The research on team effectiveness is clear. There are inside-the-team conditions, skills, and processes that must be present for a team to be "high performing". But there are also other factors that have equal weight in determining team effectiveness.

What works and doesn’t work when building a high performance team? How do you turn around a low performing team? Is conflict in a team good or bad? How do you handle conflict?

Organizations often create and implement a managerial or leadership competency model which has 10 or fewer competencies (such as customer service, integrity, and communications). In these cases the competencies are usually more a value statement that, while important for many jobs, does not define their total palette of required leadership competencies.

How do you create a competency model that has impact? Do competency model differ by job level or business function? Is there one universal competency model that works across all organizations? What is the economic value or ROI for the right competency model?

Strategic alignment is critical to an organization's long-term success, But, how do you align and integrate people and processes around the particular capabilities that will drive your strategy?

For a talent management process to have long-term success, solutions must go well beyond just identifying and recruiting the right managers and executives. Talent needs are constantly in flux, requiring a customized approach and a keen awareness of the challenges and opportunities that lay ahead. Leadership development is an ongoing process that must be aligned with the company’s strategic goals and culture while also taking in account influences from the marketplace as a whole.

If done well, performance management is a fundamental process of organizations, no one is ever satisfied with their current system. Yet if it is done well, performance management improves business results, increases employee engagement, and shapes and enhances the culture of the organization. But, to be successful, how is it done? What works and doesn’t work? What are the key components to a truly comprehensive performance management program and how can you use it to drive results in your organization?