Unleashing the full capacity of your people

Three Talent Development Trends to Track for 2017

Leaders Trends 2017

 

We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition.

In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts.

I. Diverse developmental experiences are critical to frontline and senior leader development.

  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

II. The ability to influence and manage key external stakeholders “comes of age.”

Although 61% of executives believe work experiences with external stakeholders like customers, resellers and suppliers are a critical step in pursuing high-level executive positions, “only 13% plan such development assignments for top talent.”

  • Leaders at high-performing organizations are 3X more likely to exhibit the ability to effectively interact with external stakeholders like government officials, partners, resellers, and customers.
  • These high-performing organizations plan the movement of their top talent into assignments with key external stakeholders (2.5X more prevalent), and i4cp recommends the practice as a key area to adopt in your talent development going forward.

III. Human capital analytics (HCA) is getting more executive exposure and increased funding.

We don’t emphasize software-driven HCA as a critical success factor as much as i4cp does, but there is great value in measurably tracking the success of investments in development programs. Yet, i4cp finds that, while two-thirds of executive teams are using results from human capital analytics projects, “only 30% of executives indicate their organization’s HCA function has strong credibility and influence.”

  • HCA primarily supports organizational effectiveness and strategic planning in i4cp’s view, and they find that high-performers are 2X more likely to use HCA data for strategic planning purposes. (We might add that this could be switching cause and effect – Planners that fully value and leverage available data would more likely drive the adoption of HCA tools.)
  • As we find in our own work with clients, i4cp reports that improved job satisfaction, as measured against talent retention rates, is the “most widely pursued predictive relationship.” They find that 62% of those surveyed report seeking that metric. They predict that this emphasis may soon shift to “focus on external relationships such as job satisfaction’s impact on customer satisfaction and candidate attraction, as well as organizational culture vs. productivity.”

As you reflect on the successes and challenges of your own talent development initiatives, do you see these trends reflected? Could these three ideas provide areas of focus to improve your results?

We thank the i4cp once again for being so generous with their insightful research!

Tags: , ,

Related posts

Memorial Day – A Day of Remembrance and Reflection

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe Wishes You the Best of All Possible New Years!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Fix Employee Disengagement in 2017

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The Leadership Habit Changes You Need for 2017

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The Power of the Compliment as an Engagement Tool

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

On Memorial Day – Remembrance and Acknowledgement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Help Employees Build a Productive Culture

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

In Leadership Development, Results Should Trump Methodology

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Situational Leadership Skills? Such Agility is a Natural Result of Good Training

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The Role of Well-Being in Sustaining Workplace Performance

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Brooke Bovo Featured Speaker at TTISI Winter Conference

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leadership Kick-Start for 2016 – Engage!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

10 Lists to Muse About When Starting the New Year

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Raise Productivity in 2016 Using Team-Based Employee Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Team Leaders Use the Power of Truth to Align Motivation With Mission

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Happy Thanksgiving from All of Us at Bovo-Tighe

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The Smart Way to Ask Stupid Questions

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The Manager as Teacher

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Employee Engagement is Not Fun!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The Human Aspects of HUET Programs – OPITO Abu Dhabi

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Workplace Zombies that Drag Down Productivity – Beware!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Four Leadership Tips to Make November More Productive

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo Tighe Boosts Productivity by Raising Employee Engagement – Team by Team

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Aberdeen Research Finds Connection Between Employee Engagement and Customer Satisfaction

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The ROI of Team Engagement – How to Measure?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

How Well Do You Grow Future Leaders?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Challenge Negative Mindsets When Pursuing New Ideas

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

A Fresh Start on Performance Reviews: Alere Sets a Great Example

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Generation Xers are Today’s Leaders – Invest in Them

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

How Can Your Words Build or Break Trust With Co-Workers?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The Lemonade of Employee Turnover

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Google Survey Connects Workplace Flexibility to Morale – No Surprise There!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Employee Engagement is a Two-Way Street

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

You Will Not Engage Every Employee – Nor Should You

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Make August Your Personal Rejuvenation Month

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The Unbiased Opinion is a Myth. Discard It.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Time to Act Civilly at Work? Professor Porath Says It Pays Off.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

When Motivating Employees, Do Words Get In the Way?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

How to Sell Senior Executives on the Value of Talent Development

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Temporary Project Teams Need Scaffolding to Work Well

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

On Memorial Day – Remember and Acknowledge

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

To Manage or To Lead – That is the Question

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Break Conversational Habits to Break Out of Ruts

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Schedule that “Thirdly Review”!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Make Spring Fever a Productive Force at Work

