By William Seidman
We’re working on several leadership programs right now, leading an organization through a transformation.
We have built decent best practices that are different from the usual. We’ve been emphasizing “authenticity.”
When we talk about deploying the best practices, though, we get stuck.
After a lot of conversation and thought, we realized that the leaders who most need enhanced leadership capabilities are executives most convinced they are already great leaders. This mindset is a good part of why they are powerfully resistant to considering their own need to grow and change.
Ironically, the best leaders are those who seek out — and are open to – growth opportunities. They’re easy to work with but don’t need the development.
How do you you engage “leaders” who are so resistant to learning from others?
