Available for pre-order. Shipping October, 2014.
Every interaction is an opportunity to influence and inspire others to achieve extraordinary results. In Leading with Intention, Mindy Hall shows the connection between leadership behavior and the bottom line. Reflecting 25 years of Fortune 50 consulting experience, it’s packed with concise, practical lessons busy leaders can apply immediately.
Using a multidimensional case-study research design, Deep Learning explores the experiences of one company developing leaders’ abilities using what is often referred to as “transformative learning.” This process of deep learning is an experience that causes significant awareness and/or shifts of assumptions, perspectives, and frames-of-reference that one holds or oneself, of others, or of the world.
Building on existing qualitative research, this book provides process observation of a deep learning experience, using opinion-polling of subject matter experts, semi-structured interviews, and participant observation to describe the practices and organizational supports used to successfully foster deep learning in leaders.
Organizational change needn’t be overly complex to be successful. To be sure, the number of details you must manage grows with the size of the organization and the scope of the change. But whether for large- or small-scale changes taking place in your organization, a straightforward approach can drive success and sustainability. One such approach is Peak Development’s CLEAR Model for Change©, which focuses on five key elements: Communication, Leadership, Education, Active involvement, and Reinforcement. All five of the elements are important in leading change. By applying this clear, consistent model throughout your change initiatives and giving careful consideration to each element, you’ll feel greater control over the levers of change, and increase your odds for success.
The problem with the current positioning of “change management” is that it is episodic in nature, as opposed to woven into the fabric of an organization. If we could shift our mindset to one that accepts change as a healthy emotional proposition rather than as something that must be managed and endured, I believe we would start from a more sustainable place in making successful changes happen inside of organizations.
While executive team coaching can significantly accelerate a team’s ability to operate more effectively, it is a methodology that is highly influenced by the style of the coach, the tools employed in its service, and the culture of the team to which it is applied. Therefore, teams must target the results they want to achieve and carefully consider which approaches will best suit their needs. To that end, this paper examines the process of executive team coaching, identifying the factors that have the greatest impact on success and providing a theoretical framework that has proven effective in practice. With this knowledge, executive teams can better determine whether and how to apply the methodology, and enter into a coaching process with greater intention.
Within the next twenty years, international trade is expected to more than double. Certainly developments of this scale necessitate new ways of working, requiring leaders to examine not only the strategies and structures of their organizations, but the skills their people need to operate in this new environment. This paper considers the skills required of global leaders, and suggests that those with the discipline to follow a deliberate development approach will, most likely, find themselves with a sustainable competitive advantage.
Teams at the executive level face a unique set of challenges: significant demands on their time, managing the balance of functional and organizational leadership, and learning how to be both nimble and effective as an executive team, to name just a few. Encompassing the results of our 2006 independent research study, this white paper is the result of nearly 100 senior executives from around the globe sharing their real-world experiences and practical advice on the development of executive teams.
A companion piece to the Research Report from Peak Development’s independent research study “Shaping Organizational Culture: A Cross-Functional Study on Real-World Practice,” this white paper considers key findings from the study and offers practical advice for shaping culture within your organization.
Creating the environment, where talented, engaged employees have passion, drive, and the ability to proactively shape a company’s success goes far beyond functional expertise. To excel in a leadership role and display real value to an organization, executives must become adept at mobilizing human energy, shaping culture, and leading change. This white paper explores these skills in more depth and provides ideas for strengthening them in the competency portfolio of line executives.
While individual success is a goal inherent in all Executive Coaching models, the design of a comprehensive organizational coaching strategy is often overlooked. The goal of such a strategy is to develop the right blend of coaching talent, organizational supports, and measurement mechanisms to drive higher performance of individuals and organizations. With a clear strategy in place, communicated effectively to both coaches and clients, executive coaching can become a powerful tool for identifying the intersection of individual strengths with bottom-line results.
In today’s organizations, human resource professionals are being called upon to go beyond traditional elements of their job to engage strategically in organizational efforts that drive business cultures and results. This shift in the HR function requires a different set of skills: in addition to the more transactional competencies that have historically been valued, it requires a deeper facility for personal impact, emotional intelligence, and conscious use of self.
Designed to provide professionals with practical data that can be readily used in the workplace, this study explores how organizational culture is shaped, and the roles individuals play in actively shaping it. Nearly 200 people participated, including individuals at all levels, across multiple functional areas, from a list of companies that spans industries and continents. This Research Report provides a detailed analysis of results and an executive summary of key findings.
Peak Development is 20 years old! To celebrate, we’ve collected some of the most popular pieces we’ve written and published over our second decade into this downloadable mini-book. We looked for pieces that brought our core values to life: we want people to feel more capable and better equipped to do their work; we want people to know that one person can make a difference; we want people to realize that organizations grow when people grow. We hope you’ll enjoy 20 Years of Learning as much as we’ve enjoyed putting it together. It’s our way of saying thank you for being a part of Peak Development’s first twenty years. We look forward to sharing even more learning with you in the years to come.
Throughout 2006, Peak Development published a monthly web series called “10 Years of Learning,” which looked back at the most important lessons learned over the company’s first decade. Now, as the 10th Anniversary has come to a close, we’re pleased to provide all of the essays from this series in one convenient volume. Whether you followed along with the series online or you’re just discovering it now, we hope you find the ideas helpful in your work.
from “The Competency Casebook: Twelve Studies in Competency-Based Performance Improvement” Dubois, David D., ed. HRD Press, Inc., 1998.
Mindy Hall, in Chapter 9, describes how Rhone-Poulenc-Rorer, a global pharmaceutical corporation, used a competency-based approach to build a development culture across the North America zone of responsibility. Hall tracks for us how competencies were used throughout a five-stage change process. The change process included the following steps: creating a vision; generating energy and enthusiasm for the vision; building support for the change with key individuals; providing a common purpose, direction, and language; and, aligning key human resources systems (including recruitment, performance measurement, rewards, and so forth) to support and reinforce the desired culture.