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Change Happens Inside Out – Driven By Middle Managers

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Hiring Outsiders Costs Money. Save it by Investing in Human Development.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

How Quickly Does Your Culture Sub-Optimize New Talent?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

How Do You Fix a Jerk at Work?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Valentines Day Marks the Halfway Point in Q1 – How Are Your Leadership Resolutions Fairing?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

More Grist for the “Why Are Employees Not Engaged” Chat Mill

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leadership Tips for Kicking Off 2015

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

In 2015 Employee Engagement Will Look Like It Did in 2014…and 2013…

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Employee Engagement Must Address Professional and Personal Performance Factors

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

January Leadership Advice Deluge has Begun! Resist the Urge to Read It All.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Happy Holidays from Bovo-Tighe!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

2014 is Done – Time to Kick-Start January

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Sweat the Small Stuff Says Rory Sutherland in a TED Talk – This is What Bovo-Tighe Does for You

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Happy Thanksgiving from Bovo-Tighe

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Just Twenty Working Days ‘Till Christmas – What Can You Get Done???

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Defend Human Development Investments Strategically

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Be Great to Work With

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leaders Must Still Manage. You Don’t Get Off That Hook!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

It Takes Time to Change Employee Habits – And Lots of Support.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Employee Recognition – Easy to Say, Hard (it seems) to Do

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Misguided Advice from Monster about Aspiring to a Leadership Role

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Master the Art of Questioning (and Listening) to Better Raise Productivity

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Kick-Start Your Team’s Productivity Push for Autumn

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leaders Master the Art of Questioning to Raise Employee Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Halogen Software Offers Sample Comments for Performance Reviews. We Disapprove!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Asking Silly Questions Makes You Smarter

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Employee Engagement is Personal, So Personalize Your Approach

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Maslow’s Hierarchy and Employee Engagement – Make the Connections!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The Case of the Market Basket CEO – Leaders Who Care Get Strong Employee Support

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leaders: Spend More Time Leading People and Less Time Doing Stuff

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Take Steps to Run Better Meetings – Walk While You Talk

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Employee Engagement is Really Simple – But Does Take Energy and Focus

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Great Leaders See Themselves as Others See Them – And Engage Better

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Sayonara June! Hola July! Time for Mid-Year Resolutions.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Reset Your Leadership Mindset for the Next Six Months

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Great Leaders Make Life Better for Their Followers

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Defend No Process – Defend the Mission Against Old Processes

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

How to Maintain Workplace Productivity During the Summer Vacation Season

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

A More Productive Mindset for Work in Six Steps

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

A Great Set of Productivity Tips – Read This Instead of Facebook at Lunch Today

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Honor the Last Full Measure of Devotion on Memorial Day

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

As a leader, you will get angry – How you handle that anger is critical to team productivity

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Middle Managers Can All Lead – If You Show Them How

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Never Assume: Pursuit of Truth Makes Decision-Making Better

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The Last Mile of Employee Engagement is the Hardest to Travel

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

We Love the Energizing Month of May

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Transformational Leadership Skill Spring Shape-Up

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Still Pushing Employees to the Brink: A bad habit from the Great Recession.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Toyota Agrees: Machines Don’t Innovate – People Do.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leadership Development Gaps Expose a Lack of Strategic Commitment

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

“Overnight” Organizational Change Takes Great Long-Term Leadership

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

A “Lucky Seven” Set of Tips for the Freshly Minted Leader

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Does Your Online Presence Promote You?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leaders Don’t Pick Winners: Develop All of Your Team Members

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

May the Wind be at Your Back this St. Patrick’s Day

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leadership Lessons for the Ides of March

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Our Foundations of Excellence Refresher

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Great Conversations Build Employee Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

i4cp Research Isolates Six Key Employee Engagement Factors

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Tap Untapped Talent You Have Already Hired

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Each Great Leader is Unique, But They All Engage

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Resources We Rely On for New Ideas about Employee Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Machines Don’t Innovate: People Do.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Hide From Your Manager to Get More Done!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leadership Quotes to Get Your Mind Set for February

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leadership Development Does Not Have to Cost an Arm and a Leg

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Brooke Bovo at TTI Winter Conference: Love Your Clients, Not Your Expertise

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Why Does Leadership Development Fail to Create Great Leaders?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

New Year Resolution: Make a Habit of Your Productive Mindset

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

OSHA Discloses Most Common Workplace Hazards – The List Remains the Same

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leadership Lessons from Scrooge and the Grinch

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Merry Christmas from Bovo-Tighe

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Holiday Employee Gifts that Cost Little More Than a Bit of Your Time

