Monday, September 30, 2013

The Perils of “Going Under” your Manager’s Head

This post first appeared as a guest post in SmartBlog on Leadership:

Most of us know what it means to “go over your manager’s head.” That’s when you’re faced with a situation that you can’t seem to get resolved by working with your immediate boss. Or perhaps you’ve come up with an innovative idea that your boss won’t support. So, you decide to march up one rung in the management hierarchy and take up it up with your boss’s boss.

Yes, companies like to say that they have an “open door policy,” but in reality, going up the ladder is a risky move. No manager likes it when you go over their head, and they’ll probably hold a grudge for it. There’s also a good chance that when push comes to shove, your boss’ boss is going to side with your boss, not you. Worst case, you’ll leave both of them with the perception that you’re a whiner and trouble-maker. At a minimum, you’ll be seen as someone who doesn’t understand or respect organizational politics and protocol.
While the perils of “going over someone’s head” is a well-known concept, what about the perils of “going under a manager’s head”?

As far as I know, no one has ever used the phrase (nothing found via a quick Google search). But I can assure you, this management phenomenon is very real. I’ve seen and heard it play out in small, owner-led companies and big Fortune 500 companies.
Here’s what it looks like (true story, names changed to protect the innocent):

Manager Charlie is a regional sales manager, with six district managers reporting to him. Charlie likes to get out in the field and “manage by walking around,” making frequent unannounced visits to each of his district offices and having informal conversations with the sales reps.
Charlie will ask the reps how things are going, and if they bring up a problem or opportunity, he’ll quick to take action. He’ll make a list, and at the end of the day, start firing off e-mails.

The sales reps love Charlie! He cares about them, listens to their concerns or ideas, and has the clout to make things happen.
So what’s wrong with this scenario? Nothing, unless you happen be one of the poor district sales managers reporting to Charlie.

Let’s hear it straight from Lisa, one of Charlie’s district managers:
“Working for Charlie is challenging. He used to be a great district manager, but since he was promoted to regional manager, he can’t seem to let go of being a district manager. He loves managing sales reps, and he’s good at it, but he can’t manage managers. I dread his visits! He comes into my office like a bull in a china shop, and without even consulting me first, runs around making promises to my sales reps and everyone else who brings their problem to him. He’s like Santa Claus! The problem is, he’s only hearing one side of the story, and he doesn’t have all of the facts. I may have already denied a sales rep’s request for a very good reason, and then he comes around and makes me look like the bad manager. He undermines my credibility — the reps know that if I say no, all they have to do is wait for Charlie to come around, and he’ll grant their wish.

I’ve had it! If I get promoted, I’ll never to this to my managers. They next job offer I get, I’m out of here!”
Charlie, like many mid-managers, hasn’t been able to make the transition from managing individuals to managing managers. He sees his job as nothing but a district sales manager times six. While he’s spending time meeting with sales reps, he’s not only undermining his managers’ authority, he’s also not doing the kind of strategic things his boss expects from someone at his level.

Does this mean a manager can’t talk with anyone in their organizations other than their direct reports? Of course not. By all means, get out of your office and spend time in the field, asking questions and listening to those on the front lines and on the shop floor. Just don’t make promises without consulting with your management team. Ask them if they have spoken to their own boss, and if not, encourage them to do so. Make a note, and if it’s OK with the person, let them know you’ll be reviewing their concern or idea with their boss as well.
Take your list to your management team and discuss with them. Once you have all of the facts, let the person’s manager be the one to follow-up. Then, follow up with the manager to make sure that they have followed up. You could even check with the employee on your next visit to verify. If they have not, then you’ve got an opportunity to coach, or to find another manager.

As a manager of managers, your responsibility is to lead your organization and your managers, through strategy, vision, resource allocation and measurement. You need to groom and hire great managers, then let them lead their own people.
Don’t fall into the trap of “going under their heads.”

Thursday, September 26, 2013

Leadership Lessons from the Banking Upheaval

Guest post from Jean-Marc Laouchez, Hay Group:

“Banking is no longer somewhere that you go, it’s something that you do.” - Brett King, Banking 3.0

When was the last time you visited a bank branch? My kids have never seen the inside of one. Chances are they never will. Brett King’s quote sums up the total revolution sweeping through financial services. With their industry transforming before their very eyes, what are the lessons for leaders? 

