Workism: 5 leadership strategies to keep it away

By

Some social observers, as social observers are wont to do, find doom and gloom shadowing today’s workers. They see workers crippled by workism, an obsession with work as their driving purpose in life.   This isn’t much different from the rat race and other metaphors from former years. Each g... Read More

Microsoft Front Lines

By Shannon Banks /Director, Be Leadership Ltd

At Microsoft, the top 4% of high potential leaders are selected to participate in Bench, a global leadership program that is designed to accelerate development. As part of Bench, senior executives participate in Front Lines, an award-winning action-learning experience linking learning directly to bu... Read More

SOAR: Building Strategic Capacity

By Jacqueline Stavros /Professor/Director of DBA Program, Lawrence Technological University

SOAR: Building Strategic Capacity CHAPTER EIGHTEEN by Jacqueline M. Stavros and Patricia Malone  SOAR is “a profoundly positive approach that allows an organization to construct its future through collaboration, shared understanding, and a commitment to action” (Stavros and Hinrichs 2... Read More

Appreciative Inquiry: Organization Development and the Strengths Revolution

By Jacqueline Stavros /Professor/Director of DBA Program, Lawrence Technological University

Appreciative Inquiry: Organization Development and the Strengths Revolution CHAPTER SIX By Jacqueline M. Stavros, Lindsey N. Godwin, and David L. Cooperrider    Leveraging the power of generative questions, AI changes the focus of what we typically study in organizational life, questioning the... Read More

Are We All Biased? Yes- Unconscious Bias in the Organization

By Neal Goodman /President of Global Dynamics, Inc. and Leader of Global/Cross-cultural/Diversity and Virtual Training, Coaching & Consulting, Global Dynamics, Inc

The implications of unconscious bias are clearly that the best and brightest talent is often made to feel unwelcome, invisible and not important for the success of the organization.  This results in employees who are detached and likely to take their talents elsewhere.  Organizations are slowly ... Read More

Ability to Perceive, Courage to Act

By /President of Global Dynamics, Inc. and Leader of Global/Cross-cultural/Diversity and Virtual Training, Coaching & Consulting, Global Dynamics, Inc

Learn more about innovation, creativity and learning at Gap, Inc. with Michael Perman (Dean of Innovation at Gap, Inc.). Gap's strength in creating constantly evolving programs, such as MindSpark, that support one of its four cultural pillars, “inspiring creativity”, has led Gap Inc. to rec... Read More

Adult Learning and Development

By /President of Global Dynamics, Inc. and Leader of Global/Cross-cultural/Diversity and Virtual Training, Coaching & Consulting, Global Dynamics, Inc

While there may be widespread acceptance that ‘learning’ is, and will continue to be, a key differentiation between short and long term business success, there are few definitive answers as to HOW this learning can occur. new generation of employees and manage The unique learning styles and pref... Read More

The Leader of the Future

By Sally Helgesen /Premier Expert on Women's Leadership | Best-Selling Author | International Speaker

When the first edition of The Leader of the Future was published, the stable and highly efficient hierarchies that had served the industrial era were rapidly becoming outdated.  Top-down technologies of control were being supplanted by web-like technologies of opportunity, which had the effect of d... Read More

The Trendsetter

By Ryan Mathews /Futurist, author, philosopher, storyteller, scenario planner, strategist, artist and founder, Black Monk Consulting

This article, written by Ryan Mathews, looks at how branding – at least branding as we’ve become used to it – is obsolete, as out sync with the rhythms of commerce in the Third Millennium post-industrial world as a square dancer caller at a Hip Hop club. The projection of often-superficial cla... Read More

Innovation in the Chicago YMCA

By Robin Cook /"The Organizational Development Guy", Project work

With roughly 5,000 employees at 34 Ys (including 5 resident camps) serving roughly 1,000,000 people per year, the YMCA of Metropolitan Chicago is the world’s largest YMCA.  We serve a substantial portion of Northeastern Illinois, ranging from the Wisconsin border to Southern suburbs 30 miles from... Read More

Lessons from Archie Bunker

By R. Roosevelt Thomas /BPI Expert

Along with many other Americans, upon the recent death of actor Carroll O’Connor,  I reflected on his  most memorable role – Archie Bunker in the All in the Family television comedy series.  In this piece, I share some of my thoughts with respect to Archie and race.           My sen... Read More

The Tao of Dow

By Misha Goussev /BPI Expert

“East meets West” has become a popular slogan nowadays reflecting the reality that many aspects of the Eastern cultures, particularly from China, Japan and India, have occupied a permanent place in our vocabulary and lives. Chinese restaurants, acupuncture, karaoke, yoga, Tai Chi & meditatio... Read More

Restoring Hope During Times of Mistrust

By Mary Eggers /Senior Partner and co-developer of “Whole-Scale® Change.”, Dannemiller Tyson Associates (DTA)

Widely recognized as the founder of the Whole-Scale™ change process, Kathleen Dannemiller and her partners Mary Eggers and Lorri Johnson teach us through tried and true experiences, models, and tools of societal and organizational change, that hope can be restored even during the most “untrustin... Read More

Change Leadership Behavior

By Marshall Goldsmith /#1 Leadership Thinker, Exec Coach, NYT Bestselling Author. Dartmouth Tuck Professor Mgmt Practice

This article, written by Marshall Goldsmith, Howard Morgan, and Marc Effron takes a look at the impact of co-workers and the impact of coaches through a review of research results in five major organizations.  The purpose of this article is to review their approaches and their levels of success in ... Read More

Executive Coaching Action Learning Lab

By Marshall Goldsmith /#1 Leadership Thinker, Exec Coach, NYT Bestselling Author. Dartmouth Tuck Professor Mgmt Practice

Action Learning Lab beginning June 2009 JOIN LAB NOW Request to join this Action Learning Lab to learn, share, and create Best Practices in Executive Coaching. This group will be composed of 8-12 of your peers from Fortune 500 companies, Universities, Government, and the Military. Eac... Read More

The Success Delusion

By Marshall Goldsmith /#1 Leadership Thinker, Exec Coach, NYT Bestselling Author. Dartmouth Tuck Professor Mgmt Practice

Any human, in fact, any animal will tend to repeat behavior that is followed by positive reinforcement. The more successful we become, the more positive reinforcement we get – and the more likely we are to experience the success delusion.I behave this way. I am successful. Therefore, I must be suc... Read More

Best Practice Coaching Certification Program

By Marshall Goldsmith /#1 Leadership Thinker, Exec Coach, NYT Bestselling Author. Dartmouth Tuck Professor Mgmt Practice

You are invited to participate in a unique opportunity to become a leading expert in Executive Coaching, Collegial Coaching, & Mentoring. Join a close group comprised of your peers from Fortune 500 & Global 1000 companies. Each group will be professionally moderated and will meet on-... Read More

Have the Courage to Ask

By Marshall Goldsmith /#1 Leadership Thinker, Exec Coach, NYT Bestselling Author. Dartmouth Tuck Professor Mgmt Practice

Peter Drucker has a great way with words. He distills meaningful concepts into short phrases more effectively than anyone I have ever met. I have had the privilege of being on the Board of the Drucker Foundation (and now the Leader to Leader Institute) for many years. At one of our early Drucker Fou... Read More

Helping Successful People Get Even Better

By Marshall Goldsmith /#1 Leadership Thinker, Exec Coach, NYT Bestselling Author. Dartmouth Tuck Professor Mgmt Practice

In my role as an executive coach, I am asked to work with extremely successful leaders who want to get even better. They are key executives in major corporations. They are very intelligent, dedicated and persistent. They are committed to the success of their companies. They have high personal integr... Read More

Try Feedforward Instead of Feedback

By Marshall Goldsmith /#1 Leadership Thinker, Exec Coach, NYT Bestselling Author. Dartmouth Tuck Professor Mgmt Practice

Providing feedback has long been considered to be an essential skill for leaders. As they strive to achieve the goals of the organization, employees need to know how they are doing. They need to know if their performance is in line with what their leaders expect. They need to learn what they have do... Read More

Value Skilled Management

By Lori Riordan /BPI Expert

This article, written by Bill Hawkins and Lori Riordan, discusses how to become a skilled manager – not a manager of corporate “tenure”. Although, promotion of unskilled managers can occur in any organization regardless of size, age or stage in the life cycle, it most frequently occurs in star... Read More

Workshop Design Template and Storyboard

By Lisa Kimball /BPI Expert

DAY 1 of 3 Element Run Time Key points Activities Warm up activity 15 • Every participant speaks early so they are engaged immediately • Participants are fully present and focused at start of meeting • Sets up “crisp” feeling start of videocon • Raises energy in the rooms Group exercise ... Read More

Interview Guide

By Lisa Kimball /BPI Expert

Includes troubleshooting, options, roles, goals, effective questioning tactics, and a specialized methodology for interviewing. Goals:Convey a small number of ideas associated with a key dimension of a topic or project in a compelling, memorable, engaging way.Intrigue the audience enough to make the... Read More

Crucial Conversations and Transformational Moments

By Larry Peters /Professor Emeritus, TCU and Owner, consultant

We have been part of hundreds of conversations about what it takes to create an effective organization, an organization that not only survives in today’s tough business climate, but one that builds a platform for future prosperity. We’ve both felt a nagging ambivalence from people in these conve... Read More

Stewardship for Supervisors

By Larry Peters /Professor Emeritus, TCU and Owner, consultant

We argue that leadership development is inevitably affected by on-the-job context. We define context as including the elements of a work and organizational setting that influence behavior. Especially important are those elements in the immediate work setting that are controlled by one’s supervisor... Read More

BPI Board Meeting Photos

By Josh Henderson /BPI Expert

This document contains photographs from the first annual Senior Executive Board meeting held in Chicago, IL, USA on June 14-16th, 2006.  It also contains a description of events that occurred during the Senior Executive Board meeting in the view of This document contains 11 photographs from the fi... Read More

The Skilled Communicator

By Jody Knox /executive coaching approach., Action Dialogue Associates.

