Performance management is a key leadership responsibility. This survey suggests that significant gaps exist between employee expectations and what they are experiencing at work. Left unaddressed, these gaps represent a drain on overall organizational vitality through lowered employee intentions to stay, endorse, and apply discretionary effort as needed.
Online learning allows organizations to provide a consistent, convenient way to educate their employees. In fact, some experts believe that online learning is the way of the future. When designed effectively it can be just as powerful as, if not more powerful than traditional classroom training in addition to saving your organization time and money. Following a few smart guidelines will enable you to design and deliver effective online learning experiences that meet the needs of learners.
Since the inception of Situational Leadership II, we've been asked about the validity of our concept of development level. This white paper will provide a deeper understanding of the concept of development level, as well as a recap of the relevant academic research* that supports the four components of development level.
The Blanchard Leadership Development Framework is a new approach that integrates the thinking and experience of thousands of Blanchard clients, professionals, and thought leaders over the past thirty-five years. Clear, coherent, and powerful, the Blanchard Leadership Development Framework enables business leaders and talent development professionals to unleash the true potential of their companies to thrive in the exciting business world of the twenty-first century.
Employees want more meetings with their boss. That's one of the key findings from a survey conducted by Training magazine and The Ken Blanchard Companies. More than 700 subscribers of Training magazine were polled to learn about their experiences having one-on-one meetings with their managers. Readers were asked what they wanted out of their meetings and how that compared to what was really happening.
Goal achievement is central to our positive self-concept and self-esteem. In general, MSF works because when individuals see a gap between their feedback ratings and the desired goal, they generally work to reduce the gap as a way of maintaining a positive sense of self-esteem. Individuals have a natural tendency to correct a certain behavior when they get feedback that doesn't align with a standard they've held for themselves regarding who they want to be versus how they are perceived.
Peak learning experiences have the capacity to transform us, help us to grow, and, ultimately, optimize our lives. In a professional setting, learning gives individuals a chance to accelerate their success and expand beyond their current knowledge and skills. Yet so often those who teach don't understand how to effectively transfer the knowledge or content in a way that learners can effectively integrate it, utilize it, and sustain it after the learning experience.
Working in the oil and gas industry is not unlike operating a motor vehicle—inherently but not necessarily dangerous. Many people go entire careers without a lost-time accident or injury while others experience recurring incidents. Each day requires a high level of competence and renewed commitment from each person to masterfully complete tasks that seemingly become routine. The focus on both safety and productivity must be in rigorous alignment with no lack of clarity.
One of the biggest challenges training professionals face when they propose new leadership development initiatives is convincing CEOs of the financial impact of the proposed initiative. Without a clear sense of the positive financial impact, it is easy to dismiss a new proposal as being too disruptive, too expensive, or too time consuming.
Organizations around the world are being forced to change the way they do business. Shrinking budgets, downsized workforces, customers who exhibit totally new buying behaviors and expectations, and employees who may be unclear of what's happening next are forcing organizations large and small to innovate and find new ways to save–and make–money while rallying their troops for what lies ahead.
Coaching makes a difference in organizations because it addresses key business issues and lets people know what they should do more of or less of to achieve personal and organization goals. It is a process of self-leadership that enables people to gain clarity about who they are, what they are doing, why they are doing it, and where they want to go.
There's a lot of buzz about the factors that lead to an engaging work environment and an equal number of prescriptions for what should be done to improve it. But what factors are most important, and who is actually responsible for creating a motivating work environment in today's organizations? Is it an immediate manager's responsibility? Is it senior leadership's responsibility? What role do individual employees have in the process?
Leaders who are clear about their company's reason for being (purpose) and who define what “good corporate citizens” look like (values) are able to deliver and sustain both performance and employee satisfaction over time. The creation of a purposeful culture—one that holds employees accountable for exceeding performance expectations while modeling the organization's declared values—is critical for business leaders in today's marketplace.
It is an understatement to say that we are living in times of great turmoil, polarization, and change. It is a time when unresolved conflicts permeate our lives, our workplaces, our politics, our community. Very few systems are immune from the tension conflict generates. We watch helpless, as countries use war as a strategy for settling disagreements. Our news sources are glutted with escalating reports of physical violence used as a method to mediate disputes.
Trust has taken a hit lately in all facets of our life. Chalk it up to the combined effects of the economic meltdown, financial mismanagement, and an increasing sense that, in business at least, everyone seems to be in it only for themselves. The result has been dwindling levels of trust in organizations.
Mention the word “feedback” and most people jump to the conclusion that they're about to experience something uncomfortable or negative. But imagine a world without feedback— we would cease to learn, grow, and improve ourselves, our performance, our behavior, and our lives. Yet most of us resist giving and getting feedback because we fail to see the upside.
The Ken Blanchard Companies annual Corporate Issues Survey pinpoints the needs and issues of organizations seeking to develop their people to their fullest potential. The findings in 2011 represent the feedback from 1,300 executives, line managers, and training and HR leaders from a range of organizations, industries, and countries. Since 2003, approximately 9,800 leaders have participated in this ongoing study.
This paper examines a variety of approaches that The Ken Blanchard Companies offers to clients to measure and evaluate training effectiveness and business impact, such as Success Case method, performance consulting, peer collaboration, impact studies, assessments, and anecdotal evidence.
A decade or so ago, virtual teams were almost nonexistent. Today, technology, globalization, and the need for fast responses to marketplace demands have dramatically changed the way business is conducted. Many people—from senior executives to frontline employees—may be physically separated and required to work together effectively without having ever met each other face-to-face.
Most executives instinctively know that strong leadership is essential for overall organizational success. However, in most organizations, there is a lack of urgency to improve leadership skills driven by a belief that an organization's current leadership capacity—and subsequent performance—is good enough. But is it?
Employee Passion can vary widely depending on an individual's values and perceptions, age, tenure in the organization and department. This 2008 study sheds light on the degree to which demographics influence Employee Passion. It also clarifies a definition for what engagement or Employee Passion is, and the process individuals go through in order to become engaged.