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Conflict between managers and direct reports affects their work and influences how productive and effective an organization can be. Managers who can see both sides of a conflict can resolve it, but that means assessing the differences between themselves and their direct reports and finding out how those differences impact the conflict. With that knowledge they can make a plan to use before, during, and after a conflict resolution session that clarifies performance expectations and provides ongoing feedback for support and development.

The experts at CCL have found that successful managers acquire many core skills from their work assignments. Jobs are a rich source of learning. But some jobs provide more of a learning opportunity than others. And many employees don't focus on the learning potential of their day-to-day tasks. This Participant Workbook contains a field tested profile that will show you how to seek challenges and to draw knowledge from your professional life. You will be able to score and interpret the profile with the aid of this action guide. You will determine what and how much you are learning, what parts of your job hold key challenges, and what strategies you might adopt to derive maximal learning from these experiences.

The experts at CCL have found that successful managers acquire many core skills from their work assignments. Jobs are a rich source of learning. But some jobs provide more of a learning opportunity than others. And many employees don't focus on the learning potential of their day-to-day tasks. This Facilitator's Guide details the essential workshop procedures (including setup, administration, and follow-up) and provides you with debrief presentation slides. You don't need to be a training professional to use this tool in your organization: this guide gives you all the basics. Enable your employees to thrive on challenge!

Leaders wear multiple hats. Most leaders are comfortable with and effective in the role of managing their direct reports' day-to-day performance. However, many leaders are less clear about the role of developing their direct reports, particularly coaching for development. In CCL's experience, most people want their managers to coach them but say this doesn't happen often enough. This guidebook provides an introduction to the basics of leader-coaching, including a structure and a set of guidelines to conduct effective formal and informal coaching conversations with your direct reports. Leaders are in the best position to support the development of their people. Coaching skills are one important set of tools that can be used to leverage people's everyday experiences at work, to drive development, and to build leadership capacity in individuals, teams, and organizations.

Having interpersonal skills will allow you to motivate, inspire, and successfully lead others, as well as further your own career development.

The success of your daily interactions with others, whether during formal meetings or encounters at the water cooler, can make or break your success in the workplace. Having interpersonal skills will allow you to motivate, inspire, and successfully lead others, as well as further your own career development. This guidebook will show you how, through self-awareness and strategic implementation of behaviors, you can utilize interpersonal savvy to make the most out of negative situations, develop and lead others, and create a positive working environment despite daily challenges and hardships.

This book will show you how to diagnose problems in your team by focusing on the three outcomes of effective leadership: direction, alignment, and commitment. By assessing where your group stands in each of these outcomes, you can plan and implement the changes necessary to get better results.

Providing feedback to others about their performance is a key developmental experience. But not all feedback is effective in making the best use of that experience. This guidebook demonstrates how to make the feedback you give more effective so that others can benefit from your message.

This guidebook outlines the benefits of effective delegation and the fears and concerns that can prevent or hinder it, then offers four key ideas that leaders can use to enable better delegation.

Listening well is an essential component of good leadership. You can become a more effective listener and leader by learning the skills of active listening.

This book will show you how to diagnose problems in your team by focusing on the three outcomes of effective leadership: direction, alignment, and commitment.

This report is an expanded version of the article, "Promotion Deci­sions as a Diversity Practice," published in 1995 as part of a special issue of the Journal of Management Development on gender issues in management development (volume 14, issue 2, pp. 6-23). The journal, published by MCB University Press in West Yorkshire, England, serves as an international com­munication medium for all those working in the management development field. We decided to publish this version of the journal article so that more of our primary audience of American managers, academicians, and human resources practitioners would have access to the information.

A prevalent way of viewing leadership is as a process of social influence. In this report, the authors offer an alternative perspective seeing leadership as a process of social meaning-making. The practical and research implications of such a view are considered.

This is the participant workbook for the One Day - Leading Through Transitions workshop. During the workshop, you will be given the tools to evaluate what's working, what's not working, and what's missing. This grounded, real learning experience will give you the confidence to meet the demands of both managing the business and leading your people.

Trust is a mechanism of people's decision-making processes that mediates nearly every interaction in their lives. Identifying and discussing the specific issues or behaviors that increase or decrease one's willingness to trust-to be vulnerable to the actions of others-helps leaders increase their comfort in dealing with today's volatile, uncertain, complex, and ambiguous world. Developing fluency in initiating trust conversations helps both leaders and their colleagues open up to the possibility of creating greater responsibility throughout their relationships, teams, and business units.

This guidebook outlines the benefits of effective delegation and the fears and concerns that can prevent or hinder it, then offers four key ideas that leaders can use to enable better delegation.

Inspire collaborative, creative conversations using a wide variety of images with Visual Explorer. A favorite of CCL's own program facilitators, Visual Explorer offers everything you need to utilize this proven method of developing ideas and insights into useful dialog as part of your leadership development training.

If your team isn't getting results, you may think the problem starts with a failure in leadership. While the person in charge may have issues, a leadership problem doesn't necessarily mean you have a "leader" problem. Leadership is not just about the people at the top, but is a social process, enabling individuals to work together as a cohesive group to produce collective results. This book will show you how to diagnose problems in your team by focusing on the three outcomes of effective leadership: direction, alignment, and commitment. By assessing where your group stands in each of these outcomes, you can plan and implement the changes necessary to get better results.

This book will show you how to diagnose problems in your team by focusing on the three outcomes of effective leadership: direction, alignment, and commitment. By assessing where your group stands in each of these outcomes, you can plan and implement the changes necessary to get better results.

When managers in multinational companies are not properly prepared for assignments in foreign countries, the costs are great - for the managers themselves, for their organizations, and for their home countries. The selection - development - support framework described in this report not only identifies the important factors to consider when working overseas but also specifies ways to develop a talent pool of effective expatriates. Such factors as personality, early-life experiences, role of the spouse, language and cultural training, and repatriation are discussed in detail and recommendations for expatriate success are provided.

With thirty-seven years in the U.S. Army, retiring as a three-star general, and nine years as the president and CEO of the Center for Creative Leadership, Walter F. Ulmer, Jr., has a wealth of leadership experience. He is also an exceptionally thoughtful person committed to learning from his experience. This book, selected from columns that he wrote for CCL's periodical Issues & Observations and introduced by an adaptation of an essay written for the Kellogg Leadership Studies Project, demonstrates his understanding of both practice and theory, and reminds us that there can be no true leadership without learning.