“Just do it” doesn’t do it any more
One thing’s for sure: the old ways won’t work. New research from my company Hay Group reveals that compared with peers, financial leaders have up to now been more likely to rely on a coercive, “just do it!” leadership style. We found that nearly half (43%) used this as their dominant approach, compared to only one third (34%) across all sectors.

Being authoritarian like this has its uses. But it’s the opposite of what’s needed to drive the things the financial industry needs right now – in particular, innovation. Indeed our findings confirm that financial companies lag in this area. While they may be good at dreaming up new financial products, they are not so hot when it comes to taking a completely fresh look at their business. Only 53% of financial employees rate their firm’s ability to innovate: at top-performing companies, this figure is 70%. And our research shows that compared with other industries, they also lack customer focus and pay much less attention to competitors.

Upstart competitors on the rampage
This is a dangerous combination, because now that banking is no longer ‘somewhere you go’, a host of new competitors have been appearing from left field to eat the sector’s lunch. In Africa, some telecoms providers have bypassed traditional banks completely. The M-Pesa service lets anyone with a cellphone and some form of ID deposit, withdraw and transfer money easily: no strings attached. In mature markets, banks are rushing to play catch up with this kind of mobile service before smart new competitors outwit them. In the US, new online firm Betterment has made it remarkably easy for ordinary customers to set up and manage investment portfolios. Claiming 37,000 customers to date, Betterment is proof that customers will happily move their money to the easier, cheaper place even if it lacks the kudos of an established brand.

How can banks respond to challenges like these? Leaders have a critical role to play in creating the conditions for successful innovation.

1. Openness.
If one thing stifles innovation, it’s closed minds. When leaders major on a ‘coercive’ style, employees can be afraid to come forward with new ideas, for fear of criticism or even being fired. By making it clear that the business is open to new ideas, leaders can help create a culture that stimulates them. Even if it’s within the confines of their existing business model, being open-minded can open the door to useful innovation for banks. Chase Bank, for example, is opening “all-in-one” branches in California. Featuring touchpad screens, meeting rooms and bank staff standing by, they’re designed to ‘upgrade’ the experience of visiting a branch. In this organization, someone has been prepared to rethink the one of the industry’s fundamentals: the very purpose of a bank branch.

But is it really possible to fight off upstart competitors from within the confines of an existing business model? Leaders at some institutions have decided not. Their openness has included being willing to set up totally new, separate units where disruptive ideas have space to grow. Early in the online banking era, leaders at venerable European bank Societe Generale decided that this was the approach it needed to take. Today, its separate and highly successful online banking and broking operation Boursorama has attracted nearly half a million customers.

2. Vision.
In any industry it’s hard to innovate and change from within. In financial services, focused on immediate gains and with a business model that has changed little in decades, it’s harder still. To overcome this, leaders need to be visionaries, with a clear view of the destination and how to get there. The CEOs of both Citi and Barclays have taken care to articulate this: Barclays’ staff are asked to rally behind the idea of “Helping people achieve their ambitions – in the right way.” New CEO Antony Jenkins has set out an ethical vision for the bank, assessing performance “not just on what we deliver but on how we deliver it.” His letter to staff also makes it clear there is no place at the bank for people who do not share this vision.

3. Willingness to fail.
Finance should by definition be a risk-averse business. But innovation depends on leaders who are prepared to let people make mistakes. Leaders who will make space, as Apple’s current ad campaign says, so there can be “a thousand “no’s” for every “yes”. Because if failure is always seen as a sign of weakness rather than a by-product of striving hard for success, people will be less likely to develop the kind of breakthrough new ideas that could provide much-needed competitive advantage. 
Leaders hold the key
The new world of money demands a new approach from established players. Their steady, reliable business model of the past is no more. Leaders hold the key. With a clear vision, an open attitude and a willingness to get it wrong before they get it right, they will be able to steer their firms to success in a less predictable and more competitive world.

Jean-Marc Laouchez is the global managing director for the Financial Services sector at Hay Group. He can be reached

Monday, September 23, 2013

Eighth Annual Hay Group Study Identifies Best Companies for Leadership

Hollywood has the Oscars, Television the Emmys, publishing has the Pulitzer prizes, and leadership development has its own annual awards.
There are a few of these annual leader rankings, and quite frankly, it’s difficult to keep them straight. There’s Chief Executive’s 2012 40 Best Companies for Leaders, Fortune’s 25 Top Companies for Leaders, and the just published Hay Group Best Companies for Leadership Study and Top 20 list.
It’s no surprise that the same companies appear on these lists year over year. That’s because, unlike many of the high tech sexy companies that dominate the business headlines, companies that develop great leaders just quietly go about it and deliver great results year over year. Yes, Google and Zappos may be cool places to work, and Apple develops great products, but when it comes to leadership development, they may be still relatively immature. Although, I was surprised to see that Facebook made the Hay list this year. Could Mark Zuckerberg be the next Jack Welch when it comes to talent development? I’ll need to talk to Hay and find what they’ve been up to.

