May 2017

A Bottom-Up Approach to Leadership that Works

"If your people don't reach their full potential, neither will your organization," says Susan Fowler, a senior consulting partner with The Ken Blanchard Companies. "The bottom line depends on the front line."
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April 2017

Communicating in a Hyper-Connected Work Environment

In today’s work environment, communication is often driven by what needs to get done right now. It is fragmented, reactive, and more about immediate response than it is about trust or relationship building.
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March 2017

Add Coaching and Trust to Boost Your Leadership Development Curriculum

The Ken Blanchard Companies' Situational Leadership® II leadership development program has been put into practice by millions of managers over the past thirty years. But that doesn’t mean leadership development should stop there, says Scott Blanchard, a principal and executive vice president with the company.
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February 2017

How to Assess, Apologize, and Act Like a Leader

"As a leader, you need to be on your best behavior all of the time," says coaching expert Madeleine Blanchard. "What's unfortunate is that just when a leader needs increased self awareness, the quality of honest feedback they receive plummets.

A lack of self awareness is one of the biggest challenges leaders face as they step into increasingly higher management roles.
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January 2017

Are Your Leaders Trustworthy?

Two new research reports just published by The Ken Blanchard Companies point to strategies that learning and development leaders can use to improve the level of trust in their organizations
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December 2016

Servant Leadership Sets People Up for Success All Year Long

According to Ken Blanchard, management expert and coauthor of The New One Minute Manager® and Leading at a Higher Level. In Blanchard's opinion, the most effective leaders focus on serving the needs of their people all year long.

Blanchard's belief is that organizations run best when leaders at all levels see themselves as servant leaders.
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November 2016

Improving Leadership One Conversation at a Time

“They say that I'm not a good listener. I'm trying to connect, but it just doesn't seem to be working. Any suggestions?”

Blanchard thought for a moment and replied, “Well, I can hear you typing right now, so I suspect you are actually answering emails while we talk. Do you do that when you are with your people? What would it be like if you actually gave each person your undivided attention?”
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October 2016

Rethinking Performance Management

“People are surprised when they hear information in a yearly performance review that, in the past year, either hadn’t been delivered with the necessary sense of importance or hadn’t been delivered at all. As a result, people often feel ambushed,” says Scott Blanchard, principal and EVP with The Ken Blanchard Companies.
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September 2016

New Managers Aren't Getting the Training They Need

“People are surprised when they hear information in a yearly performance review that, in the past year, either hadn’t been delivered with the necessary sense of importance or hadn’t been delivered at all. As a result, people often feel ambushed,” says Scott Blanchard, principal and EVP with The Ken Blanchard Companies.
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August 2016

Creating a Deeper Connection at Work

You have to put yourself out there if you want to create an authentic connection with people. Sharing your Leadership Point of View is one of the most powerful ways to accomplish that, according to coaching expert Joni Wickline.
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July 2016

Managing in a Busy World

Managers are struggling to find the time to have needed conversations with colleagues and direct reports.
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June 2016

Moving Beyond Intrinsic Motivation

We've made progress with motivation at work—but we need to move beyond looking at motivation as being either extrinsic (bad) or intrinsic (good), according to motivation expert Susan Fowler.
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May 2016

Mid-Level Managers: Taking Care of the Heart of the House

Scott Blanchard, principal and EVP at The Ken Blanchard Companies, likes to use the phrase heart of the house to describe the important role middle managers play in an organization. In Blanchard's experience, if mid-level management is neglected, the result is a slow-moving organization that doesn't respond well to feedback. This can be not only frustrating but also damaging to performance in today's fast-paced business environment that requires a lean and agile approach.
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April 2016

Stop Bad Leadership Habits Before They Get Started

New managers aren't getting the training they need when they first step up to leadership roles. For example, more than 40 percent of the people who attended the early pilots of The Ken Blanchard Companies' First-time Manager classes had already been in management for over two years by the time they attended class—and research by management consultancy Zenger Folkman found that the average manager doesn't receive training until they have been on the job ten years!
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March 2016

Improving Performance Review One Conversation at a Time

In their best-selling business book The New One Minute Manager, authors Ken Blanchard and Spencer Johnson emphasize the importance of setting goals, praising, and redirecting. In a just-launched First-time Manager program from The Ken Blanchard Companies, co-creators Scott Blanchard, Ken Blanchard, and coaching expert Linda Miller focus on a final, essential aspect of good performance management by teaching new managers a way to successfully bring closure to projects and tasks.

“We call it the wrapping up conversation,” explains Scott Blanchard. “It’s not complicated or formal; it’s simply acknowledging the completion of a project, task, or goal and honorably concluding it before moving on to the next thing.

“The late Warren Bennis often said managers need to balance action with reflection. Typically, managers and teams race toward a goal. But as soon as they attain it, before anyone has the time to honor, celebrate, or even take a deep breath, they jump in to the next one.
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February 2016

Performance Management: Are Your First-Time Managers Overreacting?

As a first-time manager, you want to make a good first impression by demonstrating confidence and capability in managing the work of others. But new managers sometimes get over-invested in people and projects. As a result, they can overreact—getting too excited or upset when things don't go exactly as planned.

Leadership expert Scott Blanchard, co-author of The Ken Blanchard Companies' new First-time Manager learning program, says new managers sometimes approach their first assignment with the same energy new parents have with their first child.

"I remember being a new parent—you worry about every little thing," explains Blanchard. "Every sniffle is a trip to the emergency room. You find yourself freaking out all the time. But by the time you get to the second kid, you have a whole new perspective. And if you get to a third or fourth, the kids practically raise themselves because you've gained experience—you don't overreact to things like you did before. New managers are sometimes like new parents in that regard."
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January 2016

All Good Performance Starts with Clear Goals

The ability to set goals effectively is a key managerial skill. It's also the key to being a successful individual contributor, according to leadership expert and best-selling author Ken Blanchard.

"All good performance starts with clear goals. If people don't know what you want them to accomplish, what are the chances they will be successful? Not very good.

"It's very important to have work goals that are observable and measurable," explains Blanchard. "Peter Drucker used to say, 'If you can't measure something, you can't manage it.'"
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