Considerations For Creating an Executive Development Strategy

Submitted By: David Shoemaker
Introduction to Leadership and Creating an Executive Development Strategy

With all the hype recently surrounding leadership development, we should not forget the most senior and influential leaders of them all - the directors and C-suite executives. These high-powered individuals are faced with making the most critical decisions every day. A Director-level executive, for example an HR executive, is held to the highest standards in terms of his or her technical skills, business savvy, and people leadership capabilities. These capabilities can be developed via an executive leadership certificate available online.

As business, technology, and financial markets change, leaders must be able to adapt and flourish. The capabilities and skills that make one executive successful may not be the "keys to success" for his or her successor. Companies are beginning to rethink how executives are prepared to take on successive roles.

We ask you to consider the question, "Is your company prepared to fill the CEO and other executive-level positions with ready-now successors?" If the answer is no, you are not alone. The recent shake-up on Wall Street is a prime example of not having a successor lined up for the CEO role. As a result, a company may receive considerable criticism from financial analysts.

The purpose of this research bulletin is to help organizations understand what executive development means - as well as offer the best practices that should be considered when creating an executive development strategy.

Executive Development Defined

Executive development can be defined as, "... the process of building the leadership competencies and general management capabilities of senior leaders, focused on enabling them to lead the organization and drive long-term sustainable growth."

"Leadership development" and "executive development" have slightly different definitions - both of which can be found in a whitepaper about considerations for creating an executive development strategy.

Considerations for an Executive Development Strategy

As one of the top challenges that companies face today, below is a list of eight considerations for defining a business strategy for executive development.

1. Include Executive Development in the Overall Leadership Strategy
2. Engage the Board of Directors
3. Understand the Development Needs of the Senior Executives
4. Align Executive Development with Business Strategy
5. Integrate Executive Development with Succession Management
6. Offer Development Solutions that are Engaging
7. Recognize that the CEO's Personal Development is Important
8. Advise Centralized Ownership of the Executive Development Strategy

These strategies clearly need elaboration to be implemented successfully. A top executive leadership certificate available online should provide more insight in the areas above. Whitepapers and research are available for free online from some of the top programs.

Conclusion

Executive development (for example - development for the HR executive) is leadership development that targets the development of executive-level skills sets. We have learned that companies (which are most successful in developing their executives) recognize this - and create the same rigor and focus on developing executives as is done with other leaders in the organization. If you do an Internet search for an executive leadership certificate available online you will find various programs with whitepapers that elaborate on this topic.

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If You Want to Be a Great Leader You Must Learn to Serve First!

Submitted By: SANDRA ESSEX
One excellent way to learn good leaderships skills is to start you own home based business. It is the natural inclination of humans to want to be at the helm of things.

People like to lead rather than be led. Whether this is due to the perks and privileges attached to leadership positions is not clear. It is also unclear whether all those aspiring to positions of leadership fully understand their duties and responsibilities as leaders.

One thing we do know, however, is that many persons in positions of authority have failed so miserably that you sometimes wonder how they got there in the first place. So I guess you would agree if I say that not everyone is fit to lead.

Of course, the implication is not that leadership qualities are inborn, whereby you are either born with it or you forget it. No. Leadership abilities can totally be learned and mastered, fortunately. In this article, I will discuss one vital way of developing leadership qualities: being a good follower (or servant) first.

I know that the very idea of serving others may sound repugnant to some persons. But unless you are only interested in having people at your beck and call or to have them scurry for cover at your mere presence, being a good servant is the surest method for grooming yourself as a future leader. After all, as a leader, you are primarily a steward of the financial, material, and most especially human resources of an organization.

Your responsibility is to deploy and utilize these resources in a way that produces the best results for an organization. And it often does not matter whether the organization is yours or that you are managing for others; your task as a leader remains the same.

Some qualities that are so vital for success as leaders are best learnt on the lower-level -patience, humility, self-discipline, empathy, determination, trust, and being long-suffering with others. These are qualities that will help any leader to endure the discouragements, disappointments and hardships associated with growing your business and managing people.

Furthermore, people who have observed firsthand the impact of either good or bad leadership are better placed to tell from experience what works and what does not. For example, has your boss shown you empathy at times when you experienced personal disappointments?

How did that affect your attitude toward him and the job? You know the answer! Also, what usually brings the best out of you; is it when your boss drives you like a task master, or when he guides you towards accomplishing set goals?

