Publications

Redeeming features prevent the strong characteristics that got you
where you are from going into overdrive.

As 2010 approaches, many organizations are anticipating the likelihood of renewing their hiring efforts. Before they begin, they must prepare to enter a decade where they will face new realities and new challenges brought upon by the economic upheaval of the preceding years. Some changes will provide opportunities while others will prove more vexing. Here is a look at eight likely occurrences, their probable impact on hiring efforts and how you can take action to best position your organization for success.

What influences rter accuracy in 360 degree feedback?

Asia has emerged as the new center of global economic growth, which is now being driven by rising consumption and increased innovation across the region. This portends major changes for business talent and leadership by 2025. Western multinationals and Asian enterprises who want to expand in the region must develop their own flexible, creative, and collaborative leaders—a group currently in extremely short supply.

A best practices book for applying research-proven principles to your practice of interviewing.

Learning agile leaders are not interchangeable. Korn/Ferry research indicates most fall into one of seven distinct profiles. Understanding the natural strengths of each leads to more strategic decisions about job assignments.

How do you identify high potential around the world?  Are there differences?

Read about key insights into 360 feedback ratings.

One of the major challenges companies face is maintaining a steady pipeline of “ready now” candidates to move up into positions of greater scope and responsibility. This challenge raises two questions: How can leaders get to know their organizations talent on a deeper level as a prelude to individual career and organizational planning decisions? Then, how can companies also develop those individuals to support their emergence as fully qualified leaders?

Several diverse streams of research support different elements of the 720° approach to executive coaching. This paper explores the research foundations that contribute to both the inside-out and outside-in coaching methodologies that make up our approach. Our model is reflective of where coaching is moving as a field of practice – toward methodologies that are integrative, multi-disciplinary, and deeply embed executive and coach in an intense, collaborative experience.