the same way about your first job.

Along the way on that career path, most of us run into mediocre bosses and learn to work around them.  We all get it—a bad boss can be demotivating.  When we become the boss, we have a pretty fresh perspective on what people want from us.  We wanted it from our bosses—to know they care about our careers, are going to give us chances to succeed, value our opinions, and make us feel like our work matters and is connected to a greater good.
  
Why isn’t it easier to be that person?
  
I’ll tell you what—it wasn’t until I started a company and became the CEO that I realized the problem.  It isn’t lack of good intention.  As my company grew, I really didn’t always know how people saw me.  I wanted to do the right things but didn’t appreciate how my words and actions were getting translated at times.
  
Now, putting on my hat as a coach to other leaders, what our team decided to do is solve for this.  We committed to a research project to help us understand the science of executive presence.  Working with senior leaders around the world, we knew that they had the same problem—perceptions didn’t always match their intentions.   

The project we undertook was successful in that we were able to take a deep, broad look at research to identify the qualities of a leader that engage, align, inspire, and move people to act.  We call this executive presence, and it’s about influence and impact.  There has never been science around this, or a way to measure it, until now.  It was called an “X factor”– people said they know it when they saw it, but they always seemed to struggle to capture what “it” is.

Trough piloting the model and assessment in many global companies, we were able to show how  the qualities of executive presence track with employee engagement.  Our clients around the world are talking about this more and more.  It’s a pressing issue. 

Let’s face it. We’re all choking on published reports on employee engagement.  Gallup reports only 35% of managers are engaged in their jobs.  A Towers Watson finds that only 55% of employees agree that their top management provides effective leadership.  Dale Carnegie Training’s employee engagement study estimates 80% of employees who are dissatisfied by their managers are disengaged.           

Message received.  We’re smart people, leaders.  We can figure this out.

The first thing we need to do is stop surveying and start supporting managers.  Give managers a plan to do something.  We all know that this isn’t just about being “nicer.”  There are 15 qualities of leadership that are directly connected to engaging and inspiring others.

A solution to the employee engagement isn’t just nice to have.  Surveys discourage managers.  The reports land like a thud on their desks, and they don’t know what to do about it.  If you get dinged with a bad score, you feel disappointed… and vulnerable.  You want to do something—you just aren’t sure what.  

The solution is to provide each manager with his or her own roadmap, because there’s probably a slightly different issue for every manager.  Employee engagement isn’t a paint-by-numbers solution handed down from Human Resources.  Each leader needs to learn how to engage his or her team in an authentic way.

What we have learned is that by providing leaders with specific, measurable data on their strengths and opportunities to develop, they can and do improve.  The data, in the hands of a good coach and mentor, helps them create an actionable path forward.  We suggest they focus on just a couple of key areas.   

There are 15 qualities we know matter to engaging people and driving organizational performance. They fall into three categories, Character, Substance and Style:



            The Character qualities are fundamental—without these a leader cannot build trust with others.  People want to work for an ethical leader who follows through on promises (Integrity), one they feel they know and connect to (Authenticity), who cares about their career (Concern), makes room for their ideas (Humility), and is calm in a reassuring way (Restraint).

The Substance qualities earn us credibility with the people who work for us.  We do this by providing an inspiring picture of the future (Vision), understanding their thoughts and motivations (Resonance), being cool in a crisis (Composure), owning outcomes and making tough calls (Confidence), and helping everybody focus on what’s important (Practical Wisdom). 

Style matters, because it’s how we get others to get things done.  It’s the energy and vitality we bring into the room (Appearance), the way we get people organized and make clear what needs to happen next (Intentionality), get everybody’s voices heard (Inclusiveness), create a good quality and quantity of two-way communication (Interactivity), and have the tact to get sticky issues on the table and make them discussable (Assertiveness).

Nobody has every one of these 15 qualities in spades.  We all can improve.  We can leverage our strengths and get better in the gap areas.  It’s all about having the information and asking for help from trusted advisors that enables us to make progress.

The hopeful message is that it isn’t hard to do something meaningful.  All of these qualities can be improved.  Simple changes can make a big difference.  This is not an intractable problem.  Every leader can contribute to creating a culture where people are ready to go above and beyond.