Whatever your answer, you now know what works and what does not. So if tomorrow you find yourself in a position of authority, would it not be true that the experiences from your various bosses will help you manage your subordinates to greater productivity?

Leaders in this category are sometimes referred to as "Servant Leaders." It emphasizes the fact that at heart, such leaders consider themselves as servants first before seeing themselves as leaders.
This reduces a domineering mentality in such leaders, and induces the subordinates to willingly corporate with the seniors.

In the end, everyone benefits-the needs of subordinates are so cared for that they are able to reach their full potentials. While your organization benefits because followers are then able to put in their best. And it creates a strong likelihood that such followers will adopt a similar leadership approach in the future. It is a win-win method.

So, if it is your desire to be a good leader? Try and be a good servant first. That way you will more easily lead your followers to their financial success, and yours.

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Learning these Marketing Skills will help you build your MLM or Online business. You can visit my blog sandraessex.com and this website yourmakemoneyonline.info to find out more complete information on Lead Generation Training.

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Natural Talents and Exceptional Performance

Submitted By: Ryan Scholz
Jay Niblick, a colleague and friend, has recently published a book titled, What’s Your Genius? (available on Amazon.com). In the book, Jay collected data from over 197,000 people in 23 countries in order to identify those key characteristics that separate exceptional performers from the rest.

The results of his research confirmed what I had instinctively concluded after almost 40 years in the business world. He was not able to correlate any single attribute or group of attributes to exceptional performance. Some exceptional performers may have been great at seeing the big picture, while others were great at attention to detail. Some were great at building interpersonal relationships while others were not.

The key finding of Niblick’s research is that exceptional performers do two things. One is that they know what their natural talents are. He calls this self-awareness. The second thing they do is apply their natural talents. This is called authenticity. Very simply he found that the only two things that were different between the exceptional performers and all the rest were their level of understanding of their natural talents and their ability to incorporate those talents into what they did.

You have probably seen the effects of this. I’ve seen exceptional teachers fail as administrators, exceptional nurses fail as managers, exceptional maintenance mechanics fail as supervisors, and exceptional people fail in the same role with a different organization. In all cases, the person didn’t change, the job changed. They moved from a role that used their natural talents to one that did not.

Niblick also differentiates natural talents from acquired skills. Here is a simple example to illustrate the difference. Natural talents are a person’s innate ability to do something. It may be physical like the natural ability of Michael Jordan, Lance Armstrong, or Michael Phelps, or it may be mental . Natural mental talents explain why some people have an easier time with certain subjects that others or why some people just seem to grasp abstract concepts easier than others.

On the other hand acquired skills are developed over time and are not part of our genetic makeup. While Michael Phelps has incredible natural talent that makes his physiology ideal as a swimmer, he still had to acquire skills to make him better. He had to learn proper techniques for each stroke, how to make turns, and how to start. Each of these was learned and were essential to his development as a world class swimmer. However, no matter how hard others may train or develop their technique, they will never approach the performance of Michael Phelps without the inherent natural talent.

Relating this to the business world, I often am asked to work with people who have “people skill” issues. When I assess the underlying issue, it usually comes down to one of two causes. The first, and easiest to address, is where the person has a natural talent for understanding people, but they don’t show it in their behavior. In this case, we work on specific skills that help the person. The natural talent is there, it just has to be developed.

The second cause is the lack of natural talent or blind spot regarding people. The person simply doesn’t understand people and where they are coming from. When faced with a decision, the impact on people isn’t of concern to them. While a person can always make some improvement, this person will never be as good as someone with the natural talent. The same is true if we are talking about the ability to thing strategically, to plan and organize projects, to pay attention to details, or any other important leadership trait.

It is nearly impossible to develop a competency in someone who does not possess some level of natural talent to begin with. Training and development is not the answer to a lack of natural talent. In my experience, companies spend too much time trying to fix what’s wrong with the person rather than adjusting or adapting the job to the person. The lack of natural talent is only a weakness if it is required for the job. The most effective way to deal with weaknesses is to find ways to make it irrelevant to the job.

Another common practice that this research would challenge is one of developing a list of leadership traits or characteristics that all leaders should possess. I know companies that have twenty or even thirty traits that they expect every leader to either possess or develop. The fallacy of this is that no one can be expected to have natural talents in so many areas and expecting people to develop skills without natural talent is unrealistic.

