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Author: Frank Kalman April 22, 2014 Shared by: Andee Weinfurter, MSLOC Student Even the worst of business problems come with hidden positivity, says author Kathy Cramer. The trick is developing a leadership mindset where being positive is your biggest asset.

By Marshall Moore February 18, 2014 Shared by Kelly Ross, MSLOC alumnae and MSLOC Coach in the Organizational and Leadership Coaching Certification program. "Good coaches get results, respect, and awards-just ask the three managers recently inducted into the Baseball Hall of Fame. But what makes a coach or mentor good? One school of thought says they should hold their mentees to specific performance benchmarks and help them reach those benchmarks by targeting their personal weaknesses. Popofatticus But new research suggests a different tack-namely, to nurture a mentee's strengths, aspirations for the future, and goals for personal growth. Indeed, studies suggest that this positive approach is more effective at helping people learn and change; for instance, it helps train business school students to be better managers, and it is more effective at getting patients to comply with doctors' orders."

Results from 2013 survey of change management success, reasons for failure.

Article by Robert Kabacoff February 7, 2014 Shared by Amber Barger, MSLOC Student In study after study, strategic thinkers are found to be among the most highly effective leaders. And while there is an abundance of courses, books, articles and opinions on the process of strategic planning, the focus is typically on an isolated process that might happen once or twice per year. In contrast, a true strategic leader thinks and acts strategically every day.

Author: Jena McGregor Feb 19, 2014 Shared by: Andee Weinfurter (MSLOC Student)

Author: Theo Priestley January 8, 2014 Shared by: Andee Weinfurter, 2014

Author: David Reese January 17, 2014 Shared by: Andee Weinfurter, MSLOC Student

11/04/2013 by Jason Feifer Shared by Claudia Richman, MSLOC Student, on Twitter - @claudiarichman

By Ken Blanchard and Scott Blanchard Shared by Bree Groff, MSLOC Student, on Twitter - @BreeABerman

Free articles and resources offered by Marshall Goldsmith

By Jeanne Ebersole, MSLOC 2012 Few women hold roles at the top levels of organizations and of those who do, many have reported their intent to leave within five years. This study investigates the transition experiences of executive women who have opted out. It explores the genesis of their desire to opt-out, the support they received and would have liked to receive as well as the role of coaching in the process. Participants reported experiencing a distinct transition process with identifiable phases and that coaching would be useful in the transition.

Author: Amy Gallo August 10, 2010 Shared by: Sean Radford, MSLOC Student

Author: Phyllis Korkki Date: April 12, 2014 Shared by: Jessica Catz, MSLOC Student Who really makes the changes in an organization? It's not always the people with the highest executive titles. A growing body of research has pointed to the importance of informal leaders known to researchers as "brokers," who have the gift of connecting employees in productive new ways.

Author: Karen Bonsignore Date: NA Shared by: Sandy Schwan, MSLOC Alum on Evolving Strategies blog Organizational leaders must fully understand the consequences of disengagement, and devote attention and resources to initiatives that will increase and sustain employee engagement. Employees are free to leave their jobs to find more fulfilling work, or a better work environment, or even a more supportive boss. However, building an engaged workforce is the responsibility of a leader: from the top-down. The reason is that while there are known factors that can drive or derail engagement, regular employees are generally not in control of company policies and practices. Consequently, the buck begins at the top.

Author: Matt Palmquist March 20, 2014 Shared by: Andee Weinfurter Bottom Line: Although the forward-thinking and innovative efforts of employees drive many elements of corporate strategy and success, managers lag behind in their ability to support such creative endeavors. They must give employees the resources to take on their own pet projects, and turn them into corporate assets.

Author: Eric McNulty April 18, 2014 Shared by: Andee Weinfurter, MSLOC Student

Author: Nick Tasler May 7, 2014 Shared by: Robin Bellerby, MSLOC Alum Three pervasive myths continue to make strategic thinking an elusive skill set in today's organizations.

Author: Eleanor Barkhorn March 14, 2013 Shared by: Valencia Ray, MSLOC Student Sheryl Sandberg's Lean In is full of quotable lines: "What would you do if you weren't afraid?"; "As women must be more empowered at work, men must be more empowered at home"; and so on. There's one line in particular that jumped out at me and I felt compelled to follow up on: "As a man gets more successful, he is better liked by men and women, and as a woman gets more successful, she is less liked by men and women."

By Bea La O', MSLOC 2014 Capstone Research "This study seeks to understand how managers make strategic decisions through the lens of three approaches proffered by Mintzberg and Westley (2001): "think-first," procedural rationality, "see-first," insight and intuition, and "do-first," sensemaking. Through interviews with six leaders on strategic decision issues that range from changing the growth strategy of a large healthcare firm to redefining the talent management framework of a large quick service restaurant company, the study finds managers switch between the three approaches over the course of considering a decision issue. It also finds managers manage the inherent tension between "thinking-first," "seeing-first," and "doing-first," and socialize decision issues with stakeholders using "think-first," procedural rationality, and "do-first," sensemaking. "

Author: Simon Sinek Date: May 19, 2014 Shared by: Andee Weinfurter