Author bio:

Suzanne Bates is CEO of Bates, a leadership communications consulting firm with global clients.  Suzanne is an advisor to top CEOs, and speaks around the world.  She’s the author of five books including her latest, All the Leader You Can Be: The Science of Achieving Extraordinary Executive Presence (McGraw-Hill, March 2016).  To take a complimentary, pre-assessment survey, please go to www.alltheleaderbook.com

Monday, March 7, 2016

Should a Woman Act More Like a Man to Succeed at Work?

New DDI research explores leadership differences between men and women and makes the case for gender diversity in the workplace.

Pittsburgh — Women comprise more than half the workforce. Yet, less than 20 percent of C-suite executives are women and only five percent of CEOs are women. To help answer why there are not more women in the top ranks of leadership, scientists at Development Dimensions International (DDI), the global leadership development consultancy, released two research studies aimed at finding the answers. The first, Ready-Now Leaders: Cultivating Women in Leadership to Meet Tomorrow’s Business Challenges by DDI and The Conference Board, identifies “confidence” as one of the few but significant leadership differences between the sexes. The research also provides a snapshot view and analysis of gender diversity across countries and industries. DDI’s High-Resolution Leadership study reviewed true assessment data from 10,000 global leaders and found no difference in the battle of the sexes for leadership skills.  Men and women equally qualified in business drivers around hard- and soft-business skills—with neither gender scoring high.  However, the study did identify three personality differences—inquisitiveness, sensitivity and impulsiveness—between the two sexes.

To get ahead, should a woman act more like a man at work? “The quick answer is no—except when it comes to confidence,” said Tacy M. Byham, Ph.D., DDI CEO. “Women need to do a better job of declaring themselves and becoming their own advocates—speaking and acting confidently and mentally promoting themselves to a future-focused role.  With this mindset, our own behaviors change. And, a woman’s impact is strengthened and improves her ability to get that seat at the table.” Combined findings from the research include:

Fact 1: Women are less confident and less likely to rate themselves as highly effective leaders compared to men. Men highly self-rate their own leadership skills and their ability to tackle management and business challenges. 
Only 30 percent of women rate themselves in the top 10 percent of leaders, in comparison to 37 percent of men. At the senior level, 63 percent of men rate themselves as highly-effective leaders compared to only 49 percent of women. Women were less likely to have completed international assignments, to have led across countries or geographically dispersed teams, all of which make up important development opportunities. Leaders who had access to global and more visible experiences are more likely to advance.

Fact 2: Business drivers comparing men and women yield no significant differences. Business drivers examined include: Building high-performance cultures; engaging employees; cultivating a customer-focused culture; creating alignment and accountability; enhancing organizational talent; building strategic partnerships and relationships, driving process innovation and driving efficiency. “The reality is we tend to focus too much on differences which are actually few and far between,” said Richard S. Wellins, Ph.D., DDI Senior Vice President and study co-author. “The disparity in gender diversity has little to do with competence levels.”

Fact 3: Considerable personality gaps exist between the sexes in inquisitiveness, sensitivity and impulsiveness. The research shows that men are 16 percent more inquisitive than women, possibly due to their tendency to gravitate towards STEM (Science, Technology, Engineering and Mathematics) careers that reinforce inquiry. Women are interpersonally more sensitive than men (13 percent more), which can be an advantage in cultures where leaders are valued for demeanor and interactions with others. Men also score as more impulsive than women (11 percent more) which could result from the reinforced “just do it” attitude where women are nurtured with the outlook “don’t do it unless you can do it right.”

Fact 4: Organizations with a greater percentage of women in leadership roles perform better financially. Organizations in the top 20 percent of financial performers have 37 percent of their leaders as women. “When it comes to leadership, gender shouldn’t be an issue, but it is—a business issue,” said Byham. “Encouraging gender diversity in leadership ranks leads to more diversity of thought prompting improved problem solving and increased business benefits.” Organizations with women in at least 30 percent of leadership roles are 12 times more likely to be in the top 20 percent of financial performers. Organizations in the bottom 20 percent have only 19 percent of their leaders as women. “DDI research shows that when women occupy top leadership spots it pays dividends to the bottom-line in the form of increased revenue and profits,” said Byham.