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

A Culture of Agility Requires a Commitment to the Pursuit of Truth

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Lean Manufacturing Demands Fully Engaged Employees

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Happy Thanksgiving from Bovo-Tighe

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Rob Markey of Bain and Co.: Employee Engagement Rocks!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Flexible Job Schedules Can Win Employee Loyalty

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Employee Engagement a Strategic HR Imperative for 2014

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Maintaining Work-Life Balance During the Holidays

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The Paradox of Employee Engagement: It Works Yet Few Companies Try

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Remember Veterans on Veterans Day with a Heartfelt Thank You

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Defuse the Gunpowder Barrel with Sustained Employee Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Happy Halloween from Bovo-Tighe!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

How Pessimists Keep Optimists in the Black

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Gallup Employee Engagement Results Not Budging

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Stop Being Nice at Work? Not So Fast!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Three Leadership Tasks That Unleash Team Productivity

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

What Prevents Teamwork From Adding Value?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

How Can You Make a Vacation From Work Truly Stress-Free?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Have Employees Track Their Own Successes to Raise Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

A Quick Cost/Benefit Analysis of Employee Training and Development

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe Participates in 2013 CLO Forum

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Labor Day in the U.S.: A Connection to Employee Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Great Employee Engagement Starts by Asking a Lot of Questions

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leadership Inspiration for a Hot Day in August

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Employee Engagement Remains Elusive: You Are the Problem and the Solution

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

More Thoughts on the Great Value of Middle Management Leadership Training

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Working from Home Does Raise Employee Engagement, if Done the Right Way

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Define leadership more broadly. Anyone can lead, at any level.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Engaged Employees Accumulate Business Acumen

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Engaged Employees Honor the Pursuit of Truth – And You Should Value That Trait

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe Presents Dole Case Study at HR Star Conference

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Build a Corporate Culture that Embraces Change

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Happy Independence Day

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Celebrating Failure? You Bet! How Else Can You Learn New Stuff?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

CEOs Must Foster Culture Based on People – Not Process

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Gallup Confirms the American Worker Remains Unengaged

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe Senior Consultant Steve Eddy Honored at the University of Nebraska

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Is it possible to be overworked and underutilized?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Create Great Leaders in Your Organization

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Retain Talent by Fostering Professional and Personal Growth

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leadership Starts with Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Take the Time to Say Thank You to Those Who Died Defending Us

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

When Should You Micromanage Employees?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leadership in Public Management

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Time to Rehire Yourself?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Of Lollipops and Leadership

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Why We Love May at Bovo-Tighe

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Are Millennials Really Different About Job-Hopping?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe and Harvard Business School Are On the Same Page

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Lessons on Leadership from Britain’s Royal Navy

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Raise the Meaning Quotient for Employees to Raise Productivity

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Employees Can Only Manage Their Time if the Organization Lets Them

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Social Media Collaboration is Shaking Up How Employees Engage with Each Other

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Goal Alignment Takes Work and Communication that Counts

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Our Philosophy about the Pursuit of Truth Includes Your Health

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Three Key Drivers of Employee Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

March Madness is a Leadership Moment

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

May the road rise to meet you on this St. Patrick’s Day.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leadership Tales from Top People – Courtesy of LinkedIn

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Marissa Mayer Should Focus on Employee Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Accelerative Learning Article Now Posted on eZineArticles.com

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Drop Your Information Filters to Boost Engagement with Fellow Employees

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

More Thoughts on How to Engage Employees

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Quotes that make you think – Are you open to the truths you need to hear?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Passion at Work: Nurturing it Starts the First Day of Employment

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Stephen Covey: A Truly Inspirational Force for Innovation in Human Development

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Summer Thoughts on the Pursuit of Truth

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Employee Dissatisfaction Still the Norm in 2012 – Therein Lies Opportunity!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Exploring 8 Rules for Creating Passionate Corporate Cultures (Round Three)

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Stop Hating Meetings: Fix Them Yourself!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

New Bovo-Tighe Article on eZineArticles.com about Better Meeting Practices

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Employees are Consumers of Corporate Culture: They won’t “buy in” until you earn their trust!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

101 Steps Towards Better Leadership

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Transformational vs. Transactional Leadership: A Worthy Distinction

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The Cure for Bad Meetings: Pay Attention and Contribute!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Caring for Your Employees Unlocks Great Productivity

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leadership Behavior Can Stifle Productivity – Even Unintentionally

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leadership: Its Trappings Lead Good People Astray

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Information Underload: Bad for Employee Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Zen and the Pursuit of Truth at Work