This article, written by Jodi Knox, discusses how action dialogue is the accumulation of parts – insights, ideas, observation, awareness, and so on – leading to shared understanding and committed action.  In the relentless effort to accomplish objectives and achieve results, the most common com... Read More

Putting Actionable Results into Leadership Development

By Jim Dowling /Retired in Service, Learner, Educator, Advisor, Maker

In this article, we suggest blending three essential organizational capabilities to maximize the impact of leaders: individual learning, organizational learning and delivering desired results.  To do so, Action Learning is taken to the organization level and enabled through information technology. ... Read More

The Rapid Cycle Design Process

By Jim Bolt /Co-Founder, FRED Leadership. Semi-retired, work part time as the spirit moves me, FRED Leadership

Rapid-Cycle Design™ is a method of engaging line leaders in needs assessment and design of executive and leadership development programs that not only significantly increases senior line leaders’ understanding, acceptance and support of the solution by actively involving them in the process, but... Read More

Positive Deviance

By Jerry Sternin /BPI Expert

A detailed description, practice examples, and step-by-step approaches method to creating functional social and organizational systems. Through the use of advanced group mentorship Positive Deviance brings about profound shifts.In his own words, Jerry Sternin, widely known as “the father of Positi... Read More

TORI Self-Diagnosis Scale

By Jack R. Gibb /BPI Expert

The following elements are measured within Gibb's TORI Self-Diagnosis scale. Tori Self-Diagnosis Scale Trusting-Being: A person who scores high on this set of items is saying: View of Myself: "I trust myself, have a fairly well-formed sense of my own being and uniqueness, and feel good about myself ... Read More

Managing Organizational Emotion and Business Chaos

By Doc Childre /BPI Expert

Best practices for business often refer to the importance of creating alignment between mission, vision, values, goals, strategy and tactical plans. Alignment is viewed as critical for achieving bottom-line results and increasing shareholder value. In most organizations there are serious breaks in a... Read More

Appreciative Capacity

By /BPI Expert

This article presents a description of the Appreciative Inquiry Summit as a major OD innovation. David Cooperrider and David Bright describe how the Appreciative Inquiry Summit brings representatives from major organizational stakeholders into the same space and time for powerful, shared, positive, ... Read More

Leadership Communication

By David Clutterbuck /Practice Lead, David Clutterbuck Partnership

For those who collect useless items of trivia, it may be interesting to know that there are more synonyms for the word “drunk” than any other in the English language. There are also more books, articles and dissertations on leadership than any other topic of management. Whether you find either i... Read More

Toxic Leadership

By /Practice Lead, David Clutterbuck Partnership

Colonel George E. Reed of the United States Army War College writes about Toxic Leadership and its effects on subordinates as well as different ways to identify, avoid, and handle Toxic Leadership. In 2003, Secretary of the Army Thomas E. White asked the U.S. Army War College (AWC) to address how t... Read More

Aligning Corporate Strategy & Global Competitiveness in the 21st Century

By Mona Pearl /Global Strategist, Professor, Speaker, Author

It's easy for today's corporate leaders to become transfixed by the demands of short- term operations and lose sight of important happenings outside the walls of their business, outside the walls of their industry, and outside the walls of the United States. When this happens, however, tremendous op... Read More

The Underappreciated Value of Informal Leaders in Organizational Change Initiatives

By Dr. Art Johnson /Professor in Leadership, Organizational Development (OD) and Human Resource Development (HRD), Palm Beach Atlantic University

To lead a needed change effort to fruition and the responsibility for leading this needed organizational change is squarely on the shoulders of the organization's leaders (Northouse, 2010). While everyone agrees that leadership is critical in an organizational change effort, the unfortunate truth is... Read More

Becoming a Global Leader

By Jeremy Solomons /Coach, Facilitator and Trainer in Global Leadership, Inclusion and Teambuilding

As business becomes more and more global, many organizations are asking themselves if an effective leader in one country or region can duplicate her or his success on a worldwide level?For example, Lucia Mannone may have a proven track record in the southern European region, but is she still able to... Read More

Integrated Talent Management and How to Get There

By Andy Rice /Principal and Lead Strategist at Black Box Consulting

Description Many companies are familiar with the benefits of Integrated Talent Management. As compelling as these benefits are, corporate HR organizations often remain in silos as they struggle to find a path to Talent Management integration. In this session, Talent Management Strategy expert Andy R... Read More

Predict Performance, Because You Can

By Paul Basile /Talent selection, Self-Employed

To hire is to predict. Hiring technologies or practices that don’t help predict simply don’t help. And yet, more and more technological innovations applied to recruitment and talent management seem blind to prediction or, more frequently and more damagingly, antithetical to the ability to predic... Read More

Driving Change Through Career Models: an Operating System for Integrated Talent Management

By David White /Co-Founder, Ontos Global

Ask yourself this question: what function in your company is ideally suited to lead a corporate culture and business transformation?  Strategic Planning? Finance? Marketing?   If you answered “HR”, you would, like me, be in the minority who see the function’s potential and yet are continua... Read More

Privacy By Design

By Ann Cavoukian /Distinguished Expert-in-Residence - Privacy by Design Centre of Excellence at Ryerson University

The last update to our Privacy Policy was posted on February 7, 2016.  This Privacy Policy governs the privacy terms of our Website, www.bestpracticeinstitute.org, as owned and operated by Best Practice Institute, Inc. (BPI). Definitions "Non-Personal Information" (NPI) is information that is not... Read More

When Clients Won't Buy

By Andrew Sobel /World's leading authority on building clients for life and creating trusted business relationships

When Clients Won't BuyQuestionI'm having lots of conversations--why isn't my client buying?AnswerA client can only become a buyer of your services if 5 fundamental conditions are met:1. The client believes there is a significant issue that needs to be addressed--either a problem that is costing a lo... Read More

10 Client Trends to Watch Out for in 2010

By Andrew Sobel /World's leading authority on building clients for life and creating trusted business relationships

Here are 10 trends which will very likely impact your business in 2010:1. Clients will not forget the discounts you gave them. In 2008 and the first half of 2009, a lot of firms either granted discounts or simply gave work away for free. This has set clients’ expectations going forward, it will be... Read More

Work-Based Learning: Bridging Knowledge and Action in the Workplace. San Francisco: Jossey-Bass, 2008.

By Joe Raelin /Principal, The Leaderful Consultancy

Work-based learning is Joe Raelin's unique way of incorporating a number of action strategies--such as action learning, action science, and communities of practice--into a comprehensive framework to help people learn collectively with others. In this thoroughly updated and revised edition, he demons... Read More

Creating Leaderful Organizations: How to Bring Out Leadership in Everyone, San Francisco: Berrett-Koehler, 2003.

By Joe Raelin /Principal, The Leaderful Consultancy

Leadership has traditionally resided in one person with many followers. This book presents a new model of mutual leadership, which transforms leadership from one individual's responsibility into a new way of working for everyone. Creating Leaderful Organizations demonstrates the bottom-line benefits... Read More

The Clash of Cultures: Managers Managing Professionals, Boston, MA: Harvard Business School Press, 1986 (paperback 1991).

By Joe Raelin /Principal, The Leaderful Consultancy

The book, then, although of interest to professionals, is directed to the management and ... more informed or rational approaches to managing professionals For assistance using Microsoft Office Live Meeting, go to: https://livemeeting.custhelp.com/cgi-bin/placeware.cfg/php/enduser/home.php?p_sid=NL3... Read More

Toward an Epistemology of Practice

By Joe Raelin /Principal, The Leaderful Consultancy

Higher and postexperience education in many parts of the world have unfortunately overlooked what practice can contribute to our knowledge base interactively with and distinctly from classroom education. Ultimately, we need a synthesis of theory and practice if we are to prepare thoughtful practitio... Read More

“Does Action Learning Promote Collaborative Leadership?” Lead article in the Academy of Management Learning and Education, 5 (2): 152-169, June 2006.

By Joe Raelin /Principal, The Leaderful Consultancy

Given the need to unlock the capacity of everyone in the organization, interest in collaborative leadership is growing. But how is such a practice developed? The author proposes the use of action learning—in its original formulation, namely, through reflection on real-time work experience dealing ... Read More

“Finding Meaning in the Organization,” Sloan Management Review, 47 (3): 64-68, Spring 2006.

By Joe Raelin /Principal, The Leaderful Consultancy

It is axiomatic that people who have a say in the vision underlying any endeavor will be more committed to carrying out that vision than those who are simply given the vision. Indeed, if the vision is handed down, no matter how empowered an employee may be in carrying it out, it may be legitimately ... Read More

Confronting the Career Development Conundrum: 5 Tips for Busy Managers

By Beverly Kaye /Author - Speaker - Thought Leader

Career development appears at the top of many lists. Unfortunately, they tend to be lists focused on what employees desperately want but are not getting from their managers.As for managers, most appreciate the value of career development and really wish they could do it - more frequently and more ef... Read More

Talent Management Action Learning Lab

By Corey Crowley /Managing Director,, Best Practice Institute

Consolidated Pre-work for Talent Management Action Learning Lab March 2009

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Managing Work and Values

By William Rothwell /President, Rothwell & Associates, Inc.

This article is meant to encourage you to reflect critically about the role of executive replacement. The article explains why succession management has garnered increased global attention and is likely to continue to do so for some time. Secondly, it defines succession management and summarizes how... Read More

Sociology and Anthropology

By Steve Barnett /Co-founder & CEO, Bardo Consulting

Market research is a field about to be fundamentally changed by consumer companies needing to develop deeper insights about their customers and by emerging technologies that will make real-time behavior and attitudes available for customer-driven management.  Current problems in market research are... Read More

Ethics and Integrity

By Scott Ventrella /Executive Leadership Development, Author, and Radio Personality

Total organization integrity is an organizational framework and mindset for creating corporate identities of the highest ethical standards. This article will identify the driving forces underscoring both the need and urgency for establishing a fully integrated ethical framework.  Further, using les... Read More

ORGANIZATIONAL DEVELOPMENT WORK GROUP AGENDA

By Roland Sullivan /BPI

ORGANIZATIONAL DEVELOPMENT WORK GROUP AGENDA FEATURING ROLAND SULLIVAN

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Self-Assessment Tool for OD Competencies

By Roland Sullivan /BPI

Directions: Use this assessment instrument to identify how important various competencies associated with success in OD are to your job in your organization and how much need you have for professional development. For each competency and work activity area listed in the left column below, circle an ... Read More

Best Practice Champion

By Paul Kwiecinski /Managing Partner, Face The Music

Do you wanna know what’s really going on with your employees, clients or co-workers? Get ‘em to write and sing the blues! Alternate: It’s 7:38 on a hot Miami evening. The room is slowly filling with people from all over the world — jet lagged, disheveled and a bit dazed from the conference�... Read More

The Musical Journeys of the BPI Board

By Paul Kwiecinski /Managing Partner, Face The Music

At the BPI board meeting last June in Chicago, I was the “minstrel-in-residence,” bringing a musical dimension to the three and a half day proceedings, and reflecting the progress, learning, and feelings of the meeting, and engaging the board to express themselves in song. BPI president and CEO,... Read More

Leaders who Build Market Value

By Norm Smallwood /Leadership, Organization Design and HR | Partner, Co-Founder, The RBL Group

The purpose of leadership development is to build leaders who know how to increase organization capability that delivers current and future earnings consistent with firm values.  In this article we argue that it is the job of leaders at all levels to create sustainable shareholder value and to be a... Read More

How to Build a Winning Team

By Nikos Mourkogiannis /Member of the Board & Trustee, Stelios Philanthropic Foundation

What does it take to put together a winning team in business? Volumes of articles and books have been written on the topic over the years, offering advice on how to avoid the dysfunction that often renders teams ineffective. We have all been part of groups that failed, either because of hidden agend... Read More

Trends in Talent Acquisition

By Lizz Pellet /VIce President of Felix Global

Felix Global, in conjunction with PGi, launched a study in May, 2012 about current trends in Talent Acquisition. Our goal was to collect information on what companies are doing, and not doing around sustainability as it relates to Human Resources. The study was broken down into these categories:1. S... Read More

HR Communications E-Action Learning

By Lizz Pellet /VIce President of Felix Global

Finding and keeping the best and brightest talent in your industry takes more than simple marketing and advertising. It takes strong communications, both internal and external, that will brand yourself, your clients and your employees. The HR Communications Group brings together the best and brighte... Read More

The Business Case for Executive Assessment: Why Assessment in Challenging Times Can Enhance Productivity and Be a Talent “Game Changer”

By Linda Sharkey /Helping leaders prepare for the future. Trusted transformational expert, speaker, & author. Former Fortune 10 executive.