Also, no two leadership roles are exactly the same. A different set of talents and skills are required depending on the situation. For example, one leadership role may require someone who can see the big picture and think strategically. The need is see the future and lead the organization to it. In another case, the organization may need someone who can turnaround things quickly. It requires talents in the operational area with the ability to prioritize and allocate resources for quick results. Or the organization may have low morale and poor worker engagement and requires someone with the ability to bring people together.

I believe the next big opportunity for breakthrough results is in the whole arena of matching people to jobs, and making changes to take full advantage of the natural talents that exist in the organization. It has the same potential as the quality movement taught companies to focus on processes for breakthrough performance improvement in the last two decades.

As Jay Niblick says, “there is a growing trend of people who feel unfulfilled in their roles and dissatisfied with results or success.” This is THE PROBLEM. Does THE PROBLEM exist in your organization and if so, is it important enough to do something about it?

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No More Background Checks in Hiring

Submitted By: Ryan Scholz
Many employers are not aware of this, but the EEOC is currently working on new guidelines regarding the use of background checks in hiring decisions. Also, there is pending action on both the legislative agenda as well as legal field to prohibit the use of credit checks in hiring processes. Within 18 months the EEOC is expected to upend current hiring practices and require companies to provide empirical evidence for the business necessity of such things as driving record, criminal record, and credit checks.

This means that HR people will be required to provide data that shows correlations that people with a prior criminal record are more likely to commit work place crimes compared to the general population. The EEOC already has studies that show no correlation between a prior criminal record and the possibility of committing a future crime. To take this one step further, companies may no longer be able to have a “no felon” policy regarding hiring, and therefore cannot ask the question on job applications.

According to the Certified Fraud Examiners, most fraud perpetrators do not have a criminal record because they are first offenders. In addition, many companies just fire an employee for theft and do not file charges. Our church discovered that an employee was embezzling money. In exchange for full restitution of the embezzled funds, we agreed not a prosecute. Both the police and district attorney encouraged this course of action. We found that this is the norm is most small embezzlement cases.

Another fact working against companies in being able to continue using background checks in employment decisions is that the probability of a person becoming a repeat offender drops to extremely low levels if the person has a stable job during their first year out of prison. Employers that construct hiring barriers for marginal, non-violent offenders will have a difficult time justifying barring employment based on a felony conviction alone.

While background checks probably will not be totally eliminated, they will need to be specific and tied directly to a work place need. For instance, a child care facility will be able to eliminate sex offenders from consideration, but other felony convictions may not be relevant. Or a bank may be able to exclude someone from being a bank teller if they have been convicted of embezzlement.

So how will companies protect themselves if they cannot use background checks? This is going to be a two pronged approach. One is to do all you can legally before the hire to find out as much as possible about candidates and their suitability for a job. The EEOC allows the use of job-related assessments that have been validated in the selection process. While psychological assessments are prohibited because of ADA (mental illness is considered a disability under ADA), assessments which measure behavioral style, motivators, and thinking patterns are fully legal and can be used to screen candidates. There has been never been a successful court challenge to the use of assessments. In fact the EEOC prefers the use of assessments over interviews since they are objective and non-discriminatory.

The other key pre-employment way to make better decisions is to have skilled interviewers who know how to ask questions that provide good insights into candidates and are legal. Too many organizations involve people in the process who have no training in interviewing. The result is highly subjective and in most cases, irrelevant information for the hiring decision.

During the hiring process, people should be fully aware of company polices relative to drug testing, theft, or any other criminal behavior, Drug testing, both random, as well as for specific incidents is legal. If applicants know that a company does frequent, random drug testing, those who have drug problems are much less likely to apply. Companies, like retailers, who make it known that they prosecute any employee theft are more likely to discourage potential criminals from applying.

Once a person is hired, then it becomes incumbent of the company to have good polices and procedures in place to minimize the possibility of criminal behavior in the work place. A drug testing policy is essential.

Controls around the handling of money need to be tight and subject to very sound principles of financial control. Spending money to have an outside audit firm come in and review all company practices and policies can be a very good investment.

If employee theft is a concern, then polices and practices relative to random searches may be needed. Access to the facility needs to be limited and under the watch of a security person, both to prevent theft as well as unauthorized access to a facility. Most companies require some form of ID or badge to enter a facility. Terminated employees should be required to turn in any company ID as soon as employment is terminated.