Here is the press release from the Hay study:
The 8th annual Hay Group study ranks the best companies for leadership around the globe and examines how those companies nurture talent and foster innovation in their ranks. This year, Procter & Gamble topped the list, followed by Microsoft, General Electric and Coca-Cola.

According to Hay Group’s study, the Best Companies for Leadership are purposeful and strategic in developing, enabling and motivating leaders throughout the organization to do their best. In fact, 73 percent of the Top 20 companies reported giving everyone at every level of the organization the opportunity to develop and practice the capabilities needed to lead others, compared to only 47 percent of all other companies. These future-focused companies also look ahead to what roles are ­– and will be – mission-critical to their success, and then intentionally identify and develop leaders with the right skills to fill those roles. To facilitate this process, the Top 20 companies reported doing more to develop their population of new and mid-level managers, with higher usage rates of web-based leadership modules (72 percent vs. 39 percent at all other companies), classroom-based leadership training (80 percent vs. 55 percent) and mentoring by a senior manager or executive (68 percent vs. 39 percent).
“The Best Companies for Leadership recognize that many of the skills once required solely for senior leadership roles — high levels of emotional intelligence, commitment to continuous learning, analytical thinking — are now critical at every level of the organization,” said Ruth Malloy, global managing director of Hay Group's Leadership and Talent practice and co-leader of the Best Companies for Leadership Study. “To excel in today’s highly complex and competitive business environment, the Best Companies are taking deliberate steps to develop and reward these competencies to enable their organizations to achieve operational excellence today, while driving innovation for tomorrow.”

In fact, 82 percent of the Best Companies for Leadership use rewards or reprimands that are based on rigorous measurements of performance against goals, compared to only 58 percent of all other companies. Similarly, 89 percent of the Top 20 companies encourage employees to set challenging or aggressive goals, versus only 69 percent of all other companies.
At the same time, the Best Companies for Leadership foster cultures that encourage innovation. Seventy-six percent of the Top 20 companies reward and stimulate cross-business-unit collaboration to develop new business lines, compared to only 54 percent of all other companies. The Top 20 companies are also more likely to encourage employees to learn in areas outside of their areas of expertise (70 percent vs. 48 percent) and to recognize and reward employees for really new and different business ideas (77 percent vs. 58 percent).

“It’s becoming harder to create and run profitable businesses in traditional ways,” said Rick Lash, director in Hay Group's Leadership and Talent practice and co-leader of the Best Companies for Leadership Study. “Organizations have to think differently about how they relate to their markets. The Best Companies are adept at anticipating and meeting client needs at multiple points along the consumer spectrum. They’re shifting from selling products and services to becoming integrated business partners that can help their customers solve for pressing needs.”
In fact, 78 percent of the Top 20 companies reported that their organization encourages employees to spend much time discussing customers’ future needs, compared to only 55 percent of all other companies.

Correspondingly, 90 percent of the Top 20 companies reported that senior leaders communicate that the firm’s survival depends on adapting to evolving market trends, compared to 70 percent at all other companies.
“In times of rapid change, many companies lose their focus, failing to adequately engage and enable their current workforces as the organizations shift to achieve short-term or immediate objectives,” added Lash. “Those companies that simultaneously execute on immediate priorities while aligning their employees with a shared sense of purpose, and develop leaders at all levels to contribute and act on innovative ideas, have a better chance at financial success.”

