Recent research

This paper finds that coaching is a powerful managerial tool. Organizations can develop and facilitate the appropriate culture, training, and support that managers need to adopt the coaching behaviors that will make them more effective.

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A key component of successful working relationships between leaders and followers, trust enables cooperation, encourages information sharing, and increases openness and mutual acceptance.

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The Millennial Generation (born 1981–1995) is 76 million strong, and many managers seem to have great difficulty understanding and inspiring them. And that creates a problem, because they comprise 36 percent of today’s workforce, a percentage that will grow to 46 percent by 2020. Managers who learn how to truly inspire Millennials to contribute their talents to address the many challenges facing organizations today could far outperform their competitors.

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The practice of performance review has been around for more than a century. Although the practice didn't become mainstream until the 1950s, the primary function of performance appraisals was to provide a process for organizations to rate the effectiveness of their employees. The problem is most organizations don't do them very well.

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Essential Skills Every First-Time Manager Should Master
Essential Skills Every First-Time Manager Should Master

Having the skill, intent, and capacity to engage in effective conversations is a key competency for success as a new manager. These strategies can get new managers off to a fast start by easing and supporting their transition and improving their performance, not only for them but for the entire team as well.


Harnessing the Power of High-Performance Teamwork
Harnessing the Power of High-Performance Teamwork

In today’s business landscape, the acronym VUCA (Volatile, Uncertain, Complex, and Ambiguous) is used to describe the environment that encompasses the majority of today’s fast-paced organizations. Leaders are continually faced with complex challenges and may have no clear-cut answers or precedent to assist them in finding solutions—instead, leaders are turning to their teams to harness the collective wisdom of many minds.

What Leaders Need to Know about Generational Differences
What Leaders Need to Know about Generational Differences

Work–life balance has long been a credo for those who advocate change in the workplace. Although the concept has led to a certain amount of reform over the years, it has failed to meet a universal need. One of the competing values of work–life balance is that it suggests an artificial dichotomy between work and life. For many, this means when work ends at 5:00 p.m., life begins. Conversely, life ends at 9:00 a.m. and work begins.


A Business Case for Optimal Motivation
A Business Case for Optimal Motivation

Activating optimal motivation is far more than a feel-good proposition for individuals and organizations. It provides a pragmatic and skill-based framework, course of action, and solution to helping shift a workforce that costs organizations an estimated $350 billion annually in lost productivity. Organizations will spend $750,000 to $1 billion to fix a problem whose source many of them do not understand.