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Every industry—and in fact, most every company—has a unique set of needs when it comes to recruiting, developing, and retaining top talent. But across the board, employee development can be bolstered by a common support: mentoring.
We all know innovation is essential for driving business growth and helping to differentiate your organization from key competitors. But it’s not enough to simply talk about innovation, or urge employees to “think outside the box.”
It’s happening right now, in offices all across the country. Employees are zoning out. Taking longer lunches. Swapping their favorite recipes for guacamole and pasta salad instead of sharing the latest traffic reports.
Effective leadership is invaluable to a company and its employees. Strong leaders increase employee engagement and productivity, while reducing turnover rates and fueling cultures of innovation.
Lots of articles have been written on the subject of credibility in business leadership. You may have read how body language and tone of voice can affect your colleagues’ perceptions of you. Chances are you’ve seen some firsthand examples of managers losing credibility after being dishonest, inappropriate, or lax. The fact is, credibility takes months to build and only a moment to destroy. Each day presents a new opportunity to garner trust and confidence from your teams.
Who should own leadership talent development? The short answer is everyone. But making sure succession planning is an effective, ongoing process—versus a series of disjointed programs—requires strategy and sustained buy-in at all levels. Here’s how different groups can step up to the plate and assume the necessary roles:
ASTD estimates that U.S. companies spent upwards of $164 billion on training and development in 2012. But leadership development only accounted for 13.5 percent of that figure. Here are five fast facts to illustrate why organizations should be doing more:
Our latest white paper on leadership says it all. Most organizations aren’t doing enough to develop their management pipeline—to groom today’s high-performing associates into tomorrow’s senior executives.
Last week I commented on an important LinkedIn article from marketing and management executive, John White. White offered some great tips for business leaders—new and veteran. But his post’s last line, a quote from football legend Vince Lombardi, is maybe the most valuable:
If you’ve read any of the recent reports about a skills gap in the American workforce, you probably have core competencies like math, literacy, and problem-solving on your radar. After all, these are the fundamentals that define successful employees, right?
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