Leadership models tend to be exhaustive, rather than essential, which makes them harder to put to use. Research suggests three key habits to focus on.
Reframing a common question around transformation may help leaders reduce the sense of threat often provoked by major change.
When the right people come together, teams can think and act more efficiently. At NLI, we call this balance “optimal inclusion.”
Leaders who talk to their people about performance on a regular basis, not just once a year, do themselves the biggest favor in being unbiased.
In many organizations, performance management conversations happen maybe four times a year. NLI knows how to make them a regular part of work life.
A key aspect of organizational transformation involves leaders getting buy-in from their teams. But leadership doesn't come without followership.
The AGES Model helps organizations take a new approach to learning efforts, turning mandatory events into meaningful experiences.
Humans may instinctively resist change, since it threatens our current stability, but research suggests there are ways to reframe change as a positive.
The SCARF® Model is a handy, science-backed way for leaders to increase their employees' intrinsic motivation and engagement at work.
Here's how leaders create an environment in which both extroverts and introverts feel comfortable sharing their ideas in meetings.