Other major findings from Hay Group’s Best Companies for Leadership Study include:

The Best Companies develop, motivate, engage and enable employees
Top 20
All Other Companies
Actively manages a pool of successors for mission-critical roles
85 percent
55 percent
Leadership development programs better enable employees to deliver on my company’s goals/strategies
84 percent
62 percent
Leaders work hard to connect people with projects that are personally meaningful to them
82 percent
61 percent
Senior leaders personally spend time actively developing others
74 percent
48 percent
Provides employees access to resources for innovation, even though success is not guaranteed
68 percent
47 percent
Leaders have the ability to generate personal and organizational loyalty
84 percent
67 percent
The Best Companies emphasize innovation
Top 20
All Other Companies
Provides structured opportunities for younger employees to promote innovative ideas to senior leaders
71 percent
54 percent
Treats failure (after a good effort) as a learning opportunity, not something to be ashamed of
72 percent
59 percent
Views employees in new start-up or innovation areas as having equal importance to those driving operational improvement
80 percent
56 percent
Provides employees with creative challenges rather than narrowly defined tasks
78 percent
62 percent
The Best Companies are globally aware and respect diversity
Top 20
All Other Companies
Requires an appreciation of global issues as a key job requirement
79 percent
46 percent
We actively recruit cultural minorities
71 percent
34 percent
Leaders are culturally savvy and have the skills to work effectively with diverse teams
84 percent
64 percent
Has a high proportion of women in senior leadership positions
59 percent
40 percent
The Best Companies emphasize environmental and social responsibility
Top 20
All Other Companies
Leaders are advocates for environmentally responsible business practices
89 percent
61 percent
Our leaders are change agents who initiate change toward higher environmental standards
86 percent
59 percent
Actively applies sustainable and energy-efficient policies
83 percent
56 percent
Uses corporate social responsibility to recruit employees
68 percent
48 percent

For more information on Hay Group’s Best Companies for Leadership, please visit the microsite, or join the conversation about #BCLeaders on Twitter at

Thursday, September 19, 2013

A Leadership Lesson from Trappist Monks that Made Me Rich

Guest post from August Turak:

On March 31, 2000, my partners and I sold our company. Though the financial incentives were more than generous, giving up control over an enterprise that we had patiently built from scratch was not an easy decision. What clinched the deal for me was the almost instant friendship I had developed with the CEO of the acquiring company. Then, only two months into the deal, the venture capitalists that controlled our board pushed out my friend and replaced him with a total stranger.
A few weeks later the former CEO flew in to see me. He was understandably upset over being pushed out of the company he had founded, and he had a plan for getting it back -- as long as my partners and I agreed to go along. He eloquently made a case for his business plan over that of his rival, and pointed out that an acquisition that had been billed as a "marriage of equals" had now clearly reduced my roll to that of a mere employee.
When he finished, I told him that I shared his disappointment. I admitted that I didn't relish reporting to the new CEO: A man who struck me as a chilly technocrat and autocratic task master. But I also told him that I could not go along with his plan.

"Listen," I said, "the company can be successful with you as CEO. It can be successful under the new CEO. What we will not survive is a protracted internal struggle. It will kill the company."
I argued that it was no longer about us, our feelings, and our personal ambitions. It was about hundreds of employees who were counting on the survival of the company to feed their families. It was time for us both to bite the proverbial bullet and "take one for the team."

The former CEO was deeply disappointed, but gradually we reestablished our relationship and he remains one of my closest friends. One day he said, "It is difficult to say this but you were right. I was so angry that I would've done anything to get my company back. But now I clearly see that I would've just hurt everybody -- including myself and my family."
In 2006 my faith and his wisdom bore fruit. Our combined companies were sold for $150 million in cash, and he, me, and everyone else did very well . . .

For over 1000 years Trappist monks have been building highly successful businesses based on high quality products. Since 1996 I have been frequenting Mepkin Abbey in Monck's Corner, South Carolina for extended periods. As a monastic guest, I live and work alongside the monks, and as a bonus I have received a priceless education in business and leadership. And the Trappist leadership lesson that successfully guided me through the thorny thicket of the case study above is detachment.
A spirit of detachment is critical to Trappist business success, but though detachment is highly prized by Buddhist and Hindu sages as well, it is usually misunderstood. For most of us detachment is the opposite of passionate engagement. We are far more likely to associate detachment with that rootless "slacker" The Dude in the movie The Great Lebowski than with the passionate drive of Steve Jobs.

However for a Trappist monk, the opposite of detachment is not passionate commitment. It is identification. When, like financial Zen masters, Wall Street gurus endlessly exhort us to "never fall in love with a stock" they are merely warning us against the personal identification that clouds our judgment. Every athlete must play passionately and "give 150%" to their efforts. Yet at the same time they must always remain detached rather than identified. Why? Because every athletic competition is governed by rules, and an athlete who cannot give 150% while simultaneously remembering the rules will be penalized or disqualified. The player who identifies too closely with winning at all costs becomes a disruptive liability not only to his individual success but the success of his whole team.
In athletics the ability to be both passionate and detached at the same time is called "sportsmanship." In business it is called "professionalism," and according to movies like the Godfather at least, even mobsters must cultivate enough detachment to remember that "whacking" a rival must never cross the line into personal identification. It must always remain "just business."