When you read about most work place violence incidents, there were usually warning signs about the person ahead of time. And most had no prior history of violence. All supervisors and managers should be attentive to irrational or unusual behavior on the part of any employee.

Even without the ability to do background checks (which probably don’t help anyway), there are a lot things that a company can do to protect itself from criminal activity.

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Undercover Boss

Submitted By: Ryan Scholz
A few weeks ago I watched the new TV program Undercover Boss. I am not much of a fan of reality programs, but the concept intrigued me and since I am in the organizational development business it seemed like good research. The premise of the show is that CEO’s from large companies go undercover in their own companies to find out what is really going on. They actually spend time working in jobs at the lowest level of their organizations.

I recently read that CEO’s of large companies know about 3% of what is really going on in their companies and directors know about 10%. I realize that most of the executives who receive this newsletter are too well known in their organizations to be able to truly go undercover. But the question is, “How much do you really know about what goes on in your company?”. Most senior leaders only get filtered information up the chain of command. They tend to get the information that those below them in the organization think they should get.

In my corporate career, I regularly moved into new management assignments. One thing that I always did was spend some time with people at the lowest levels of my organization when I first took the assignment to get a better feel for what they did. In one instance, one of the areas that was under my direction was the plant laboratory. I asked the manager and supervisor to set me up to spend a full day following the lab technicians around to see what their day was like. I even had them train me how to a couple of the analysis that they routinely did. At the end of this particular day, one of the tasks of the technicians was to clean and buff the floor. Most of the technicians were female and they let me know that this was something they didn’t like to do. I had never operated a commercial buffer before, but that didn’t stop me from volunteering to buff the floor for them. Well as soon as I turned on the buffer it managed to drag me across the room. Fortunately, someone grabbed it before I hurt myself or did some damage.

This experience gave me an appreciation of the problem. The ladies had a legitimate point and we arranged to have the floor buffed by a janitorial service from that point on. It also showed the people I was approachable and didn’t take myself too seriously.

As a executive, how well do you really know the answer to these questions:

How are your customers really treated? In one episode of Undercover Boss, the CEO of large internet order fulfillment company goes undercover to work as a customer service representative in a call center. He is truly amazed to hear the person who is training him be rude and discourteous to a customer. The only reason he didn’t fire the employee on the spot is that he didn’t want to blow his cover. The scary part was that this person was training others.

It is generally true that employees treat customers the same way that they are treated. The employees will meet the perceived expectations of their immediate supervisor. They will model the same behavior that they observe.

What are the real issues that your people face? In the few episodes that I have watched, the common theme that I see is that most people in the organization are dedicated and take great pride in their work. The undercover bosses learn ways that they can make their employee’s life easier and it usually doesn't cost much to do so. In one instance, a female employee had to work late hours and then go to her car in a large parking lot by herself. She was concerned about safety. The CEO of this company instituted a simple policy requiring management to provide a security escort for any employee who needed one.

How do your first line managers and supervisors really treat your employees? This is a story I shared in my other newsletter, but I think it is worth repeating. The lady who cleans my office and also our home, works a full time job in a local assembly plant. She is a single mother with four kids that she has to support. Although limited in education, she works hard and is trustworthy. A couple of months ago, one of her cousins died and she went out of town to the funeral. She followed proper procedure and notified her boss that she was going to miss work to attend the funeral.

When she returned, her boss called her in and gave her a written warning for an unexcused absence. He told her that the company did not consider cousins to be family members and therefore she wasn’t entitled to funeral leave. The lady and this cousin had grown up together and been raised as sisters. How insensitive for a supervisor to make the statement that he did.

Since you probably can’t go undercover, how do you become more approachable so that you can get unfiltered information about what is really going on in your organization? Here are some suggestions:

Commit to spending time each month down in the trenches with the lowest level of the organization. Take off the suit and get your hands dirty.
Break down the formality and encourage people to call you by your first name, not Mr. or Ms.

Make decisions based on what you learn to make your employee’s lives easier and to recognize their dedication and contribution.
Send handwritten notes with a personal comment to front line people you meet.

Treat those who report directly to you the same way that you expect all managers to treat their employees and the way that you expect all employees to treat your customers.

