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A recent LHH-LinkedIn poll found 47 percent of respondent organizations were planning significant overhauls of senior leadership, with six percent predicting a “total overhaul.” Less than one-third of respondents did not anticipate any changes in their executive leadership teams.

Traditional leadership development can be very effective on its own. However, coaching can take the skills, behaviours and mindsets that form the curriculum in a classroom or group learning experience and turn them into personal, customized solutions that help leaders learn more, more quickly, and retain that knowledge longer.

I work in a “high-touch” business where face-to-face meetings often mean the difference between bringing on a new client or losing out on a prime opportunity. I knew I had to find ways to replicate those high-touch moments in a socially distanced context. I’m not saying it’s been easy, but there have been breakthroughs.

Working through the pandemic, HR leaders have been forced to be more innovative in reshaping long-standing HR policies and practices to look for more strategic, flexible, and adaptable ways of managing their people function.

When building a coaching culture, leaders must keep these three must-know qualities in mind to successfully create the conditions to generate new ideas while keeping employees confident and engaged.

The pandemic has been a catalyst for unprecedented transformation, prompting leaders to change their views on their values and value systems—and redefining what it means to be a leader.

A crisis can clarify the changes we need to make in leadership philosophy and application.

As CEO of Foodstuffs North Island, New Zealand’s largest grocery retailer, Chris Quin wanted to improve the overall leadership culture of this well-established co-operative by making his leaders more accountable.

Justine McDermott, Area Partner Manager for Cisco in the United Kingdom, talks about the success her organization has had supporting women seeking a leadership track.