The Trappist secret to remaining detached in the heat of business battle is to be rooted in higher set of values: a set of values that transcends the current situation and even business itself. These deeper values allow us to "take a step back" under pressure and remember "what is really important." For the athlete this higher perspective is called "the love of the game," and it produces a detached human being who would rather lose than win unfairly and/or hurt his team. In business a proper love of the game transcends our desire to make money. It allows us to temper our competitive fire with a commitment to only the highest ethical standards. And the paradox is that rather than a hindrance to success, proper detachment leads to even greater business success over time.
The reason why Trappist monks are so good at detachment is not because they are rootlessly floating in some kind of spiritual never-never land. On the contrary, they are passionately rooted in something much bigger than their narrow selfish concerns. This makes it easy to put mere business decisions into their proper perspective. Trappist monks are committed to a life of selfless service to God and others, and as a result the game they love produces the business satisfaction that only arises from making a positive difference in the lives of others. And once again, Trappist monks are not successful in business despite their commitment to selfless service but because of it.

Refusing to fight for the control of our company was one of the best and most lucrative business decisions I ever made. And it relied on a leadership lesson I learned from the monks. It was detachment that allowed me to step back under pressure, remember the "big picture," and put the interests of others ahead of what only seemed like my own at the time. I made a huge bet on an unknown outcome simply because it was "the right thing to do," and in the end my friend and I were rewarded in a far bigger way than either of us could've imagined at the time.

Author Bio:
August Turak is a successful entrepreneur, corporate executive, award winning writer and author of Business Secrets of the Trappist Monks: One CEO's Quest for Meaning and Authenticity (Columbia Business School Publishing; July 2013). He has been featured in the Wall Street Journal, Fast Company, Selling Magazine, the New York Times, and Business Week, and is a popular leadership contributor at His website is

Wednesday, September 18, 2013

The Virtues of New Perspectives

Guest post by Great Leadership monthly contributor Beth Armknecht Miller:

I recently spent time in remote parts of Africa. One of the items on my husband's bucket list was to trek with the silverback gorillas in Uganda.  For those of us who have traveled to South Africa, the rest of Africa is still in its infancy. You have to be willing to constantly adjust your expectations because you can be guaranteed that things will “just happen”.

During the journey the lessons I learned about gaining new perspectives would benefit any leader or aspiring leader.

First, Accept what you can't change
Africa is different, very different. And there are things about Africa that will frustrate most of us who have become accustom to predictable outcomes in the most basic of situations.

For instance, in Africa, there are few paved roads and driving on them is the equivalent of riding an antique roller coaster in the midst of a sand storm. The lack of well-maintained roads increased the time required to travel between each destination. The poor roads were not something that could be changed during our travels. So we all learned to accept the situation and focus on the beautiful landscape during our road travel.

There are many external factors to your business that can’t be changed such as the economy, weather, and government regulations to name a few. Do you accept those factors and look for the positive external factors, the opportunities that you and your organization can leverage to your advantage? Or do you spin your wheels focused on what can’t be changed?

Look for opportunities amongst the trees

Getting away is important to leaders. Without a physical departure from the workplace, you are unable to clearly see your blindside. You are looking at your organization with the same set of eyes and filters day in and day out.

Changing your environment and getting away to think about the important and not the urgent can allow you to see things in a different light. All of the very successful leaders today understand the value of taking time away from the work environment. They are then able to see the proverbial “forest through the trees”. The advantage of a new environment supports why so many planning sessions take place as “retreats” away from the workplace.

Slow down and observe

In Africa, there were many days where we had no access to Internet. It took me some time to adjust to being “cut off” from the world but once I made the adjustment I was able to focus.  No longer were the constant emails and texts that distracted me from my thoughts.

The slowness allowed me to have the time to become clear on some issues that I had been trying to work out yet never quite got clarity because of the constant interruptions in the office.

