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Leaders and Signs
Success and/or failure in organisations doesn't "just happen". Invariably there are indicators of which leaders should be aware. In this article Doug Long suggests a process for incorporating early warning signs into the planning process of any organisation.
Effective Leadership = Business Success
Leadership plays a vital role in the building of any business and can have a direct effect on the attitudes of colleagues and staff which in turn affects products and services. The attitude and influence of the leader is also reflected in aspects such as staff satisfaction and retention.

Other organisation leaders Related Articles

How Leaders Improve Performance
To improve business performance, leaders need to pay attention to both developing their leadership skills and developing the organisation. This article explores how these are inter-related and provides an integral understanding of what affects the performance of an organisation. Questions are provided to help illuminate the readers capability as they explore the 4 quadrants of the leadership and organisational development landscape, together with an excerise to help develop their awareness and skill.
Why External Diagonal Career Moves are Rare
An external diagonal career move occurs when someone moves into a more senior or broader role in a different organisation in either the same or a different industry. For example, if a Marketing Manager in an organisation moves to become a General Manager or Chief Operating Officer or CEO in a different organisation, I call this a diagonal move. They are rare. Most of the time people move either vertically or horizontally.
Effective Leadership – the key to staff retention
The current economic climate dictates that it is now an employers market, however what will happen when the economic crisis we currently find ourselves in subsides? Are you confident that your talented employees will remain with your organisation? Or do you believe you need to act now to ensure your talent is retained in the future? Over the next few weeks we will look at strategies for ensuring your key talent are engaged, motivated and ultimately committed to your organisation and its objectives, regardless of how green the grass may appear on the other side. This week we will look at the important role leaders play in talent retention...

So what is the Definition of a Manager?
A classic definition of what managers are about is that ‘Leaders do the right thing and managers do things right’. A more standard definition is that managers would work towards the organisation’s goals using the resources at their disposal. It of course also depends on the size of the organisation. Larger companies might require managers to oversee the efforts and achievements of a further level of managers. A General Manager might have several other managers reporting to him or even several levels of management reporting to each other.
Set Up For Success
In many organisations, success seems to be a random variable. Good leaders consciously try to create an environment in which both the organisation and its people can maximise their probability of being successful. This articcle provides some pointers in how to do this.
Are You an ‘IN’ or ‘OUT’ Leader?
Leadership is both 'IN' and 'OUT'. A motivational leader not only guides people in the organisation but also take care and inspire the individuals who indirectly influence the growth factor of the organisation from outside.

COMMUNITY WEB, INTERVIEW, JOB AND TALENT
Today the greatest challenge in front of leaders is to find the right talent for their organisation. It has become quite difficult to get the best talent for their team. Leaders need to find ways in order to find the best and the right talent for their purposes.

Moving to a 'consequential corporate culture'
In any organisation it is the behaviour of its’ people that lead to success, mediocrity or failure. Behaviours stem from a set of values that the organisation must understand and that leadership must role model. Behaviours must also have consequences for the values to have any credibility; an up side for good behaviour in terms of recognition and reward and a downside for poor behaviour in terms of challenge, coaching, training and development and perhaps even having to leave the organisation. In the article we provide 10 areas that you must focus on to embed values and the right behaviours in your business.
Why is there a growing interest in managerial and executive onboarding?
Research shows up to 40 per cent of promoted leaders fall short of expectations in the first eighteen months and the figure is higher for newcomers to the organisation. There is a growing awareness that the cost of failure is too great to leave successful transitions 
to chance. Executive onboarding programs improve retention and reduce the risk by providing a formal process beyond orientation, giving new leaders the best start possible.
The Value Spectrum of Performance Management
The ‘Value Spectrum' is a term we use to describe how Managers and Executives should be positioning performance goals so that their employees can significantly improve organisation performance. The ‘Value Spectrum' is part of what an employee does that adds significant value to the organisation as opposed to doing things that need to be completed as part of their core duties. Core duties relate more to the position or job description document i.e. tasks the employee already executes to a high standard but which don't help transform the organisation as a whole.

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