The power of a higher organizational purpose in motivating employees is discussed in the latest issue of Harvard Business Review (HBR) (July/August 2018) in a cover article titled “Creating a Purpose-Driven Organization”, written by Robert E. Quinn and Anjan V. Thakor.

​In this final installment, we discuss how these conversations can be made even more effective by addressing the coachee’s values/drivers.

Part 2 will summarize two other scholarly perspectives on successful coaching conversations.

Providing feedback is an essential part of the job description for a manager, leader, or coach; it can boost both individual and team performance. How can you improve the effectiveness of your coaching, to better create lasting growth?

While we all have our strengths and weaknesses, creative people present a unique challenge for many leaders. Case in point: type leading creatives into Google and you’ll see over 13.5 million results.

Innovation is essential for staying competitive in the marketplace, so business leaders and researchers are increasingly interested in optimizing their organization’s creative talent. However, there are challenging paradoxes that arise as creatives and organizations seek to move from generating ideas to implementing and commercializing them.

Leadership development requires knowing yourself first, then adapting your approach to different situations and people. These six tips offer advice:

Leadership development involves leaders knowing themselves and their team members, striving to bring out the best in each other. Here are nine practices leaders should always be doing:

Your personal leadership brand is the sum of many actions and attitudes, starting with yourself but always considering others.