The Business Case for Executive Assessment: Why Assessment in Challenging Times Can Enhance Productivity and Be a Talent “Game Changer” By Linda Sharkey, Ph.D. Paul Eccher, Ph.D. Background: The “war for talent” is an often heard mantra of today’s CEOs. This issue was identified as ear... Read More

Training World Class Negotiators

By Lawrence Susskind /Professor at MIT and Founder, Consensus Building Institute, Consensus Building Institute

Negotiation training is very much in vogue.  Public, private and not-for-profit organizations are investing heavily in both in-house and externally delivered negotiation training.  Even a modest improvement in the negotiating capabilities of senior managers can translate into dramatic increases in... Read More

Value Diversity and Inclusion

By Judith H. Katz /Owner, The Kaleel Jamison Consulting Group

An organization that not only recognizes, but also leverages the diversity of its workforce and creates an inclusive culture that supports everyone in the organization to contribute will see positive, substantive change resulting in higher performance. Despite the fact that “diversity” has been ... Read More

You Won't Get Far by Walking on Eggshells

By Judith H. Katz /Owner, The Kaleel Jamison Consulting Group

In organizations today, too many people are walking around on eggshells. Their actions are constrained by fear: fear of saying the wrong thing, fear of doing the wrong thing, fear of being accused, labeled, or harassed. At the same time, organizations are asking more and more of people, requiring t... Read More

How Nature Innovates

By Greg Zlevor /President, Westwood International

There is a natural process to growth and innovation.  It is displayed in the physical and evolutionary record, demonstrated by atomic and molecular structures, seen in the growth of the simplest creatures, detected in cultural advances, and found in business.  This article shows the natural proces... Read More

Develop Leaders Who Build Market Value

By David Ulrich /Speaker, Author, Professor, Thought Partner on HR, Leadership, and Organization, The RBL Group

Sound bite: The purpose of leadership development is to build leaders who know how to increase organization capability that delivers current and future earnings consistent with firm values. In this chapter we argue that it is the job of leaders at all levels to create sustainable shareholder value a... Read More

You Can't Be Champion Unless you Keep Score

By John Sullivan /Speaker, Advisor to Management, Author and Professor

If this were the Olympics, it would be obvious to all that you couldn’t become a champion without measuring results. In fact, the definition of a champion is "the one with the best results.” In the general business world the use of numbers and metrics is part of life.  CEO's, CFO's and sharehol... Read More

A Common Tool and Language

By Ralph Jacobson /Founder of The Leader's Toolbox, coach, author, speaker, The Leader's Toolbox

This article, written by Ralph Jacobsen, describes how the majority of leadership development activities fail to significantly improve organization performance. This article reveals that it may be highly beneficial to shift the emphasis from developing individual leaders’ skills to developing shar... Read More

Best Practice Benchmarking Session for Members in Europe, Middle East, and Asia

By Louis Carter /CEO, BPI

For Members in Europe, Middle East, and AsiaBEST PRACTICE BENCHMARKING SESSION WITH LOUIS CARTER, CEO, BEST PRACTICE INSTITUTE Best Practice Benchmarking is the core of Best Practice Institute's work. During this session you will meet fellow BPI active learning group members, share and learn about e... Read More

Louis Carter on Best Practices

By Louis Carter /CEO, BPI

Louis Carter is the founder and CEO of the Best Practice Institute. He recently discussed the importance of best practices and other topics with WD Communications. WD: Everywhere we go, we hear clients talking about best practices. Is there a universal understanding of what this term means? LC: In t... Read More

Organizational Development E-Action Learning Group

By Louis Carter /CEO, BPI

This is an exciting group that will experience the foundational elements of organizational development with one of the founders of the field. Join in our session now to become a part of organizational development history. Join this Group ... Read More

Talent Management Work Group Agenda & Participant Info

By Louis Carter /CEO, BPI

It is our pleasure to welcome you to Best Practice Institute’s Talent Management Work Group. Attached, please find a copy of the group agenda, bio and contact information for the group participants, a comprehensive BPI Talent Management Survey, and the results for the members who participated in t... Read More

Best Practice Community Group on HR COMMUNICATIONS

By Louis Carter /CEO, BPI

Best Practices in HR COMMUNICATIONS community group start January 9, 2008.  Sign up before November 30, 2007.  This is a practice based community group of HR professionals that are responsible for HR Communications in their organizations.  Join companies like Slumberger, Best Buy, Agilent, and mo... Read More

Viewing BPI Webinars on a MAC

By Louis Carter /CEO, BPI

Finding and keeping the best and brightest talent in your industry takes more than simple marketing and advertising. It takes strong communications, both internal and external, that will brand yourself, your clients and your employees. The HR Communications Group brings together the best and brighte... Read More

New Social Network Promises

By Louis Carter /CEO, BPI

Skillrater.com, an online social network that went live this week, makes it easy for members to request work performance ratings from overseers, co-workers and direct reports across a domestic and global workforce. “This is the future of 360-degree assessment and social learning,” said the netwo... Read More

Top Five Do's and Don'ts of Talent Development

By Brian Fishel /SVP Talent Management, Key Bank

Whether in times of boom or bust, finding effective leaders to fill management roles is always a priority.  In the current business climate, the combination of an unpredictable market and a workforce culture that values company loyalty and longevity far less than it used to makes effective leadersh... Read More

The Top Five Dos and Don'ts of Talent Development

By Brian Fishel /SVP Talent Management, Key Bank

Whether in times of boom or bust, finding effective leaders to fill management roles is always a priority.  In the current business climate, the combination of an unpredictable market and a workforce culture that values company loyalty and longevity far less than it used to makes effective leadersh... Read More

Early Career Experience: How BD Develops Global, Customer-Focused Leaders

By Edward Franzone /Senior Director of Worldwide Learning and Development, BD

The Early Career Experience is designed to accelerate the career development and networking of its members. As a result of completing this program, we wanted participants to (1) gain an understanding of BD's varied businesses; (2) build a personal network that crosses BD's worldwide businesses, func... Read More

A Case of Success for Edison International: An Enterprise-Wide Workforce Planning Process

By /Senior Director of Worldwide Learning and Development, BD

Michael Manning, Sr. Manager of Strategic Workforce Planning, Human Capital Analytics & Employee Engagement at Edison International, has created a case study that is intended to provide the reader an overview on how enterprise-wide workforce planning was successfully launched at Edison Interna... Read More

Whole System Transformation with the technology function of Airbus who holds the most advanced commercial computer in the world.

By Roland Sullivan /BPI

Transfer Whole System Transformation methodology to the organization resulting in a sustainable journey of staying agile as a function Read More

Bank of America: Action Learning

By Eryn O'Brien /Chief Learning Officer, bank of America

A case study on how Bank of America optimized the investment of learning by creating an action learning approach that develops a cadre of leaders for the organization’s future.

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Scripps: Integrated Talent Management

By Robyn M. Hildal /Vice President, Talent and Diversity, The E. W. Scripps Company

Over the years, Scripps existed as a series of small businesses charged with serving the needs of their local markets.  With this charge came autonomy resulting in each small business addressing its mission in various unique ways as was the case with the way employees were managed.  Generally, Scr... Read More

Amway: Integrated Talent Management

By Kee Meng Yeo /BPI Expert

Amway is a global direct selling corporation with US$10.9b in sales revenue and 20,000 employees spanning the globe. In 2007, a new Growth Through Innovation strategy was initiated with one of its priorities being to become a high performing organization in order to sustain growth for the long term.... Read More

CDW: Integrated Talent Management

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Faced with a three headed beast of unaligned processes, a rapidly growing talent population and too many technology platforms, CDW marshaled its entire human resources group to bring order to the chaos. Transforming talent management from an isolated event to an on-going and integrated effort that a... Read More

Chevron: International Marketing Fellowship Program

By Jane Pierce /OE Project Consultant, Slalom Consulting

Chevron’s Global Marketing Business Unit consists of 8,800 colleagues, operates in 90 countries and multiple markets with three strong brands, Chevron, Texaco, and Caltex.  Maintaining attention on the right business challenges can be daunting – especially at the individual colleague level.  M... Read More

Farm Credit Canada: Cultural Transformation

By Kellie Garrett /Senior Vice-President, Farm Credit Canada

FCC President and CEO John Ryan joined the organization in 1997. At that time, we were becoming profitable after years of deficits and had begun improving our external reputation. We had a silo mentality where people focused on their own divisions and competed with each other for resources and power... Read More

Home Depot: Developing Front-Line Leaders

By Leslie Young /Senior Vice-President, Farm Credit Canada

Strong leaders are the foundation of success at The Home Depot, the world’s largest home improvement retailer.  Employing over 350,000 associates across more than 2,100 stores, The Home Depot has a tremendous need for developing leaders at all levels-from department supervisor to vice president. ... Read More

Reuters: Reverse Mentoring

By Peter Altschul /BPI Expert

In April 2000, Reuters America's newly-formed Diversity Advisory Council (DAC) held its first meeting.  Its members represented a variety of underrepresented groups and worked in many different business units.  Tom Glocer, the head of Reuters America's Legal Department, and later to become the CEO... Read More

InterContinental Hotels Group: Global Operations

By Andrew Simpson /Principal, Delta Consulting & Engineering

Separation from The Bass Holding Company required a new strategy for the future InterContinental Hotels Group. As Treasurer, Richard Winter put it “We’ve been running a global hotel business like a regional pub business.”  A team had drawn up a strategy for the new business.  Peter Gowers, E... Read More

A.O. Smith Corporation: Integrated Talent Management

By Mary Sue Handel /Director, Global Talent Management, A. O. Smith Corporation

This case is a summary of A. O. Smith Corporation’s journey towards aligning and developing talent within a global business environment.  All salaried employees participate in the core talent management process – performance management.  This includes goal alignment, skills assessment(s) and i... Read More

BD Japan and Hughes Supply: Integrated Talent Management

By Jay Romans /President, Romans and Associates, LLC

Two companies will be highlighted in this article:  Becton Dickinson-Japan, a medical equipment company, and Hughes Supply, a building materials wholesaler, since acquired by Home Depot. Each company needed a robust talent management system to support aggressive business goals and growth. In each c... Read More

FedEx: Executive Development

By Becky Atkeison /Director, Enterprise Health and Well-Being, FedEx Services

As a company with a long standing history of promoting from within, FedEx continues to place great emphasis on ensuring the development of future leaders – and, with good reason.  Some 90% of Officer-level hires are internal, meaning that the company needs to prepare individuals to be ready for w... Read More

BNY Mellon Asset Management Leadership Development Program

By Steve Arneson /President, Arneson Leadership Consulting

This case study describes the design of a comprehensive, multi-module leadership development program that was created to anchor an evolving talent management strategy.   ... Read More

Case Corporation Case Study

By Louis Carter /CEO, BPI

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Cellular One: Employee Retention

By Karen King /BPI Expert

A focused employee retention initiative utilizing career development, management training, team agreements, and employee surveying as tools for creating a preferred place of employment in the telecommunications industry.This case outlines a successful effort used by Cellular One to consciously incre... Read More

Colgate-Palmolive: Training Sales Executives

By Donna McNamara /BPI Expert

This case study outlines a global training program for sales executives that develops business leadership capabilities through training seminars, partnerships with senior managers, and action learning.In this case study, you will find:•    Training Colgate-Palmolive’s Global Sales Leaders•�... Read More

CK Witco: Change Management

By Keith Montgomery /BPI Expert

An innovative 5-month project to redesign work at a plant site that incorporates such change management tools as balanced scorecard, stratgic analysis, process design, competency-based training, and performance gap analysis to improve operations.This case study discusses a work redesign project for ... Read More

Corning Inc.: New Product Innovation Process

By Richard O'Leary /President, O’Leary and Associates

For over a century, Corning Incorporated has been a company synonymous with technology-based innovation -- today, the spirit of innovation is stronger than ever. This management case study will look at the evolution of the current Innovation process practiced at Corning. The case will describe the a... Read More

BP Amoco: Integrated Leadership Development

By Candy Albertsson /Talent management consultant, innovator, and speaker, Albertsson Consulting Group, Inc.