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Talent Management - Measuring Success

Submitted By: Ryan Scholz
70% of users are dissatisfied with the process
50% of customers regret their buying decision
46% turnover among new buyers
46% failure rate from the process
Less than 20% of transactions ate successful

If these numbers were related to customer satisfaction, a business could not survive. It is clear how these numbers would have a dramatic impact on the profitability and viability of the business. However, these numbers are not about customer satisfaction, but rather come from a study of recruiting and retention processes by Dr. John Sullivan. What is interesting is that many businesses do not even measure the effectiveness of this key business process. According to Sullivan, less that 30 percent of companies measure the quality of hires, and less than this measure key elements of the talent management process.

In one survey, 70% percent of applicants and 28 percent of hiring managers (Source: Staffing.org) were dissatisfied with the hiring process. The biggest complaint that I hear from job applicants about the hiring process, is that they are left hanging throughout the process. The company doesn't follow up or fails to get back to the candidate when they it promised to do so. As a rule of thumb, the company should put closure on every solicited resume or application it receives. I don’t think it is necessary to put closure on unsolicited resumes. As soon as a candidate is eliminated from consideration they should be told, with email being a very efficient and low cost way to do this. Keep applicants who you are interested in informed of the status of the selection process. I know a friend who took a less desirable job since he never heard back from his primary interest weeks after an interview. Two months later the company called to make an offer.

The failure rate of new hires is significantly high according to many studies.
25% of new hire regret taking the job (Source: Challenger, Gray)
50% of hiring managers and new hires later regret their decision (Source: The Recruiting Roundtable)
46% of new hires leave their job within one year (Source: eBullpen, LLC)
50% of current employees are actively seeking a new job (Source: Deloitte)
46% of new hires are categorized as failures within the first 18 months on the job (Source: Leadership IQ)
40% of newly promoted managers fail within 18 months of starting a new job (Source: Manchester, Inc.)

The cost of this failure in the selection process has incredible economic implications. According to McKinsey & Co., top performers increase productivity, revenue, and profit by 40 to 67 percent over average performers. Businesses are leaving lots of money on the table as the result of making poor hiring or internal selection decisions.

The principles of process improvement used for years in manufacturing can be applied to improving the selection process. The first step is to have a clear definition of job requirements. Think about trying to deliver a product without knowing what the customer wanted. The same is true of selection. Job requirements go beyond skills, knowledge, and experience—they must include behavioral and attitudinal factors as well.

Once the job requirements have been clearly defined, there needs to be a system in place to match candidates to the requirements. The primary reason for poor selection decisions after the job requirements have been defined, is inaccurate or incomplete information about the candidate. If we knew exactly what type of person we needed and knew everything about a candidate relative to those requirements, there would be very few selection mistakes.

To improve the accuracy of information, these elements need to exist:

A formalized process for seeking all public information about a candidate which includes background checks. An underutilized tool is to Google a person’s name and see what comes up. I found out someone I knew was a convicted felon by simply by Googling his name and found a newspaper article about the situation.

A highly trained and skilled group of interviewers who know to ask the right (and legal) questions to learn as much as they can about a candidate. Interviewers should be required to independently evaluate candidates using a formal system.

Assessments provide valuable information that is very difficult to get through other means. Properly designed and validated assessment instruments are instrumental to improving the selection process.

Even if the job requirements were clearly defined and the best candidate chosen for the job, there is still more to the process. The popular term for this is “onboarding”. For most employees, the most exciting day of their career was their first day on the job. Then it goes downhill from there.

Companies should have a formal onboarding process for new employees. There are a number of resources available that provide ideas and structure for such a program. One particular aspect of onboarding that I get involved in is helping new supervisors and managers hit the ground running in their new job. Many new managers have never received any form of training and I find that the first 90 days are essential to the long term success of a manager.

READ MORE - Talent Management - Measuring Success

How to Create a Leadership Development Plan

Submitted By: David Shoemaker I.
(Leadership)

HR leadership and executive leadership training both take a lot of practice and motivation. To become an effective leader, you must develop a plan. Whether or not you are ready to complete your own leadership development plan, there are a few tips and pointers that can help. A plan is an important part of getting where you want to go, whether you aim to improve your leadership style or change it completely. Regardless of what you want to do, it is
How to Create a Leadership Development Plan

crucial to make a plan in order to achieve your goal.

In both executive leadership training and HR leadership, future leaders are given the tools to become effective leaders in their chosen industries. For example, by the end of training you are advised to keep a list of the key pieces of knowledge you acquire throughout your career. Going through executive leadership training also prepares you to be able to describe each part of a development plan and to also be able to provide examples. In the process of developing a plan it is also helpful to explain the role of your colleagues, mentors and networks in the pursuit and accomplishment of your goals.

