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Author Archive | Jeannie

Leadership Advice: Is Less More?

More, more, more! Over 10,000 leadership books and growing. Over 55,000 million articles and growing even faster to meet social media’s insatiable demand for content. What should be your strategy for learning to lead in the face of this torrent of advice? In my last blog, I talked about leadership book fatigue. Something leaders suffer […]

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Back to the Future to Develop Leaders

Did you know that 93% of CEO’s recognize the need to change their strategies for talent, according to the PwC’s 2014 Annual Global CEO Survey (up from 77% in 2013).  In spite of all the investments and adoption of tools, efforts are still not yielding expected results.  Could going back to simpler vintage strategies (circa […]

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Escape Leadership Book Fatigue

One of my colleagues and her neighbor (both high level executives) recently declared: “We’re not learning anything new from books on leadership and we won’t read them anymore!” They are suffering from leadership book fatigue.  Are you?  Here’s one reason for this malady  Many books give simple one-size fits all formulas, but leadership is about […]

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No Shortcuts to Learn Leadership

  “This (leadership) really is hard to learn. People keep trying the easy way out – they keep reading the books, they keep going to the courses –that’s only feeding your intellect. You cannot learn this as a concept. You have to learn it from experience” – Jeannie Coyle On a recent edition of the More Human […]

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Don’t Puncture Performance

Peter Drucker observed, “So much of what we call management consists in making it difficult for people to work.” Are you inadvertently making it difficult for people to do their work? Are you micro-managing decisions, keeping people in the dark, withholding essential feedback, or unintentionally acting in ways that insult people? Most people love work […]

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Keeping the Talent Bucket Full

Many companies’ talent recruiting strategy is like using a teaspoon to fill a bucket full of holes. They want prospective workers to be job ready, without giving them development help or ramp-up time. To get a job, you have to already have done it, which creates a shallower pool from which to hire. The result, […]

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