This article outlines an integrated leadership development system based on leadership competencies that leverages assessment and a worldwide, high-potential development program as the cornerstone for developing future top leaders.In this article you will find:•    Company Description•    T... Read More

Colgate Palmolive

By Antonia Pennisi /BPI Expert

This article outlines a global training program for sales executives that develops business leadership capabilities through training seminars, partnerships with senior managers, and action learning.In this article you will find:•    Training Colgate-Palmolive’s Global Sales Leaders•    C... Read More

Imasco Limited: Action Learning

By Jay A. Conger /Henry Kravis Chaired Professor of Leadership Studies, Claremont McKenna College

This article outlines an action learning-based program that is designed to develop the strategic thinking capabilities of senior and middle management.

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The MathWorks

By Elizabeth Haight /Vice President, The MathWorks, Inc.

This article outlines a "just-in-time" transition to a cross-functional team structure, bolstered by action learning, exposure to senior executives, and team leader rotation, in order to make dramatic improvements in the efficiency of the operations department. In this article you will find: Objecti... Read More

The MITRE Corporation

By Patricia A. Hurton /BPI Expert

This article outlines the Management Development Program and Leadership Acadamy that emphasizes action learning teams as the key to performance enhancement and cultural change in a technical environment.In this article you will find:•    Strategic Issues Facing MITRE•    The Management Dev... Read More

SmithKline Beecham

By June Abramson /BPI Expert

In 1989, SmithKline Beecham was formed through the merger of SmithKline Beckman Corporation, located in Philadelphia, PA, and The Beecham Group in London. Beecham had comparatively few programs in the way of human resources development, while SmithKline Beckman had a process but no consistency in ho... Read More

ServiceMASTER

By Dr. Sandy Wells /Building strong leaders for government!

Creating support among all members of organizations for organizational change is a difficult task. How do change architects create the understanding and increase the readiness and enthusiasm for change, while simultaneously managing the fear process to create a “change by design”? The focus of t... Read More

Westinghouse

By Bill Keeley /Senior Project Director, AECOM

A change management model for creating a world-class safety culture or leading other large-scale improvement initiatives that leverage internal audits, employee testing, extensive training, job analysis, and cultural change interventions.This change management case study describes the systematic app... Read More

CK Witco

By Keith Montgomery /BPI Expert

An innovative 5-month project to redesign work at a plant site that incorporates such change management tools as balanced scorecard, stratgic analysis, process design, competency-based training, and performance gap analysis to improve operations.This case study discusses a work redesign project for ... Read More

Xerox Case Study

By Fernan R. Cepero /Vice President Human Resources, Southern New Hampshire University

An organizational development initiative that transformed a traditional work culture into an entrepreneurial, self-managing, productive work community, dedicated to increased customer satisfaction and levels of decision-making authority, and enabling employees to develop a better understanding of or... Read More

Boeing

By Suzanne Browning /BPI Expert

A leadership development program designed to broaden identified successors to executive positions and prepare individuals for a variety of new assignments while delivering solutions to top management through action learning and personal development.The Executive Development Program (EDP) was establi... Read More

Sun Microsystems

By Jim Moore /Founding Member Marshall Goldsmith Group

An integrated leadership development and succession planning system designed for executives that leverage 360-degree feedback, a leadership skill/competency model, and individual development planning.This chapter introduces the framework, processes, and tools currently used at Sun Microsystems, Inc.... Read More

Advanced Micro Devices: Retention Program

By Beth Lama /Leadership Development/Talent Management/Coach, University of the Pacific

A retention program designed to help employees align their interests, values, and skills with rapidly changing business needs through a set of integrated activities.This case study tells a story—born out of necessity—about curtailing anticipated hemorrhaging of outbound talent by proactively add... Read More

Allstate Insurance

By /Leadership Development/Talent Management/Coach, University of the Pacific

A recruitment and selection process that leverages the Internet, internal database technology, and work analysis tools in a case study format.Allstate is the second-largest personal lines insurance company in the United States, as well as a major life insurer. It insures 1 of every 8 homes and autom... Read More

Case Corporation

By Karen Ferraro /Chief Human Resources Officer, Medline Industries

A performance management and development process designed for managersand individual contributors that includes setting expectations, driving continuous communication about performance, and assessing employees against performance results, development results, and competencies.In February 1998, Case ... Read More

Sonoco

By Derek A. Smith /BPI Expert

A performance management system designed to develop employees’ knowledge oftheir roles and responsibilities while aligning their performance in support of the company’s strategic business goals through such tools as 360-degree feedback and a focused competency model.The goal of Sonoco’s Perfor... Read More

Systems Thinking at FedEx Sales

By Louis Carter /CEO, BPI

OVERVIEW OF BUSINESS THINKING:  The concept behind the business thinking curriculum for sales was that the sales executive should think like a business owner.  They should think about the customers of the FedEx customer.  What kept the FedEx customer awake at night when they thought about the pro... Read More

AT&T: Information and Knowledge Exchange

By /CEO, BPI

This case study covers the following topics:•    AT&T Sales Support and Corporate Culture before IKE•    Corporate drivers for Knowledge Management and the creation of IKE•    The evolution of IKE, realized benefits, the evolution of Knowledge Communities•    Lessons Learn fr... Read More

Buckman Labs: Distance Learning Center

By Sheldon Ellis /BPI Expert

Background Buckman Laboratories is an international, family-owned, specialty-chemical company with headquarters in Memphis, Tennessee, USA.  For more than fifty years, Buckman has provided the world’s leading industries with a broad range of specialty chemicals for the papermaking, water treatme... Read More

The World Bank

By Michel Pommier /Senior Development Professional and Management Consultant

This case study, by Michel Pommier, outlines the sharing of knowledge through communities of practice which is assuming a prominent role among World Bank's development partners because it allows rapid identification of global best practices and continuous learning opportunities New Page 1 The Worl... Read More

Advanced Micro Devices

By Marshall Goldsmith /#1 Leadership Thinker, Exec Coach, NYT Bestselling Author. Dartmouth Tuck Professor Mgmt Practice

A retention program designed to help employees align their interests, values, and skills with rapidly changing business needs through a set of integrated activitiesCognizant that a clear assessment of the current state versus the desired outcomes was critical to the success of the retention strategy... Read More

Abbott Case Study

By Louis Carter /CEO, BPI

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Allstate Case Study

By Louis Carter /CEO, BPI

Recruiting and selection is at the core of any organization’s competitive advantage. The ability to attract, select, and retain highly skilled and motivated people is key to survival in today’s constantly changing marketplace. Many companies are vying to attract the top echelon of the labor pool... Read More

AmericaSpeaks: Citizen Engagement

By Steve Brigham /Expert Facilitator and Public Engagement Consultant

The president and the chief operating officer of AmericaSpeaks reveal an exciting new model for citizen engagement and democratic deliberation that demonstrates the power of citizens coming together, productively, to influence important policy decisions that impact their lives – locally, region... Read More

AMSC Case Study

By Louis Carter /CEO, BPI

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Leadership Development Trends and Findings

By Louis Carter /CEO, BPI

Reflections on seven critical areas of their leadership development systems including: 1. Competitive and Strategic Business Challenges, 2. Leadership Competencies, 3. Most Impactful Key Features of Leadership Training, 4. Critical Success Factors, 5. Evaluation Methods, 6. Money Budgeted for Leader... Read More

Barclays: Global Leadership

By Brian Anderson /Senior Recruiting Specialist, Contech Systems Inc.

This article outlines a strategic initiative based on assessment, action learning, and coaching that is designed to develop and sustain a global leadership culture.This article includes, but is not limited to, the following steps:•    Building the Business Case for Leadership Development•  ... Read More

Boeing Case Study.

By Louis Carter /CEO, BPI

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Bose Corporation: Competency-based Leadership Development

By John C. Ferrie /Managing Director, NRS Global Partners, LLC

This article outlines a competency-based leadership development system for the first line, middle, and senior-level managers that is designed to develop a leadership pipeline.In this article you will find:•    Company Description•    Building a Business Case for Leadership Development• ... Read More

Case Corporation: Performance Management

By Karen Ferraro /Chief Human Resources Officer, Medline Industries

A performance management and development process designed for managers and individual contributors that includes setting expectations, driving continuous communication about performance, and assessing employees against performance results, development results, and competencies.In February 1998, Cas... Read More

Delnor Community Hospital: Cultural Change

By Craig Livermore /BPI Expert

A cultural change model for achieving excellence in the five pillars of service, people, quality, growth, and financial performance through balanced scorecard, customer service interventions, accountability interventions, and emphasis on measurement of satisfaction for all stakeholders.  This case... Read More

Dow Corning: Global Career Development

By Judy Milam Mason /BPI Expert

A Global Career Development Process (Career Fitness) for all employees designed to create a culture for continuous learning and personal responsibility for career growth through career management, coaching, and advising.

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Ernst and Young: Knowledge Management and Organizational Learning

By Dave Pollard /BPI Expert

Ernst & Young (“E&Y”) is one of the world's largest integrated professional services firms and an acknowledged global leader in knowledge management. The firm has over 100,000 employees in over 100 countries, practicing in four service lines: audit and business advisory, tax and law, ... Read More

Emmis Communications: Change Management Process

By John Nelson /President, BT+L Partners

This article is a change management process for creating and implementing a distinctive firm brand and fostering a unique employer-of-choice culture while driving performance, accountability and innovation to higher levels.  Initiative leverages executive strategic planning and alignment, leadershi... Read More

FedEx: Systems Thinking

By Louis Carter /CEO, BPI

With annual revenues of $18 billion, FedEx Corp. is the premier global provider of transportation, logistics, e-commerce and supply chain management services. The company offers integrated business solutions through a network of subsidiaries operating independently, including FedEx Express, the worl... Read More

First Consulting Group: Leadership Development

By Paula Cowan /Strategies | Linkedin Expert | Career Transition | Hidden Job Market | Resume Services | Business Profiles

This leadership development case study describes the innovative approach used by First Consulting Group to design and implement a unique skill, knowledge personal growth program for the Firm’s mid and senior level executives. First Consulting Group is an acknowledged market leader in providing inf... Read More

Gundersen Lutheran Hospital: Self-Assessment

By Michelle Fellenz /Chief Talent, Learning & Culture Officer, Inclusa

This case study outlines a self-assessment, personal change-based program that is designed to develop managers within this merged healthcare organization.In this case study, you will find:•    Building the Business Case•    Best Practice Study•    Assessment and Development Planning�... Read More

Honeywell Case Study

By Jeff Osborne /President & CEO, Accumen

The following case study will examine the path of Honewell’s successful Aerospace business in leveraging Six Sigma as the core productivity strategy that will fuel its aggressive growth plans.  It examines how Honeywell has successfully evolved Six Sigma from a process improvement initiative to a... Read More

Hewlett Packard Case Study.