HR leadership training will prepare you to develop the strategies that will improve strategic, legal, ethical, and financial outcomes for your organization. HR leadership is very important to any organization and in order to be effective and successful in your career it is helpful to complete executive leadership training. Working in HR leadership can involve facing many complex problems, including managing the complexities of interpersonal dynamics at the most senior levels to foster strong leaders. Developing a leadership plan can be useful for working in HR leadership because it will allow you to assess your basic leadership skills.

The goal of developing a leadership plan in both HR leadership and executive leadership training is to help yourself develop those skills that you have not mastered yet. The first step to writing your plan is to choose a template method. The next step is to compose your plan. When composing your plan, you should first identify three goals you will pursue. Then document each goal on your development plan and write down as many ideas as possible that will help you in successfully completing each goal. These are also known as the strategies for development.

It is important to remember to set reasonable dates for accomplishing the steps and goals in your plan. This should be as realistic as it can be because you will be using this plan beyond training, and well into your career and future. It may be convenient to print a copy of your plan so that you may easily refer back to it as you complete steps. Keep in mind that this can be an ongoing professional plan that you can use throughout your career and you may not fully master all of the skills you listed. While documenting which skills you wish to develop, keep in mind that there is a cost to every skill. You should determine whether or not it is worth the cost before working towards it. Lastly, in HR leadership and executive leadership training, you should always remember the importance of mentors and networks. Heeding this advice will not only yield good results in your plan, but it will also be helpful for the success of your career.

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An Overview of Project Leadership and Project Management Training

Submitted By: David Shoemaker I.
(Leadership)

The traditional perception of project management looks at projects as goal-oriented systems created by managers and other administrators. These systems are often filled with ambiguity, technical complexity, and span many diverse goals that seem to be ever-changing. Project leadership attempts to organize this process and succeed in meeting goals. There are three major frameworks for defining project leadership: organizational, project, and individual. We cover these topics in a project management training.
An Overview of Project Leadership and Project Management Training

In order to be an effective project manager, it is essential to start with the basics. All projects begin with a specific need. We must develop a plan that specifies how the need can be met while still taking into consideration our time and resource constraints. We develop timelines with specifics tasks and cost estimates as well as ways to measure progress. Despite all of this careful preparation and planning, projects often don't stay on schedule; or perhaps fail to stick to their budgets; some do not deliver the desired results. Why?

One reason for these failures could be that the techniques we use to complete and plan the projects are inadequate. Another is that sometimes the techniques are improperly implemented. However, the most common reason for failure is that project leadership does not include sufficient time for uncertainty. Every project is different. We cannot implement the same processes and techniques for every project and expect things to run smoothly. Some projects will require more time in the planning phases and others during execution. In a project management training you will learn to account for uncertainty and develop plans that are realistic and thorough.

We start with organizational design theory. Most projects are undertaken by organizations. We need to look at how the organization was designed. We need to look at the fundamental goals of the organization, the environment in which we want to accomplish the goals, and the types of work needed to produce the product or service that we are trying to plan. This last part is important for project leadership. We call this aspect differentiation, meaning that we take big objectives and break them up into smaller tasks. Then the tasks are carried out by specialists (often in groups). After tackling differentiation, integration is the next step. All of these separate tasks that we defined for differentiation must fit together seamlessly at the end.

There are several different ways to approach handling both differentiation and integration. Sometimes it is best to work in a hierarchical structure and other times it is best to work in a team setting; sometimes we must combine the two approaches. Differentiation and integration are often the features that define the way an organization is structured, and it is important to understand those concepts in order to understand an entire organization. And once we understand those concepts we can better appreciate the roles that a project manager serves within such a complex structure. Concepts and strategies such as differentiation and integration make up the basis of a comprehensive project management training. At the end of such a course, you will have the skills needed to be an effective leader.

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Turning Todays' Executive Challenges Into Tomorrow's Successes

Submitted By: Scott Watson
(Leadership)

Summit Consulting and Training, the UK and Bahrain based leadership and management development company has announced the launch of its specialist executive and high-potential coaching service.(LeadersHip)

The new service, which has been painstakingly developed during the past three years, is intended to help key business executives and high-potential managers maximise their effectiveness and enhance employee engagement.Turning Todays' Executive Challenges Into Tomorrow's Successes

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