A few weeks ago, I had the privilege of speaking on behalf of The Leadership Circle at The Conference Board Executive Coaching Conference in New York City.
A few weeks ago, I had the privilege of speaking on behalf of The Leadership Circle at The Conference Board Executive Coaching Conference in New York City.
This past year has resulted in a transformation for both The Leadership Circle and myself; a year ago I could have never imagined the powerful outcomes I’m currently witnessing.
For over eight years I’ve had the privilege of engaging in nearly a thousand conversations with decision-makers in a variety of medium to large organizations.
The core tension that we manage as adults, in my opinion, and especially as leaders, is the tension between purpose and safety. Each of us is oriented toward a purpose that desires to come through our lives.
The Leadership Circle Profile contains the most complete set of dimensions for increasing a leader’s or an organization’s innovative capacity, flexibility, and agility. However, this fact is only the beginning of the argument for why The Leadership Circle Profiles are designed for this outcome. The main reason has to do with the relationship between complexity and consciousness.
Last month we discussed how The Leadership Circle can be used to create a more innovative, flexible, and agile leadership culture in an organization. This Leadership Quarterly discusses Part Two on this topic—a case study example of how The Leadership Culture Survey describes precisely what is needed for a specific organization to be more agile, flexible, and innovative.
Recently, one of our Certified Consultants, a great friend of The Leadership Circle, posted an unknown competitor’s list of competencies and associated definitions on our LinkedIn site.