By Louis Carter /CEO, BPI

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Hewlett-Packard: Customer Experience

By /CEO, BPI

THE BEACHHEAD INITIATIVEThis case study focuses on Hewlett-Packard’s (HP) commitment to customers to lead the industry in delivering an unbeatable experience to every customer while doing business with HP. The Beachhead Initiative was designed and launched to produce quick wins in key accounts acr... Read More

In Focus Case Study 2

By Louis Carter /CEO, BPI

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Intel Case Study

By Dale Halm /Freescale

This case study describes the systematic approach employed by Intel Corporation’s Fab 12 Organization Development Team (ODT) to successfully launch an innovative, nontraditional way of developing leaders.  Applying a rapid prototype design strategy, the ODT delivered an in-depth leadership develo... Read More

Johnson & Johnson: Global Leadership Development

By Charles J. Corace /Adjunct Prof. & Consultant, Arcadia University

A global leadership development program that leverages 360-degree feedback, action learning, and one-on-one coaching to drive change in the business and develop a global leadership pipeline.This article illustrates a highly integrated organizational intervention developed to grow leadership talent a... Read More

Kraft Foods: High Performance Work System

By Jane Brent /Director Talent Development, US Foods

Since 1995, Kraft has spent time and effort divesting of businesses, acquiring more profitable businesses, and organizing into one operating company. This new approach led to the current Kraft vision to become the undisputed leader in the food industry by the year 2001. In order to contribute toward... Read More

Lockheed Martin: Rapid Change

By Joseph Grenny /Chairman, Co-founder, The Other Side Academy

Big change, fast—that was the demand made on Lockheed Martin’s tactical jet business. The alternative to meeting this change challenge was not only to lose the largest defense contract in history, but also to become a second-tier subcontractor at best, or be put out of business at worst.  This ... Read More

The Mathworks:

By Deborah Slobodnik /Master Coach for Leaders and Teams

This article outlines a "just-in-time" transition to a cross-functional team structure, bolstered by action learning, exposure to senior executives, and team leader rotation, in order to make dramatic improvements in the efficiency of the operations department. In this article you will find: Objecti... Read More

Mattel: Change and Innovation Process

By Ivy Ross /Vice President and Head of Google Glass, Google

This case study describes Mattel’s Project Platypus – a dynamic change and innovation process for bringing out human potential in an organization through the synthesis of collaborative, action-, and results-oriented experiences, resulting in new business opportunities and high-performance produc... Read More

McDonald's: Leadership Development

By James Intagliata /Vice President and Head of Google Glass, Google

This case study describes a leadership development program designed specifically to help participants prepare for success in meeting the increased challenges and demands of one of the roles most critical to success of the business.

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MediaOne Group: Coaching and Mentoring Program

By Elizabeth Thach /Distinguished Professor of Wine, Professor of Management, Sonoma State University

A coaching and mentoring program leveraging 360-degree assessment, individual coaching, follow-up surveys, and customized coaching workshops that is designed for the follow-on support and development stages of the leadership development system at MediaOne.

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Mass General Hospital: Organizational Learning and Systems Thinking

By Carol Ann Zulauf /Professor, Suffolk University

Massachusetts General Hospital (MGH), founded in 1811, is the third oldest hospital in the United States. Instrumental in the creation of MGH were two physicians, James Jackson and John Collins Warren. The founders’ bold vision was two-fold: provide the most advanced, humane medical care possib... Read More

MIT Department of Facilities: Creating a Learning Organization

By Joseph Gifun /BPI Expert

This case study describes the steps that the Massachusetts Institute of Technology’s Department of Facilities is undertaking to transform into a self-perpetuating learning organization. The overarching goal is to create an organization that constructs, operates, serves, and maintains physical spac... Read More

Mitre Case Study

By Louis Carter /CEO, BPI

The MITRE Corporation is a systems engineering, integration, research, development, and information technology company that operates Federally Funded Research and Development Centers (FFRDCs) for the Department of Defense, the Federal Aviation Administration, and the Internal Revenue Service. Indepe... Read More

Motorola Case Study:World-class Leadership

By Marguerite Foxon /Performance Improvement & Evaluation

This case study describes Motorola’s success in quickly acquiring, developing, and leveraging the world-class leadership talent it needed to turn around the company’s performance and accelerate its return to prominence in the world market through talent management, recruitment and selection proc... Read More

MSI Case Study

By Louis Carter /CEO, BPI

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Nortel Case Study:Multinational Data

By Dr. Carol E. Lorenz /Medical writer and editor, D & H Clinical Consulting

A change program, embedded in a larger corporate-wide initiative, designed for use in a highly distributed organization with minimal corporate staff in a case study format.Nortel Networks (Nortel) is a leading multinational data and voice telecommunications company, employing over 80,000 people worl... Read More

Peco Case Study:Competency-based Process

By Patrick J. Sabine /Principal, Leader In-Sight LLC

This article outlines a leadership competency-based process of nomination, individual assessment, development planning, and ongoing coaching support to improve leadership development and bench strength in the increasingly competitive utilities marketplace.In this article you will find:•    Impl... Read More

Praxair Case Study:Balance Sheet

By John Graboski /Regional Director HR, ES3

Is it really possible to be an “A” company in a “C” industry, especially when starting as a “C” player? In the late ‘80’s and early ‘90’s Praxair’s then parent company, decided to exit the low-margin, high-cost packaged gases (cylinder) segment of the industrial gas industry. B... Read More

Service Master Case Study:Enthusiasm

By Dr. Sandy Wells /Building strong leaders for government!

Creating support among all members of organizations for organizational change is a difficult task. How do change architects create the understanding and increase the readiness and enthusiasm for change, while simultaneously managing the fear process to create a “change by design”? The focus of t... Read More

SIAC Case Study:360-Degree Feedback

By Cheryl Lazzaro /Vice President, Corporate Director,Human Resources, DMJM Harris/AECOM Corporation

This article outlines a competency-based leadership development system that leverages external coaching, 360-degree feedback, and individual development planning for all managers in the organization within the rapidly changing industry of information technology.In this article you will find:•  �... Read More

Siac Case Study

By Louis Carter /CEO, BPI

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SmithKline Beecham:Assessment-driven Program

By /CEO, BPI

This article outlines a personal change and assessment-driven program that is designed for leadership development and succession planning in a post-merger environment.In this article you will find:•    Creating a Team to Design the Leadership Development Planning Process•    Data Gathering... Read More

SmithKline Beecham Case Study:Competency Modeling

By W. Warner Burke /Professor, Teachers College, Columbia University

An organization development initiative that leverages cultural, management and behavior analysis tools, competency modeling, and team-building activities to successfully merge two distinct healthcare organizations.An organization development initiative that leverages cultural, management and behavio... Read More

Sonoco Case Study:Business Goals

By Rick Maloney /BPI Expert

A performance management system designed to develop employees’ knowledge of their roles and responsibilities while aligning their performance in support of the company’s strategic business goals through such tools as 360-degree feedback and a focused competency model.The goal of Sonoco’s Perfo... Read More

Sponsors Case Study

By Louis Carter /CEO, BPI

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StorageTek Case Study:High-performance Culture

By Susan Curtis /BPI Expert

This case study shows how aiming for a high-performance culture led StorageTek to develop a transformation plan that balanced traditional operational management with the innovation required to be competitive in the information technology industry. A key element of the plan is successfully coordinati... Read More

Sun Microsystems Case Study:Succession Planning

By Jim Moore /Founding Member Marshall Goldsmith Group

An integrated leadership development and succession planning system designed for executives that leverage 360-degree feedback, a leadership skill/competency model, and individual development planning.This chapter introduces the framework, processes, and tools currently used at Sun Microsystems, Inc.... Read More

Westinghouse Case Study:World-class Safety Culture

By Bill Keeley /Senior Project Director, AECOM

A change management model for creating a world-class safety culture or leading other large-scale improvement initiatives that leverage internal audits, employee testing, extensive training, job analysis, and cultural change interventions.This change management case study describes the systematic app... Read More

Hewlett-Packard: Follow Through Process Model

By Calhoun Wick /BPI Expert

This model portrays Hewlett-Packard’s follow-through process for Dynamic Leadership.  It includes the model for the follow-through process and all relevant information.

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Honeywell Aerospace: Changing The DNA Model

By Jeff Osborne /President & CEO, Accumen

This model portrays Honeywell Aerospace’s plan to change the company (DNA) at all levels.  It includes the model for changing the DNA at All Levels and all relevant information.

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McDonald's Team Charter Sample Format

By Jim Intagliata /Partner, ghSMART

This model portrays a sample team charter document.   It includes a model of the Team Charter Sample Format and all relevant information.

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McDonald's Team Metrics

By Jim Intagliata /Partner, ghSMART

This model portrays a sample of McDonald’s Team Metrics.  It includes a model of the metrics used and all relevant information.

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McDonald's Team Process Check

By Jim Intagliata /Partner, ghSMART

This model portrays a sample of McDonald’s Team Process Check.  It includes a model of the team process check format and document along with all relevant information.

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McDonald's Pros And Cons Of Data Collection Methods

By Jim Intagliata /Partner, ghSMART

This model portrays a McDonald’s research on the pros and cons of data collection methods.  It includes a document and listing of the pros and cons of data collection from McDonald’s research along with all relevant information.

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McDonald's Force Field Analysis

By Jim Intagliata /Partner, ghSMART

This model portrays McDonald’s Force Field Analysis, a method to identify the forces that are working for and against the company.  It includes the model used to complete a force field analysis along with instructions and all relevant information.

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McDonald's Business Improvement Recommendation Process

By Jim Intagliata /Partner, ghSMART

This document summarizes McDonald’s Business Improvement Recommendation Process.  It includes a background, team deliverables, the purpose of the process, ground rules, and an evaluation method.  All relevant information is also included.

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McDonald's Project Review Checklist

By Jim Intagliata /Partner, ghSMART

This model portrays McDonald’s Project Review Checklist.  It includes the review checklist used and all relevant information.

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MIT Systems Diagram

By Patricia Kennedy Graham /BPI Expert

This model portrays MIT’s systems diagram.  The MIT systems diagram covers both (a) changes in culture by having new practices and ways of interacting and (b) employees continually learning and striving for the next levels of growth.  It includes the systems diagram along with instructions on re... Read More

St. Luke's Hospital Star Model

By Margaret Hayn /BPI Expert

This model portrays St. Luke’s Hospital’s Five Points of the Star Model.  The vision of the Five Points of the Star model was defined as having all leaders, staff and volunteers in St. Luke’s Hospital & Health Network feel valued and recognized from all levels within the Network.  It inc... Read More

St. Luke's Hospital Sample Forum Evaluation

By Margaret Hayn /BPI Expert

This model portrays St. Luke’s Hospital’s Sample Forum Evaluation form.  This evaluation effort was created to educate the Leadership Steering Committee to make sure they were grounded in what people needed as a form of feedback. It includes the Sample Forum Evaluation along with all relevant i... Read More

Corning

By Richard O'Leary /President, O’Leary and Associates

For over a century, Corning Incorporated has been a company synonymous with technology-based innovation -- today, the spirit of innovation is stronger than ever. This management case study will look at the evolution of the current Innovation process practiced at Corning. The case will describe the a... Read More

AlliedSignal, Inc. (Honeywell): 360° Assessments

By /President, O’Leary and Associates

A 360° assessment-based leadership development initiative for leaders at all levels of the organization, designed to work in conjunction with the organization’s human resource strategic plan and performance management process. Introduction/Background AlliedSignal is an advanced technology and m... Read More

Abbott Laboratories: Leadership Development

By Don Kraft /Consultant, Don Kraft Consulting

A strategic results and personal change initiative that is designed to prepare the organization for a changing environment within the health care industry by developing the competencies of and retaining high potential leaders.