Next steps

This type of adjustment requires incremental change; the small steps you can accomplish will produce greater change over time.  So the first step to take is your daily activities. Schedule 30 minutes during the day for just yourself. Turn off electronics, and get out of your normal environment. This may merely be walking outside your office building. This time will get you into the routine of being quiet, slowing down, and exploring. After the 30 minutes take time to write down any ideas that came to you. These may be ideas that you need to take action on in the near term or something that you’d like to do in the future.

Once you have mastered this process, which will probably take at least a month, then schedule a day each month when you will spend the day away from the office as well as home. Choose somewhere that is quiet and power down your communication devices. This is where the real work will take place. It will give you time to:

·       Review all those ideas and opportunities that you have not yet taken action on and prioritize

·       Self-reflect on the past month, what was your major accomplishment and your biggest disappointment, did you spend time on what could not be changed?

·       Decide on the ideas you need to pursue and what first steps need to be taken

·       Determine what you personally need to do to improve as a leader, is there a relationship you need to strengthen, a behavior you need to adjust, or are you overusing one of your strengths?

The critical part to this process is making it a sustainable one, so that you never have to reschedule or skip your monthly day away.  Are you ready to take on this challenge? Take the first step and change your environment right now.  Go outside and take a 30-minute stroll.

Beth Armknecht Miller’s is CEO of Executive Velocity, a top talent and leadership development advisory firm. Beth is a trusted executive consultant, Vistage Chair, and committed volunteer. She is a graduate of Babson College and Harvard Business School’s OPM program. She is certified in Myers Briggs, Hogan, and Business DNA. And she is a Certified Managerial Consultant. Beth’s insight and expertise has made her a sought-after speaker, and she has been featured in numerous industry blogs and publications. To learn more about Beth visit BethArmknechtMiller.comor

Tuesday, September 17, 2013

Leading Like Manwani in a VUCA World

Guest post from Rich Wellins:

Harish Manwani, Chairman of Hindustan Unilever, just delivered his shareholder address at the company’s 80th annual shareholders’ general meeting. His topic: Leadership in a VUCA world.
VUCA, which may be unfamiliar to some, got its recent origins in the military to help explain the changing nature of warfare. It has rapidly become an acronym for our business environment.  Pronounced voo-ka, it stands for:
-        Volatility: where things change fast and are unpredictable.

-        Uncertainty: where the past is no longer a predictor of what will come next.

-        Complexity: where it has become mind-boggling to make the right decisions with all the inventing variables and sources of information.

-        Ambiguity: where who, what, why and when are far harder to ascertain.
I had the opportunity to interview Mr. Manwani as part of the judging process for CNBC’s Asian Business Leader Awards. He won that year, hands down. I remember him telling me that he considered himself just to be a “professional manager.”

Humble to a fault, I would label him as one of the most successful global leaders I have ever met. I am not surprised he picked this topic as he is charged in growing Unilever’s businesses in emerging and highly VUCA-prone markets. He has done a masterful job.
Manwani described the role of leadership in the VUCA world as “having a clear point of view about the future and building an organization that can navigate towards that destination through good times, and importantly, also in bad times.”

A good start! But we would like to explore the relationship between VUCA and leadership in more depth. Every two years DDI measures leadership at a massive scale in the Global Leadership Forecast surveying leaders and HR professionals in more than 2,000 companies across 16 countries. Like Manwani, this year our theme is Leadership in a VUCA World.
This year’s Forecast will be done in partnership with the Conference Board. Also involved are leading HR and talent management associations around the world including HRoot, People Matters, ASTD, The Institute for Executive Development, Amedirh, Berlitz,, The Next Step and Gutemberg.

A few of the questions we will answer include:
·       What are the specific behaviors and skills that constitute a VUCA leader?

·       What percent of the thousands of leaders who participate in our research are truly VUCA ready?

·       And finally, what is the relationship between a proprietary algorithm we have developed to determine an organization’s VUCA readiness index and the performance of their organization?
Like us, you probably have some hypotheses of you own. Participate in The Global Leadership Forecast to learn those answers. Participate with 30 leaders from your organization and you’ll receive a special benchmarking report to hear what your leaders candidly think about leading in a VUCA world. To take the Global Leadership Forecast Survey visit:

HR Professionals:  

To download copies of the 2011 Global Leadership Forecast, visit:

Rich Wellins, Ph.D. is senior vice president of Development Dimensions International (DDI), and is an expert on leadership development, employee engagement and talent management. He is responsible for launching DDI’s new products and services, leading DDI’s Center for Applied Behavioral Research (CABER) and its major research projects and developing and executing DDI’s global marketing strategy.