• Great Expectations: Today’s leaders need to be good. At everything.

    In our latest research we asked hiring managers to rank the importance of core leadership competencies when assessing managers at three levels: frontline, mid-level and senior executive. Our results revealed employers expect more of all their leaders. But are their expectations realistic?

  • The Leadership Accountability Gap

    New research explores the real state of leadership in organizations today and reveals practical ways that organizations can develop leadership accountability and tighten the gap in their own teams.

  • Beyond the CEO - The role of the board in ensuring organizations have the talent to thrive

    Beyond the CEO, examined directors' opinions about the ideal role and current level of oversight in the following five areas:
    Strategic HR Planning
    Culture and Employee Engagement
    Executive Compensation and Performance Management
    Succession Planning
    Learning and Development

  • Building Leadership Accountability

    Leaders lead. It's a simple statement, but it raises more issues than one would expect from the average twoword sentence. Why? Because—given the research this report will present—leaders do not always lead. Indeed, in many cases and with increasing and alarming frequency, the claim that "leaders lead" is simply not true.

  • The New Organizational Currency - Designing Effective Teams

    Teams are essential for accomplishing business goals in today’s work environment. Businesses are becoming increasingly reliant upon teams for solution finding and production. Additionally, virtual teams are increasing in acceptance and popularity, as five million employees are projected to work remotely by 2016.1 Based on these trends, research is warranted in exploring teams. What are the characteristics of effective work teams? What challenges are teams faced with today? Are there uniquely important aspects which distinguish effective virtual teams from effective face-to-face teams?