Fact 5: The United States ranks fourth globally in percentage of women leaders. Across the globe, women comprise a lower proportion of leadership roles than their workforce presence, falling short of men by 20 percent. DDI’s Ready-Now Leaders: Cultivating Women in Leadership to Meet Tomorrow’s Business Challenges survey asked 1,528 global HR executives to provide the percentage of their organizations’ leaders that were women. The Philippines placed first with 51 percent of its leaders as women, followed by Thailand at 39 percent. Canada took third place at 37 percent with the U.S. lagging behind in fourth place with 36 percent of its leaders as women. Increasing gender diversity has become an economic priority in countries such as Japan that placed last with 10 percent of its leaders as women. With an increase in Japan’s female employment rate, the country’s workforce would expand by more than eight million people—and its GDP would grow by as much as 13 percent.* Cultural and socioeconomic factors impact the role of women in the workplace. Australia and German are addressing these shortages with legal quotas—further evidence that the need for gender diversity has far greater implications beyond business practices. Whether or not government intervention impacts these numbers, the data indicates that businesses with a sufficient supply of women leaders will continue to be more competitive.

Fact 6: The lowest number of women in leadership roles are in the consumer products, transportation services, computer software, technology, chemicals, energy and utilities, construction, industrial manufacturing and automotive and transport industries (15 to 30 percent of leaders are women). Industries with the highest have more female-dominated workforces and include health care, education and retail industries (43 to 47 percent of leaders are women).Industries with a moderate representation of women leaders include: food, banking and telecommunications services. The number of women employed and leading in an industry influences the opportunities for women to advance and develop and has implications for the future. Industries with shortages of women in leadership suffer due to fewer role models and mentors to provide encouragement and guidance to encourage younger generations into leadership roles.

Want more women in leadership roles? Implement these seven practices which have been shown to make a difference driving diversity. “But remember, to be successful, happy, and fulfilled at work and in life, it’s less about acting more like a man or more like a woman,” said Byham. “It is about becoming a best-ever version of yourself.”

  1. Make sure your leaders have high-quality development plans.
  2. Implement a formal process for identifying global/multinational leaders.
  3. Give managers who fail to develop their leaders a negative consequence.
  4. Ensure that an up-to-date status of leadership talent capability across the organization is available.
  5. Use validation tests and simulations for making leadership promotion and selection decisions to prevent bias.
  6. Incorporate formal programs to ensure smooth leadership transitions at all levels. (Female representation tends to be greater at lower levels.)
  7. Provide time for leaders to practice key skills with their managers and receive feedback.
*Goldman Sachs. (2014) Womenomics 4.0: Time to Walk the Talk.

About the research:

Global Leadership Forecast 2014 l 2015, Ready-Now Leaders: Cultivating Women in Leadership to Meet Tomorrow’s Business Challenges, produced by DDI and The Conference Board includes survey responses from 13,124 leaders; 1,528 global human resource executives; and 2031 participating organizations. The record-breaking size of the participant pool gave us sufficient sample sizes so that we could look at our findings from many points of view and dissect findings based on diverse perspectives spanning leaders and HR professionals, four leader levels, gender, 48 countries across all regions, 32 major industry categories and multinationals versus local corporations.

High-Resolution Leadership report provides both a telescopic and microscopic lens on what drives great leadership performance, and, ultimately, business performance. The data is based on real behaviors observed in DDI’s assessment centers during “day in a life” leadership simulations and the research represents more than a decade of details from more than 15,000 candidates being considered for leadership roles ranging from frontline to the C-suite, representing over 300 organizations across 20 industries in 18 countries. The 18 findings in the High-Resolution Leadership report draw a very clear picture of what makes a great leader, what leadership skills predict better business metrics, and which personal attributes and skill patterns influence leader success as they move higher. 

About Development Dimensions International (DDI)
DDI is a global human resources consultancy specializing in leadership assessment and development.  We help companies transform the way they hire, promote and develop their leaders at every organizational level. Clients include half of the Fortune 500 and multinationals doing business across a vast array of industries from Berlin to Bangalore. We serve clients from 42 offices.
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