Progressing Leadership by Following a Process

In this session, you will learn why leadership is a process to be refined instead of a skill to be learned, as well as the importance of measuring and tracking leadership progress over time.

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Managing Situational Influences for Maximum Leadership Effectiveness

Situational awareness and adaptability are the keys to effective leadership. It involves recognizing and adapting to the various influences present in any leadership encounter. Situational awareness or instinct is not something most leaders are born with but is something that evolves over time as the Leader increases in experience.

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A Contrarian’s Thoughts on Leadership Development

My view of leadership has been honed over a 30-plus years career performing and observing leaders at all levels of management. I began codifying my leadership development vision as a professor at Judson University, in their leading Organizational Leadership program. This experience, along with additional research and personal interviews, formed the foundation for the Elite Leadership Process™ detailed in my first leadership book, Prescribing Leadership in Healthcare in 2017. Since then, I have refined my vision with additional research and interviews for second leadership book, The Path to Elite Level Leadership in 2021. Something that I’ve come to realize and accept is that many of the positions I’ve chosen on leadership are contrary to those of many of my colleagues, namely:

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Leadership Analytics 101

Leadership analytics is critical to an organization’s continued growth and success. It can be the difference between keeping and losing your best leaders, the difference between identifying and missing high potential hires, and the difference between promoting people based on leadership potential or based on prior functional success. Each of these could have dire consequences for an organization.

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Unlocking the Power of Leadership Analytics

Category : Leadership

The importance of quantifiably measuring and monitoring leadership progress cannot be stressed enough. If leadership behavior is not measured, it can’t be improved. As the data scientist, W. Edwards Deming states, “Without data you’re just another person with an opinion.”

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Leadership Impact Assessment Results – Directors

We have already released analysis from our Leadership Impact Assessment (LIA) for the C-Level Executives and Vice Presidents (see all of the results and the LIA background at MeasuringLeadership.com). To reiterate, it’s important to measure the outcomes from leadership training, but most organizations don’t incorporate it for one reason or another. Without any way of measurement, the individual and/or organization can’t empirically know what needs to be improved.

“If you can’t measure it, you can’t improve it.” 
– Peter Drucker

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Leadership Impact Assessment Results – Vice Presidents

Category : Healthcare General

Recently, we began releasing analysis from our Leadership Impact Assessment results. In the last newsletter, we analyzed results for the C-Level executives in the data. It’s important to measure the outcomes from leadership training, but most organizations don’t incorporate it for one reason or another. Without any way of measurement, the individual and/or organization can’t empirically know what needs to be improved.

“Without data you’re just another person with an opinion.”

– W. Edwards Deming, Data Scientist
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Leadership Impact Assessment Results – C-Level Executives

Category : Healthcare General

Over the last few weeks, I’ve been discussing the importance of measuring outcomes from leadership development programs. Most organizations don’t do it for one reason or another. Without any way of measurement, the individual and/or organization can’t empirically know what needs to be improved.

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Measuring Leadership: A Case Study

In an ongoing leadership development training program, we conducted 3 cohorts of the Elite Leadership Training (ELT) program at a hospital in Chicago. The second cohort included leaders who reported directly or indirectly to the organization’s C-Level and other top executives to the leaders, who participated in the first cohort. The second cohort was the largest and the one which yielded the most data to analyze, which is the subject of this case study.

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Leadership Development Programs Need to Be More Accountable

Category : Healthcare General

Many believe that leadership growth is not something that can be quantifiably measured . Leadership experts regularly expound on how well their leadership development training works without any proof to substantiate their claims. When asked about how they know it works, the answers typically fall into 2 categories, “We can tell” or the dreaded, “We believe it worked.” Neither of these are acceptable to an organization or an individual that has spent their time and money for the training. With the right tool, a well-designed leadership development training program can easily be quantifiably measured.

“If you can’t measure it, you can’t improve it.”
– Peter Drucker

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