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Army Management Staff College: Leadership Development

By Ursula G. Lohmann /Director,, Consultancy for Education, Training, and Development

A technical/operational, assessment, and strategic-based leadership development program designed to develop high potential civilian employees and military officers in a changing environment.Leaders and managers must know the skills of leading and managing, but most importantly, they must know their ... Read More

Dollar General: Performance Management

By Aubrey C. Daniels Ph.D. /Director,, Consultancy for Education, Training, and Development

Dollar GeneralA look at the Performance Management Revolution within Dollar GeneralThis case study follows the work done by Aubrey Daniels International (ADI) with Dollar General Executives to strengthen its position as a customer-driven distributor of consumable basics. In 1999, Jeff Sims, joined D... Read More

Hewlett-Packard: Customer Experience

By Bo McBee /President, Performance Excellence

THE BEACHHEAD INITIATIVEThis case study focuses on Hewlett-Packard’s (HP) commitment to customers to lead the industry in delivering an unbeatable experience to every customer while doing business with HP. The Beachhead Initiative was designed and launched to produce quick wins in key accounts acr... Read More

Hewlett-Packard: Learning Performance Measurement

By Kristen Hodges /Talent Acquisition | Recruiter, Capital One

Hewlett-PackardBuilding Learning Performance Measurement MaturityThis case study tells the story of Hewlett-Packard’s Workplace Learning and Performance (WLP) function to significantly improve its maturity in Learning Performance Measurement and how a team of dedicated professionals drove that cha... Read More

McDonald's Talent Case Study

By Donald Crosby /BPI Expert

Enhancing the Talent Management System to Support McDonald’s Global GrowthSince 2001 McDonald’s has introduced a series of significant changes to its HR systems to strengthen the organization’s capability to develop the quantity and quality of leadership talent needed to support its continued ... Read More

United States Army War College

By George Reed /Associate Professor at University on San Diego

United States Army War CollegeThis leadership development case study describes the approach used by the United States Army War College to prepare selected high potential military and civilian leaders for duties of increased responsibility at the strategic level. The Army War College has an internati... Read More

Valero Energy Corporation

By John Sullivan /Speaker, Advisor to Management, Author and Professor

Predictive Labor Needs and Talent Pipeline AutomationThis is a case study profiling the benchmark talent management best practices and strategies of the Valero Energy Corporation. After a lengthy study that compared talent management models and strategies of the world’s leading corporations it was... Read More

Hewlett-Packard: HR of the 21st Century

By Linda Sharkey /Helping leaders prepare for the future. Trusted transformational expert, speaker, & author. Former Fortune 10 executive.

The "war for talent" is an often heard mantra of today's CEO's. This issue was identified as early at 1997 when McKinsey conducted War for Talent research. They cited that there would be an "imminent shortage of executives". It seems as if this perspective has borne itself out. It is hard to pick up... Read More

Volvo

By Nilou Sardari /Volvo

This case study describes the development and impact of a function called “Global Learning” at Volvo 3P as a tool for handling business challenges Shared Learning is inherent in the experiences of a complex global organization. Volvo 3P developed 3P Global Learning as a strategic approach to sup... Read More

Southern Company Case Study - Best Practices in Talent Management

By Louis Carter /CEO, BPI

Critical to the success of an organization is having a steady supply of leaders with the right skills in the right jobs. Facing the possibility of a number of retirements across all levels of leadership, Southern Company has developed robust succession planning and leadership development processes t... Read More

Boeing: Executive Development

By Suzanne Browning /BPI Expert

A leadership development program designed to broaden identified successors to executive positions and prepare individuals for a variety of new assignments while delivering solutions to top management through action learning and personal development.The Executive Development Program (EDP) was establi... Read More

AMD Case Study

By Louis Carter /CEO, BPI

With revenues of over $2.5 billion and 13,000 employees worldwide, Advanced Micro Devices (AMD) is a global supplier of integrated circuits for the personal and networked computer and communications markets. The company produces processors, flash memories, programmable logic devices, and products fo... Read More

Allstate Insurance: Recruitment & Selection Process

By /CEO, BPI

Recruiting and selection is at the core of any organization’s competitive advantage. The ability to attract, select, and retain highly skilled and motivated people is key to survival in today’s constantly changing marketplace. Many companies are vying to attract the top echelon of the labor pool... Read More

Xerox Case Study:Customer Satisfaction

By Fernan R. Cepero /Vice President Human Resources, Southern New Hampshire University

An organizational development initiative that transformed a traditional work culture into an entrepreneurial, self-managing, productive work community, dedicated to increased customer satisfaction and levels of decision-making authority, and enabling employees to develop a better understanding of or... Read More

World Bank Case Study

By Louis Carter /CEO, BPI

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Windber Medical Case Study:Healing Environment

By F. Nicholas Jacobs /Implementing programs in Integrative Medicine and Wellness plus Precision Medicine and Pharmacogenomics, SunStone Management Resources

This case study is a patient centered care model for creating a healing environment that leads to shorter lengths of stay, lower infection rates, and reduced mortality rates through a healing culture that embraces mind, body and spirit.

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National Grid's Foundations of Leadership Overview

By Shandy Arroyo /Leadership, Talent & Change Specialist, National Grid

In 2009, National Grid’s Professional Learning & Development department (L&D) launched Foundations of Leadership (FoL) to their largest audience of leaders - the nearly 3,000 first level leaders who are charged with driving change from the front line. FoL’s six-unit curriculum taught ove... Read More

BNY Mellon Asset Management Leadership Development Program

By David DeFilippo /Chief Learning Officer, BNY Asset Management

This case study describes the design of a comprehensive, multi-module leadership development program that was created to anchor an evolving talent management strategy.BNY Mellon Asset Management is the umbrella organization for BNY Mellon’s investment management firms, with over $1 trillion in ... Read More

Advance America's Steps to Reducing Turnover and Refining Talent Acquisition

By Shay Hurst /BPI Expert

Advance America took aggressive steps to significantly reduce turnover, reduce costs, refine the talent acquisition process, and ensure that hiring practices more closely reflect the company’s core business priorities.Advance America is the nation’s leading cash advance company, employing approx... Read More

Destination Hotels: Executing an Integrated Talent Management Strategy

By Robert Mellwig /Senior Vice President, Really Cool People - Two Roads Hospitality / Lowe Enterprises

Destination Hotels & Resorts uncovers the value of integrating talent management systems and practices to achieve results greater than the sum of its parts.Destination's people management systems and processes were disjointed and untenable, with the majority being highly manual and decentralized... Read More

Whirlpool Corporation

By Kristen Weirick /Vice President, Talent Acquisition and Diversity & Inclusion, AbbVie

Whirlpool Corporation is the world's leading manufacturer and marketer of major home appliances. Founded in 1911 by Lou Upton, Whirlpool initially produced motor-driven wringer washing machines. Today Whirlpool Corporation realizes annual sales of approximately $19 billion, has 73,000 employees and ... Read More

Kaiser Permanente Colorado Region: Leadership Succession Management Strategy

By Margaret Turner /Executive Consultant, Kaiser Permanente Colorado

This case study introduces the systematic process and tools that are currently used to develop leaders in the Colorado region at Kaiser Permanente. This process and tools, specific to Colorado, were built upon the national review process. Using the national review and the Colorado systematic process... Read More

GE Money: Talent Acquisition

By Zachary Misko /Vice President, Workforce Strategy, KellyOCG

This chapter introduces the framework, processes, and tools currently used at General Electric, GE Money, for executive talent acquisition. The long-term goals of the strategy and programs GE is currently implementing for talent acquisition include:1. To ensure that an efficient and cost-effective t... Read More

Ecolab

By Bob Barnett /Executive Vice President and Partner, MDA Leadership Consulting

This chapter describes the talent management framework, models, and approach implemented by Ecolab, Inc., for building their leadership bench strength to support growth in their business. Ecolab’s approach is based on implementing leadership development systems that promote individual action plann... Read More

Avon Products: Global Change

By Marc Effron /President, Talent Strategy Group; Harvard Business Book Author: One Page Talent Management & 8 Steps to High Performance

In early 2006, Avon Products, Inc., a global consumer products company focused on the economic empowerment of women around the world, began the most radical restructuring process in its 120-year history. Driving this effort was the belief that Avon could sustain its historically strong financial per... Read More

Customer and Enterprise Services (CES): Whole System Transformation

By Michael Schecter /President, Talent Strategy Group; Harvard Business Book Author: One Page Talent Management & 8 Steps to High Performance

The Customer and Enterprises Services Division (“CES”) of a Fortune 100 company transformed the experiences of its clients, the internal satisfaction of its talent, and its fortunes by transforming all of its systems, including its talent management systems: It assessed each system that comprise... Read More

Bank of America: Executive Onboarding

By Brian Fishel /SVP Talent Management, Key Bank

The Bank of America is the first true national retail banking brand in the United States. Over the last two decades, the bank has grown dramatically, primarily through acquisitions. It began as the small regional North Carolina National Bank and has become one of the largest companies in the world. ... Read More

Agilent Technologies, Inc.: Executive Coaching

By Karen Walker /Transformational Leader, Board Member, Speaker

A summary of the design and implementation of a corporate-wide executive coaching program for high-performing and high potential senior leaders at Agilent Technologies. APEX features a customized 360° feedback leadership profile, an international network of external coaches, and a “pay for result... Read More

Corning Inc.: Creating The Next Generation Of Innovation Leaders

By Richard O'Leary /President, O’Leary and Associates

Corning has established a leadership position in glass and ceramics based on a commitment and ability to out-innovate the competition. The company has had a devotion to R&D investment and the delivery of value through applied science since its very origins 157 years ago. In the past decade the c... Read More

McDonald's: Performance Development, Succession Planning, and Leadership Development

By /President, O’Leary and Associates

This chapter describes five separate initiatives that have been introduced in the past eight years to strengthen the areas of performance development, succession planning, and leadership development. For each initiative we describe how and why the changes were introduced, how they have been refined,... Read More

MIT Training Content

By Patricia Kennedy Graham /BPI Expert

This model portrays MIT’s training content in the development of leadership capabilities and its link to individual and organizational capabilities.  This model also includes MIT’s method for developing personal mastery and vision.  It includes a step by step process along with all relevant in... Read More

St. Luke's Hospital - Management Performance Evaluation

By Margaret Hayn /BPI Expert

This model portrays St. Luke’s Hospital’s Management Performance Evaluation.  It includes the Performance Evaluation sheet along with instructions on how to fill it out and rate your management along with all relevant information.

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Profits Through Relational Talent Management: A Whole Systems Transformation Story

By Roland Sullivan /BPI

How Transforming the Talent Management Systems and Culture of a Fortune 100 Insurance Company's operations division created new profits, decreased costs and improved productivity.The Customer and Enterprises Services division ("CES") of a Fortune 100 company transformed the experiences of its client... Read More

Emmis Communications - Matrix

By John Nelson /President, BT+L Partners

This model shows Emmis Communications Internal Communications Matrix.  As with Emmis audiences, repetition and mixed media helps drive messages, influence, and buyer behavior.  A key strategy for the Emmis change initiative involved utilizing many communication vehicles for building the brand awar... Read More

First Consulting Group

By Paula Cowan /Strategies | Linkedin Expert | Career Transition | Hidden Job Market | Resume Services | Business Profiles

This leadership development case study describes the innovative approach used by First Consulting Group to design and implement a unique skill, knowledge personal growth program for the Firm’s mid and senior level executives. First Consulting Group is an acknowledged market leader in providing inf... Read More

Porter Noveli Case Study

By Greg Waldron /Leadership / HR Consulting

The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each l... Read More

GE Capital

By Linda Sharkey /Helping leaders prepare for the future. Trusted transformational expert, speaker, & author. Former Fortune 10 executive.

