To round out the last full week in July, The Regis Company has compiled a summary of five articles focusing on corporate leadership programs.


From Peter Bergmann: Great Leaders Are Confident, Connected, Committed, and Courageous

“No matter your age, your role, your position, your title, your profession, or your status, to get your most important work done, you have to have hard conversations, create accountability, and inspire action.

In order to do that, you need to show up powerfully and magnetically in a way that attracts people to trust you, follow you, and commit to putting 100% of their effort into a larger purpose, something bigger than all of you. You need to care about others and connect with them in such a way that they feel your care. You need to speak persuasively — in a way that’s clear, direct, and honest and that reflects your care — while listening with openness, compassion, and love. Even when being challenged.

And, of course, you need to follow through quickly and effectively.”


From Herminia Ibarra and Patrick Petitti: A 5-Part Process for Using Technology to Improve Your Talent Management

Corporate leadership programs “must foster a culture of learning.”


From Mack Story: Manager Vs. Leader: Managers Tell, Leaders Sell

“Clearly, leadership is about helping other people think at a higher level and helping them become responsible for improving themselves and their processes. It’s about enabling the team to provide solutions, which allows them to accept responsibility.”


From Mack and Ria Story: The Five Types of Leaders

“When it comes to what’s going on in the organization, leaders are either making it happen (good or bad), allowing it to happen (good or bad), or preventing it from happening (good or bad). Ultimately, the top leader is responsible, whether they accept responsibility or not.

High-impact, transformational leaders know this and take responsibility for everything that is happening. Meanwhile, low-impact leaders avoid taking responsibility for what’s happening as they search for others to blame. They create a tremendous amount of distrust throughout the organization as they try to maintain power and control.”


From Michael Echols: Targeted Training and Formal Education: Fitting the Pieces Together

“A learning strategy requires a comprehensive environmental scan. Without such work, deploying resources is largely an exercise in groping around in the dark. In the current world of rapid change and innovation, the result is more likely to be dangerous than successful.”


Do the insights provided in these articles apply to the corporate leadership programs you’ve developed for your organization?

Bethany Kemp

Author Bethany Kemp

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