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Client News: Shell Sets Record for Deepest Oil and Gas Well

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

How Kingsford Charcoal Taught DuPont a Thing or Two About Employee Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

How Kingsford Charcoal Taught DuPont a Thing or Two about Employee Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe Client Newsletter – November 2011

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Workplace Time Wasters: Facebook vs. the Two-Martini Lunch

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Dumb Things Bosses Do

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Dumb Things Bosses Do

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe Client Newsletter October 2011

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Steve Jobs: A Born Visionary Who Learned to be a Leader

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Old United “Speech” Ad Still Resonates Strongly in the Digital Age

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Power Breeds Overconfidence in Leaders

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Do You Know All the Facets of Employee Engagement?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Coaching for Senior Executives Must Come Up From Subordinates

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe’s September Client Newsletter – 2011

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe Client Newsletter – Summer 2011

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Presenting at the National Property Management Association Annual Education Seminar

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe connects with the HR community at the HR Star Conference

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Book Review: How to be Happy, Dammit!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe Client Newsletter June 2011

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

One-Foot-Out-the-Door Disease is Bad for Productivity

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

How best to make leadership training truly work? Never stop!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe shares a snap-shot of its ongoing work on Alaska’s North Slope

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leadership: It all starts with you

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe Newsletter May 2011

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe at the Offshore Technology Conference

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

We applaud our client, the Elizabeth Glaser Pediatric AIDS Foundation, on their Webby Award

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Technoserve extends its initiatives in Africa by leveraging Bovo-Tighe expertise.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Irrational Decision-Making: Embrace the Human Factor!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Performance Management Needs to Recover its Mojo

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

A standing ovation for an active client, Technoserve, which helps poor communities thrive worldwide!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe’s March 2011 Client Newsletter

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The Bombardier Case Study: Successful Commitment to Employee Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Talent Management: All agree we need it. Few act on it.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Talent Management: A Strategic Imperative with little actual support

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

On Performance Reviews: The Urge to be Better-than-Worst Raises Productivity

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Influence Competence: Effective Employee Engagement Skills Under a New Name

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Talent Management: How It Helps With Crisis Management

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Employee Engagement: Have you thought about ice cream?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Tasked with Corporate Training? Seek Outside Help

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Changing Corporate Mindsets is the Critical Path to Cultural Change: Now We Have Research to Prove It!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe explores Kazakh Psychologies of Achievement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Corporate Cultures: Bottom-up change is best.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Are people truly your company’s best asset? Can you prove it?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Compensation Plans vs Employee Emotion

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Pay-For-Performance versus Full Engagement

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

On Leadership: Would you work for yourself?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Employee Engagement is simply the Foundation for Excellence

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Why doesn’t employee training work better?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Change Management: The entire organization needs to participate

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Fostering Innovation: HR Must Lead the Way

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

About that left brain-right brain split: It doesn’t happen.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

With Leadership Development: Are We Smarter that Fifth-Graders?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe’s January 2011 Client Newsletter

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Corporate Flu Epidemics: What Sort of Infectious Attitudes Do You Spread Around?

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Bovo-Tighe December Newsletter

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Change employee behavior by changing their bad habits.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Be the first on your block to re-engage your employees.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

What successful transformations share

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The psychology of change management

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

“engagement” and “fun”

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Performance Reviews done well require great communication.

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

No One Was Ever Motivated by a Meeting

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

No One Ever Improved by Having Their “Performance Reviewed Annually”

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Meetings That Rock!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Failed IT Investments – Consider People Aspects Before Purchase!

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Workers Are Lazy Ingrates, Say Evil Bosses

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

The irrational side of change management

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Corporate Mission Statements die on Plaques

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Inhibit Intellectual Growth and Innovation in Your Company

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

How to incorrectly use ‘Management By Objectives’

  We track the thinking that the smart people at the Institute for Corporate Productivity (i4cp) share publicly, as we find their insights valuable in defining and refining our own value proposition. In a recent e-newsletter i4cp shared a snapshot of three key trends to watch as you plan for leadership development that can truly have bottom-line impacts. I. Diverse developmental experiences are critical to frontline and senior leader development.
  • I4cp finds that “high-performance organizations” are nearly 3X more likely than lower performance organizations to use experiential learning for senior-level and frontline leaders, and 4X more likely to agree or state that experiential learning is an effective development tool for frontline leaders.
  • Organizations with strong talent mobility (moving executives around to experience multiple functions and operational units over time) perform better than their competitors. The i4cp finds that high performers are 2x more likely to prioritize the planned movement of key talent.

Leave a Comment

Leave a Reply

Your email address will not be published.




Top