This case study describes a global high-impact leadership development intervention with real business impact that is achieved through a robust diagnostic and assessment process, GE values, the three lenses of leadership, storytelling, futuring, uncovering of peak performance, systems thinking, and f... Read More

Hewlett-Packard: Dynamic Leadership

By /Helping leaders prepare for the future. Trusted transformational expert, speaker, & author. Former Fortune 10 executive.

This case study describes the dynamic transformation process of HP sanctioned by the CEO in which over 8,000 managers throughout the world were developed through key principles of accelerating high performance and alignment and executing with accountability.  The program’s most successful key fea... Read More

Honeywell Aerospace: Six Sigma

By Jeff Osborne /President & CEO, Accumen

The following case study will examine the path of Honeywell’s successful Aerospace business in leveraging Six Sigma as the core productivity strategy that will fuel its aggressive growth plans.  It examines how Honeywell has successfully evolved Six Sigma from a process improvement initiative to ... Read More

Intel: Leadership Development Forum

By Dale Halm /Organization Development Practitioner, Pinnacle West Capital Corporation

This case study describes the systematic approach employed by Intel Corporation’s Fab 12 Organization Development Team (ODT) to successfully launch and innovative, nontraditional way of developing leaders. 1 The ODT works at the manufacturing-site level (not corporate), responding to specific ch... Read More

Microsoft: High Potential Development

By Brian Underhill /Author of Executive Coaching for Results: The Definitive Guide to Developing Organizational Leaders

The opportunity for ongoing learning and development is a commitment Microsoft makes to all employees. Microsoft invests more than $375 million annually in formal education programs directed at the employee, manager, and leader that are offered by the Corporate Learning and Development groups and ot... Read More

Ecolab: Building the Leadership Bench

By Bob Barnett /Executive Vice President and Partner, MDA Leadership Consulting

This chapter describes the talent management framework, models, and approach implemented by Ecolab, Inc. for building their leadership bench strength to support growth in their business. Ecolab’s approach is based on implementing leadership development systems that promote individual action planni... Read More

MIT

By Patricia Kennedy Graham /BPI Expert

This case study includes MIT’s method for developing the higher-level skills to create and sustain a self-perpetuating learning organization through mental models, systems thinking, personal and organizational visioning, and several other best practice organizational learning exercises and tools t... Read More

Praxair

By John Graboski /Regional Director HR, ES3

Is it really possible to be an “A” company in a “C” industry, especially when starting as a “C” player? In the late ‘80’s and early ‘90’s Praxair’s then parent company, decided to exit the low-margin, high-cost packaged gases (cylinder) segment of the industrial gas industry. B... Read More

St. Luke's Hospital

By Margaret Hayn /BPI Expert

This case study describes how this hospital and health network implemented a leadership development program that achieved breakthrough results in patient satisfaction, improved quality of care, overall service, efficiency, and top status in the industry through a series of quality improvement initia... Read More

STORAGETEK

By Susan Curtis /BPI Expert

This case study shows how aiming for a high-performance culture led StorageTek to develop a transformation plan that balanced traditional operational management with the innovation required to be competitive in the information technology industry. A key element of the plan is successfully coordinati... Read More

WINDBER MEDICAL CENTER

By F. Nicholas Jacobs /Implementing programs in Integrative Medicine and Wellness plus Precision Medicine and Pharmacogenomics, SunStone Management Resources

This case study is a patient centered care model for creating a healing environment that leads to shorter lengths of stay, lower infection rates, and reduced mortality rates through a healing culture that embraces mind, body and spirit.

Read More

Emmis Communications

By John Nelson /President, BT+L Partners

This article is a change management process for creating and implementing a distinctive firm brand and fostering a unique employer-of-choice culture while driving performance, accountability and innovation to higher levels.  Initiative leverages executive strategic planning and alignment, leadershi... Read More

Fifth Third Bank: Focus and Follow-Up

By Aubrey C. Daniels Ph.D. /President, BT+L Partners

  Sales meetings, sales quotas, sales conferences, sales training…all such initiatives  typically include a lot of talk about selling better and selling more, but then the sizzle slowly turns to fizzle. This repeated phenomenon is often directly related to the fact that many initiatives lack foc... Read More

First Consulting Group - Nomination and Selection Process

By Paula Cowan /Strategies | Linkedin Expert | Career Transition | Hidden Job Market | Resume Services | Business Profiles

This model portrays the First Consulting Group’s Nomination and Selection Process.  Initially the critical step in the design process was the education of the Executive Committee regarding issues associated with the implementation of such a program and to obtain their commitment and ownership for... Read More

First Consulting Group - Self Nomination Form

By Paula Cowen /BPI Expert

This model portrays an example of First Consulting Groups Leadership First Nomination Form.  It includes an example of the form and relevant information.

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First Consulting Group - Assessment Feedback

By Paula Cowen /BPI Expert

This model portrays an example of First Consulting Groups 360-Degree Feedback Report.  It includes an example of the feedback report and all relevant information.

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GE Capital - Sample Agenda

By Linda Sharkey /Helping leaders prepare for the future. Trusted transformational expert, speaker, & author. Former Fortune 10 executive.

This model portrays a sample agenda for GE Capital’s Executive Leadership Development Symposium (ELDS). It includes a sample agenda and relevant information.

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GE Capital - Additional Personal Challenges

By Linda Sharkey /Helping leaders prepare for the future. Trusted transformational expert, speaker, & author. Former Fortune 10 executive.

This model portrays the additional questionnaire GE Capital used in its Executive Leadership Development Symposium (ELDS) for Personal Challenges.  It includes a blank sample of additional questions for the questionnaire and relevant information.

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Implementing Private Sector Best Practices in the Public Sector

By David S. Cohen /Teaching Faculty, Durham College School of Business, IT, & Management

Change is increasingly being regarded as an ongoing part of doing business. The word change often connotes big, privatized businesses trying to adapt from bureaucracy to flexibility in order to maintain competitive advantage in the face of enhanced customer expectations. More and more, change manage... Read More

GE Capital - Organizational Challenges

By Linda Sharkey /Helping leaders prepare for the future. Trusted transformational expert, speaker, & author. Former Fortune 10 executive.

This model portrays the questionnaire GE Capital used in its Executive Leadership Development Symposium (ELDS) for Organizational Challenges.  It includes a blank sample questionnaire and relevant information.

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GE Capital - Personal Challenges

By Linda Sharkey /Helping leaders prepare for the future. Trusted transformational expert, speaker, & author. Former Fortune 10 executive.

This model portrays the questionnaire GE Capital used in its Executive Leadership Development Symposium (ELDS) for Personal Challenges.  It includes a blank sample questionnaire and relevant information.

Read More

Best Practices in Identifying Top Talent/Hi-Potentials

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

• What tools/ frameworks are other companies using to identify high potentials? • How do other companies define potential? (e.g., two-level promotable, personality qualities, learning agility) • How does performance fit into the identification of potential? • What percentage of employees ... Read More

Best Practices for C-Level Succession Plans

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

This report features nine case studies of leading organizations’ succession planning for C-Level roles. Specific focus is put towards presenting C-level candidates to the Board of Directors, the annual leadership review process, high-potential attraction, leadership development programs and interv... Read More

Best Practices in the Organizational Structures of Communications Teams

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Featuring Case Study Examples from the Following Organizations: • The Vanguard Group • Fidelity • Black Rock Investments • J P Morgan Chase • General Electric • Novartis • Johnson and Johnson Read More

Reinventing Talent Management Beyond the Events of 2020

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

This is not the world we trained for. The arrival and spread of COVID-19 have challenged the medical world, global economy, and national leadership. We find ourselves assuming decisive leadership roles that are only starting to define themselves. Multiple forces have contorted the present and bef... Read More

Best Practices in Large Scale Transformation

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

In a rapidly changing global environment, organizations are exposed to complex issues affecting a wide range of strategic functions. The regulatory environment, competition, employee attitudes, and resistance and reactions to change are some of the challenges organizations deal with on a daily basis... Read More

10 Top Tips: Achieving and Accelerating Diversity & Inclusion in Challenging Times

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

A recent conversation with some of the leading Human Resources officers at some of the leading national and global brands offered rich information on the ways they are making changes and changes they would like to pursue.... Read More

How to Benchmark Talent Agility in a Future Forward Organization

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Agile Behavior and Learning Agility are not the same thing. Agile Thinking assumes organizations are organic. Organizations belong to systems of systems where everything occurs within an evolving context. It relies on teams empowered and enabled to act with ad hoc energy at touchpoints in a process ... Read More

Designing Future-Forward Developmental Conversations

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Going forward, we need a working understanding of “conversation.” It has become the key word in best practices in performance and talent assessment. Common parlance among Human Resources, Training & Development, and Talent Management, their understanding of “conversation” should be broadly s... Read More

Executive Coaching: How to Create a Culture of Executive Coaching

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

A more holistic approach is needed, a rigorous and consistent global process satisfying the true needs across the organization. Read More

What is the purpose of Today’s Performance Management Processes?

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Punishment or Development? Over the last few years, a growing phenomenon in performance management (PM) throughout premier companies such as Adobe, General Electric and JP Morgan Chase has been exchanging the traditional annual performance review for a system of ongoing development discussions. Read More

Next Practices for Performance and Development Assessment: This is not just any mid-year!

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

This is not just any mid-year! C-suite management struggles to stay its course while dodging threats from COVID-19 — and now civil unrest. Weaving its way through this turmoil, they deal with acquisitions, mergers, scalability, and the arrival of new CEOs. This is a time of high anxiety for leader... Read More

Talent Review Next Practice: The risks of business continuity in the era of COVID-19

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

It’s getting tough out there. Executive HR and Talent professionals are juggling more than ever. Under the creeping shadow of COVID-19, they still find their organizations expanding and acquiring, many see new CEOs coming aboard, and everyone is wrestling with the pandemic’s effects on their ass... Read More

Best Practices in Managing & Measuring Remote Working

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

We featured Adobe, Google, American Express and Dell and Github, (now owned by Microsoft). All these organizations have large support organizations and have significant homeworking pedigree, with significant numbers of staff working remotely, prior to the Coronavirus event. They therefore have quite... Read More

Best Practices in Assessments - A Benchmark-it Recap

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Hosting heavyweights for a benchmarking conversation ensures multiple shared epiphanies. Pulled together recently, talent development champions met online on for Best Practices in Assessments: What are we using? What’s working? What’s NOT? A major takeaway for us was recognizing the differen... Read More

Success profiles for C-suite roles

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Digital transformation seems to permeate every sector and it is no surprise that digital fluency is becoming a game-changing and universal competency of the modern C-Suite Executive. Crisis management and change management also seemed to be crucial requirements of the modern CEO as is the ability... Read More

Success Profiles & Assessments for Field Sales Roles

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

This research looks at the typical competencies and success profiles for Field Sales Roles in market-leading organizations across 5 commercial sectors. What was noticeable in the research was that sales and relationship roles typically had overlapping duties. Read More

Future of Talent Development in the Age of Digitization

By Louis Carter /CEO, BPI

6 best-in-class cases that prove success in talent transformation in the new era of digitization. Read More

Best Practices in Hiring Senior Management: The Value for Money in Hiring Externally

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

There are fundamental questions when a business opts to fill executive positions with external hires, hires that will replace incumbents or positions newly created. • What is the cost of transition to the person hire externally? • What is the cost to the organization of hiring from the outside... Read More

Learning Development Systems for Managers Across Global Organization

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

To support the implementation of new People Practices, Major Organizations need to provide training for over thousands of HR manager distributed across the global organization. The objectives of the training include both an understanding of the new People Practices Philosophies, the technical detail... Read More

