This webinar will focus on the challenge of intervening with senior leaders who have seemingly arrived in their positions despite a pattern of experiential learning gaps and EQ deficiencies that now threaten their continued success as leaders. In the classic Harvard Business Review article entitled The Young and the Clueless, my colleagues (Kathy Kram & Sharon Ting) and I discussed the perils of rapidly promoting leaders in this manner and outlined strategies for preventing the problem by: interrupting their ascent; holding them accountable; developmental assignments; experiential learning and career pathing, etc.
Because the core processes of a business—ones that are responsible for creating end-products or services—cut across functions, the best and most efficient way to meet the customer’s needs is to improve the way in which people in these related functional areas work together. This collaboration enables the organization to accomplish goals and implement major change initiatives more quickly and with better quality than if each function operated as a separate “fiefdom.” Key to success in this environment is being able to work effectively with people across the organization, over whom one may have no authority.
Using a team approach to achieving organizational results is a methodology that has proven to be much more effective than the old-school approach of top-down, authoritarian management. However, there are downsides to the team approach that can be problematic in this increasingly fast-moving business environment. The greatest of these downsides include restricted communication, competition and even conflict between teams that actually hurts the overall organization.
Motivation has been one of the most written-about and widely-discussed topics over many decades across every kind of organization imaginable. Although it can mean different things to different people, motivation is most often viewed as a methodology managers use to coax team members to be more productive and feel better about their jobs than they otherwise would without management's efforts.
Personality Style at Work (PSAW) is HRDQ's newest and most statistically accurate assessment. In this one-hour webinar, Martin Delahoussaye, co-developer of PSAW introduces the four primary personality styles, discusses the three core preferences and behaviors that drive each, and explains the role that assertiveness and expressiveness play in helping us cope with the demands and expectations placed upon us by others.