MSCI, a Leading Financial Services and Analytics Firm Deploys C4L to Successfully and Cost- Effectively Build Its Leadership Capabilities.
MSCI, a leading financial services data and analytics firm with over 3,000 employees in locations around the world, determined that it was a strategic business imperative to accelerate the performance of their leaders through leadership development.
With more than 30 locations throughout the world, it was a challenging undertaking to design, build, and deliver a scalable, high-impact, cost-effective solution that would provide a consistent learning experience for their leaders.
C4X Case Study: Medidata
Find out how Medidata, a publicly-traded company offering a SaaS platform for clinical researchers, realized huge returns on their investment in Skyline's C4X | Coaching for Excellence solution. In this case study, we pull back the curtain and reveal how Skyline was able to help Medidata achieve impressive results.
Beyond Influencing: Maximizing Leadership Influence Through Creating Shared Reality
The ability to influence is ranked as the most important leadership skill by the leaders we work with around the world. With this in mind, we set out to expand the thinking and methods for how people can effectively influence. Drawing from new research in the field of social psychology, this white paper expands current thinking and methods of traditional influencing.
Leaders, Relax Don't Do It!
How leaders react—or respond—is perhaps the most consequential behavior that they perform. Reactions are immediate and fraught with emotions. Responses are thought-out and intentional. When leaders manage and respond with intent, better decisions are made, relationships are strengthened, and collaboration and team health is reinforced. In turn, their organizations are healthier and more productive.
Mindset Over Matter: Research and Findings into Leadership Mindset and Impact
Your mindset is the way you see and interpret the world. A leader’s mindset shapes their expectations about their own and their team’s performance. Leaders with the right mindsets tend to achieve more because they actively set goals for themselves that are above their current capabilities and then put in the work to expand their skill sets.
The Art of Executive Presence
In Skyline Group’s work with executives worldwide, executive presence is one of the top areas identified for development. Perhaps one of the reasons why so many leaders wrestle with mastering this competency is because effective executive presence requires successfully using a number skills. “Executive presence” is a multifaceted competency which includes the ability to build trust and confidence with others through self-confidence, self-trust and self- awareness, and the insight to discern the needs, interests, and styles of others. These skills are combined with embodying being present, authentic, and commanding respect through projecting calm, sincerity and understanding. Mastering executive presence is to become a soft skill polymath.
The 4 Ways To Keep Developing Leaders Aligned With Company Goals and Culture
Have you ever seen a car with a bent frame traveling down the road? It looks like a crab. The front axle veers off in one direction as the rear-end struggles to stay in line. Out of alignment, the vehicle bumps along toward its destination. It’s still moving forward, but its performance is gravely compromised. When companies and their leaders are not aligned, their performance and potential is jeopardized in a very similar way. Executives work toward one goal, managers another, and individual employees a third.
Great Strategies Require Great Thinking: The Seven Steps To Effective Strategic Thinking
Strategic thinking is the process of identifying the best way to achieve your vision or objective given your unique situation, circumstances and preferences. It requires a systemic view of your own organization and industry, at the market level and across the larger economic and business environments. This type of thinking includes the ability and willingness to look at problems differently, try new things, take risks and consider long-term implications of current actions.
The Ability To Influence Is A Critical Skill
A leader with strong influencing skills is able to create acceptance and support for their ideas and initiatives by building consensus and gaining cooperation.
Taking Leadership Coaching To The Next Level: Scaling the Results and Impact of Leadership Coaching Throughout Your Company
Coaching has long been seen as only for the few at the top. There have been a number of obstacles to making coaching available throughout an organization to a broad segment of a company's employee population. No longer does coaching need to be a "haves" vs. the "have-nots" development proposition.
The Case For Providing Leadership Development To All Employees
To avoid a leadership drought, a company has to recognize that many people have the potential to become a leader. You just have to know the right way to tap into that talent. With the right leadership development program, you can have a company full of employees with the right leadership skills.
The Balanced Leader: Moving Beyond the Gender Conversation
Challenges to effective leadership continue to grow in complexity. One area of leadership that is gaining considerable attention pertains to masculine and feminine expressions of leadership that both men and women use interchangeably. Women continue to face roadblocks as leaders regardless of which gender expression they use, and our research highlighted some very interesting surprises about the obstacles they encounter.
Developing Leaders in the 21st Century: Outdated Methodology is Giving Way to Technology-Enabled Solutions
Leadership development programs seem stuck in the past. Most coaching is focused on senior executives and is conducted in their offices or by videoconference. Coaching for mid-level leaders -- who are crucial to the success of organizations -- usually takes place in group classroom settings, or is skipped entirely. Clearly, the marketplace demands a new approach to leadership development.
This is What Leadership Looks Like in Each Generation
The workforce is currently made up of four distinct generations: Baby Boomers, Generation X, Millennials, and Generation Z. Both leading and leadership dynamics are unique with each of these generations. Based upon our research this whitepaper provides insight and guidance on: the unique leadership views of each generation, how each generation views the other, the strengths and challenges that leading each generation poses, and how to leverage the unique skills and perspectives of cross generational leaders.