BPI Senior Executive Board Research Digital Tools - Using HR Analytics in a Powerful Way

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

This report looks at 6 multinational, blue chip organizations all at slightly different stages of their strategy to deploy HR Analytics and put it at the heart of their decision-making culture. The organizations reviewed in this report are shown below. 1. Google 2. Coca-Cola Enterprises (CCE) 3. ... Read More

Cultural Transformation

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

This report looks at 4 multinational, blue chip organizations and presents them as working (and highly successful), working models of organizations that have transformed from a more conservative business model to a business environment of innovation and risk-taking. It addresses the client’s n... Read More

Management Strategies for a GM within a Matrix Organization

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

The Study Seeks to Identify Effective Work Solutions, Communication Methods, and Management Strategies for a GM within a Matrix Organization. Read More

Talent Management Makes Matrix Organizations Work

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

For business to adopt and deliver through a matrix organizational structure, it must make significant deep and broad changes. Some of them include: the alignment of people, performance, and purpose, the design of decision processes and assignment of clear accountabilities, the assessment of and t... Read More

Product Team Organization Design

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

To remain competitive, companies are incorporating more technology and innovating faster than ever. To support the demand, traditional models of the hierarchy have been moving for decades towards flatter, more networked structures. And yet, the size that comes with success continues to challenge the... Read More

GLOBAL TALENT MANAGEMENT TRENDS

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Continued global commercial volatility and unpredictability means talent strategies are constantly evolving. Talent scarcity remains a pressing concerns for most HR principles and this is being reflected by a heavy strategic focus on talent sourcing and retention. Surprisingly, in a time of b... Read More

Retaining Employees in the Liquid Workforce

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

I put the following quick-react-report together in response to questions concerning how to retain employees beyond the first few years in the organization. Read More

Next Generation/Multigenerational Workforce Transformation Research Report

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

The global workforce is made up of 4 generations. By 2025 there will be five generations in the workforce. Each generation displays some unique behaviors and how they perform tasks. Although multiple generations in the workforce are not new, the makeup of the workforce and the reliance on technology... Read More

Successful Co-Located Human Resource Business Partner Alignment

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Re-alignment of Human Resource Departments from transactional to the transformational has been taking place for the last 20 years. In the past, HR departments were more of a support organization. Many Senior Managers and Executives believed that Human Resource Departments should be more strategic in... Read More

Best Practices in Consultative Selling, Consensus Building, and Negotiation

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Consultative Selling is a process that builds relationships. It makes sales, but as important, it secures a continuing partnership. The process takes its time to draw specific information from prospects that gives dimension to the customer’s needs and wants. This information then provides the d... Read More

3 Studies in Process Leadership Technology

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Process leadership is a big picture approach, a holistic, whole systems look. It aims to build or re-engineer effective processes and manage them for the delivery of business goals. Read More

Best Practices in Contingent Workforce Transformation

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

The US Department of Labor defines a contingent worker as “a temporary member of an organization who does not possess a contract for permanent employment.” Under that guidance contingent workers include, part-time, contractors, on call, workers hired for a specific period, professional employmen... Read More

Successful Co-Located Human Resource Business Partner Alignment

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Re-alignment of Human Resource Departments from transactional to the transformational has been taking place for the last 20 years. In the past, HR departments were more of a support organization. Many Senior Managers and Executives believed that Human Resource Departments should be more strategic in... Read More

Punishment or Development: What is the purpose of Today’s Performance Management Processes?

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Over the last few years, a growing phenomenon in performance management (PM) throughout premier companies such as Adobe, General Electric, and JP Morgan Chase has been exchanging the traditional annual performance review for a system of ongoing development discussions. Why has this phenomenon beg... Read More

4 Keys for Aligning Talent Strategies in Emerging Global Markets

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

When business dictates the next step is stretching outside the U.S., organizations must tread with care. While the company may have a domestic talent strategy, there is much to consider when looking for overseas talent. Each country has its own unique set of challenges, from how to obtain and tra... Read More

Contingent Workforce Research Report

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

This report begins with a discussion of the different options available for managing a global contingent workforce program. The data for the program options were gathered from reports and interviews. The discussion is followed by the interviews, summary of results, recommendations, and list of re... Read More

Strategies for Capturing Lost Knowledge for Employee Exits

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Knowledge held closely is an asset. Knowledge shared is a treasure. With all the investment in corporate knowledge management systems, so much still depends on human nature. And, that presents a real risk to organizational performance and futures. In an economic ecosystem that tolerates and promote... Read More

Rating Scale Examples

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Rating Scale Examples Read More

Most Loved Workplace Research

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

A new study from Best Practice Institute has revealed some surprising results. In a global survey of over 150 Fortune 1000 organizations companies, we’ve shown that employees who love their workplace are up to 4 times more likely to perform at a higher level than those who do not. This reveal dat... Read More

Test and Learns

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

“Test and Learn” is a term given to business practices aimed at accelerating performance. It assumes that learning is largely a heuristic behavior of trial and error. It’s a pragmatic learning experience in which people are satisfied with “good enough” solutions that could be optimal ... Read More

Benchmarking Best Talent Practices

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

1. Mentoring Programs Best Practices 2. Best Practices on Creative Approaches to High Potential Identification 3. Moving HR Technology – best practices in switching HRIS/HCM providers 4. Best Practices in Rotational Development Programs 5. Best Practices in Performance Management Transitio... Read More

Comparison of Performance Management Vendors

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

The following is a survey of tools that enable the employee feedback that supports performance appraisals. The intent is to identify and measure those tools that compete directly with Skillrater. I have found that the “big” tools serve Human Resources and Human Capital Management in extensivel... Read More

Matching Analytics to HR’s Chief Goals

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

Almost every aspect of workforce management and top talent identification is viewed as a “high” or “very high” in terms of importance by the HR professionals in our survey. This shows that analytics has the potential to impact talent management at every level but may also signify that anal... Read More

4 Keys for Aligning Talent Strategies in Emerging Global Markets

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

When business dictates the next step is stretching outside the U.S., organizations must tread with care. While the company may have a domestic talent strategy, there is much to consider when looking for overseas talent. Each country has its own unique set of challenges, from how to obtain and tr... Read More

360 Degree Assessment for Project Managers

By Louis Carter /CEO, BPI

Copyright, Best Practice Publications, LLC and Best Practice Institute. Do not distribute or share this document without prior written consent of the publisher. For more site licenses, you must purchase additional memberships. 360 Degree Assessment for Project Managers Purpose of the Asses... Read More

Best Practices in Leading the Global Workforce

By Louis Carter /CEO, BPI

We created a research study that addresses the following areas: 1. Talent and Succession Management 2. Performance Management 3. Leadership Development 4. Global Change You and your organization will likely get the most from this study if you work with a team in selecting ... Read More

Best Practices in Leadership Development and Organization Change

By Louis Carter /CEO, BPI

To provide additional context for the practices presented in this book, we asked each contributor to complete a survey to gain a more comprehensive view of their organizational change and leadership development program. The survey was comprised of six themed sections: 1.) business diagnosis (includi... Read More

Expatriates/Global Assignments Research Study

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

The study seeks to identify the strategic outlook of global organizations on expatriate assignments and their role in organization development and global talent management. Read More

Integrated Talent Management Trends and Findings

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

To provide additional context for the case studies presented in this research, we asked our contributors and other organizations to reflect on their practices and processes in an online survey. Areas covered by the survey include: 1) company and initiative background, 2) budget for ITM, 3) top areas... Read More

Talent and Succession Management, Performance Management, Leadership Development, and Global Change

By Louis Carter /CEO, BPI

The Best Practice Institute (BPI) is a community of leaders dedicated to pioneering and sharing best practices. The Senior Executive Board listed the four most important operations within their respective organizations human resource (HR) departments. In an ordered process, these were the board memb... Read More

Talent Management Summary

By William Rothwell /President, Rothwell & Associates, Inc.

The chapters in this volume represent truly outstanding examples of talent management programs from diverse economic sectors. They are instructive whether the reader is just starting out to build a program, is trying to enhance an existing program, is a graduate student doing research on talent mana... Read More

Integrated Talent Management

By Louis Carter /CEO, BPI

The focus of this research study is to provide you with the key ingredients taken from best practice organizations to help you transform and implement your organization’s Integrated Talent Management (ITM) Strategy. Through case studies and articles, this research study provides models, step by st... Read More

Global Leadership Development Trends and Findings

By Louis Carter /CEO, BPI

Reflections on practices and processes including: 1) company and initiative background, 2) budget for leadership development, 3) top competencies for program design, 4) critical success factors for GLD programs, 5) factors for developing high-­?potentials. Read More

HR & Leadership Assessments Report

By Bpi /Learning and Leadership Development Staff, Best Practice Institute

The following literary review includes meta-analyses performed since 2005 on the validity of employee assessments as predictors of job performance. Employee assessments reviewed by type include the Big Five personality tests, emotional intelligence (EI), cognitive ability tests (CAT), computer adapt... Read More

Best Practices in Talent Management Powerpoint Presentation

By Louis Carter /CEO, BPI

You may use this presentation for audiences to show the research and findings behind our research on Best Practices in Talent Management. Read More

Integration Through Transformation

By Patrick Carmichael /CEO, BPI

Why is the dream of integrated talent management so hard to translate into reality? After more than a decade of “the war for talent,” the quest to integrate talent solutions remains elusive. Many executives are crying out for better integration. Leaders want the right people with the right skill... Read More

Introduction to Talent Management

By Louis Carter /CEO, BPI

The assets of an enterprise can perhaps be divided into two parts: its people, and everything else. While some may measure the value of a company by its real estate, sales, inventories, supply chains, accounts receivable, brand recognition, and the thousands of other pieces that when assembled creat... Read More

Using the Warrior Ethos to Drive Business Leadership

By Louis Carter /CEO, BPI

The “business is war” philosophy has been with us for nearly as long as business itself. Smart executives learn valuable lessons from The Art of War and The Book of Five Rings, sales managers admonish field personnel to “win” and “seize territory”, and executives grow accustomed to �... Read More

Developing a Best Practice Case Study for Your Intervention or System

By Louis Carter /CEO, BPI

BPI’s definition of Best Practices BPI’s definition of best practices is a program, intervention, and/or organization system that achieves sustainable positive results over time through diagnostic, assessment, design, implementation, continuous support, and evaluation phases. Description of Four... Read More

Quality Leadership Development

By Louis Carter /CEO, BPI

When faced with a crisis that threatened everything they stood for, 600 people from across the country representing all functions and levels of this organization came together to share their concerns and hopes for the future. As they listened to each other, participants quickly recognized how import... Read More

BPI's 25 Top CEO List

By Louis Carter /CEO, BPI

The BPI 25 Top CEO List describes the accomplishments of 25 CEOs studied by BPI. It measures the following variables of the CEO: Tenure; Total Revenue Increase (3yrs); Net Income Increase (3yrs); and key accomplishments. 1. Fred Smith FedEx 8 yrs 30% 53.60% Fred Smith has led FedEx to success throug... Read More

Best Practices in Talent Management

By Louis Carter /CEO, BPI

Best Practice case studies in talent management from Microsoft, IRS, SouthernCompany, Corning, Whirlpool, GE, Kaiser Permanente, Ecolab, Bank of America and more will share trends and findings from Best Practice Institute's latest best practices research study in Talent Management. Full PowerPoint ... Read More

Best Practices in Leadership Development Handbook

By Louis Carter /CEO, BPI

https://bestpracticeinstitute.org/members/doc/Front.pdf... Read More