Managers, Are You a Coach or a Mentor? Do You Know the Difference?
Managing employees and coaching employees are not the same thing. Although there is overlap between the two, they have different objectives. In this whitepaper, we cover all of the obstacles managers need to overcome to become coaches.
How to Build a Leadership Development Program that Doesn't Disappoint
Too many times, after months and months of preparation, a carefully-planned leadership development program fails. Why? In this brief whitepaper, we draw on our experience to reveal key factors in creating a leadership development program that resonates and engages potential leaders.
Moving Beyond Male / Female Leadership Stereotypes
The most effective manifestation of leadership is an approach that is balanced - it falls in the middle of the spectrum, and leaders use both feminine and masculine versions of leadership skills in different situations. Unfortunately, stereotypes hold many leaders back from achieving this balance. They believe that they must act how employees expect in order to be successful in their positions. So, what are these stereotypes? And how do they impact the ways employees perceive leaders, and in turn, the ways leaders act?
6 Tips for Recognizing High Potentials
According to research done at CEB, High Potentials (HIPOs) are 91% more valuable than non-HIPOs. But today's reality is that 73% of HIPO programs are failing to deliver business outcomes or ROI. In this brief whitepaper, we reveal key findings addressing how organizations can identify high-potential leaders in their ranks
Beyond Gender: Changing the Leadership Conversation
We need to move the conversation beyond gender and instead look at developing well-balanced leaders---what all leaders, male and female, can do to become more effective. The solution isn't as simple as telling women to adopt more masculine traits. Leadership competencies exist on a spectrum, and leaders need to understand when acting in a masculine or feminine way will be more effective.
Disengaged Leaders and "Bad Bosses"
Disengaged leaders and bad bosses create an unhealthy work environment, which in turn makes employees miserable. In a previous study conducted by the Organizational Intelligence Institute, we learned that leaders have a multiplying and cascading effect (i.e., ripple effect) on their organizations and teams by virtue of their role.
Employee Data Lake: Sink or Swim!
The concept of a "data lake" with respect to Big Data represents the aggregation of a variety of data sources both structured and unstructured in one place such as email, chats, financial records, etc. Using a number of mathematical algorithms and business intelligence tools, companies are organizing and making sense of these disparate data sources through advanced analytics to make better business decisions.
The Impact of the Disengaged Leader
There is an estimate that disengaged employees cost the US between $450 and $550 billion dollars per year. With all this information about the impact of the disengaged employees you really don't see or hear much about the Disengaged Leader (DL) or manager.
10 Critical Reasons For Business Driven Surveys
This succinct article identifies why business driven and aligned surveys are critical to company success and lists the top ten surveys that all companies should be considering at different key times.
Leaping Ahead With Organizational Intelligence Surveys
Organizational intelligence surveys measure employee engagement at each of these levels and more. They are broader than employee engagement surveys, yet concise and more focused than traditional employee satisfaction surveys (i.e., those antiquated and ridiculously lengthy surveys with 100-150 items).
The Search For Brilliance: Developing The Middle for Organizational Success and Viability
American Public University interview with Skyline's Stacy Shamberger on the power and potential of middle management.
Sales Is a Numbers Game... Or is It?
In sales leadership our lives are driven by numbers. And with the assistance of sales enablement tools and big data it seems the term "Sales is a numbers game" has become even more of a mantra for us. And we have the dashboards, reports and statistics to prove it. But what does the data and the tools really prove? The over-weighted focus on numbers, tools, and analysis has become a distraction and obsession away from what is really important.
Redefining Traditional Succession Planning
One of the areas in which enterprises are slow to adapt to the need for change is in their approach to succession planning. Many businesses don't do any succession planning at all, and most that do are still stuck in an old-fashioned hierarchal mindset that's no longer in line with today's dynamic environment. It's time to move beyond the stale paradigms and redefine the concept of succession planning.
Validating the Skyline 360 Instrument
In this whitepaper, we capture the core of the research performed through all other existing 360 assessments and distill the essence defined as the fundamental competencies that support or derail a career. Explore the key questions companies should be asking in their 360-degree employee feedback programs.
What Really Motivates People
When I'm talking to leaders, the conversation around how to motivate their team typically comes up whether it's a top performer who needs to be motivated to stay within the organization (and not lost to the competition) to middle performers who would do even better if they would take things to the next level. So what actually motivates people?
Maximizing the Middle for Sales Employee ROI
While popular business media and culture tends to focus on sales leadership, there is perhaps the greatest un-mined revenue generating opportunity lying dormant within almost every sales organization in the world: mid-level sales professionals. It is in the "middle" where the greatest development ROI and company performance gains can be derived. A 5% increase from a company's middle performance yields 70% more revenue than a 5% performance increase of a company's top 20%.
Maximizing the Middle for Employee ROI
There's no doubt that it's more sexy and fun to be putting together programs and working with people at the C-suite level or your high potentials, but at the end of the day it's your middle managers who are doing the bulk of the work. It is also in the "middle" where the greatest development ROI and company performance gains can be derived. A 5% increase from a company's middle performance yields 70% more revenue than a 5% performance increase of a company's top 20%.