Organizational Culture:
The Hidden Cost of "How"
"We trust people to be adults in so many areas of their lives," says journalist and author Brian Carney. "But when they walk through the doors at work, we insist they need detailed rules and descriptions for how to do a job." (more...)
Have a 'Looking Glass Experience'
Start discovering new connections between your approach to leadership and how other roles in the organization relate to you. Using CCL's powerful real-world simulation, you will develop the skills to be a more collaborative leader. Enroll in CCL's Looking Glass Experience today.
Sustaining Innovation
Put an entrepreneur, a radiologist, an engineer, a manufacturing manager and a director of a global internet company in the same room. Add in some R&D managers, corporate executives, designers, strategists and a few 20-somethings. You've got a high-energy meeting of the Association for Managers of Innovation. (more...)
Wake Up to Lead
Too often we lead and live on autopilot: getting through the day, putting out the latest fire at work or home, responding to what's in front of us. There is an alternative, says Clint Sidle, author of This Hungry Spirit: Your Need for Basic Goodness. (more...)
Need Directions?
Wouldn't it be nice to have a GPS navigator for leader development? CCL's new Leader Development Roadmap is the next best thing. (more...)
 Exclusively for myCCL Premium Subscribers
Interviews with Guest Authorities on Leadership
Is Your Mojo Where It Should Be?
CCL CEO John Ryan interviews Coach and Author Marshall Goldsmith
In April, renowned executive coach and author Marshall Goldsmith visited CCL's global headquarters in Greensboro, NC. Goldsmith, who made best seller lists in 2007 with What Got You Here Won't Get You There, talked with CCL President John Ryan about his newest bestseller, Mojo: How To Get It, How To Keep It, How To Get It Back If You Lose It. (more...)
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Did you know ...
that 21 percent of high potentials are actively looking for another job?
Even though 95 percent of high potentials say they are committed to their organizations, 21 percent are still actively looking for another job, according to CCL's "View from the Pipeline" research.
So what can businesses do to boost retention of high-potential talent? One strategy is to enact a process of formally identifying top talent. The CCL study showed several clear differences between high potentials who have been formally named and those who are perceived to be high potentials. Notably, only 14 percent of formally identified high potentials are seeking other employment. That number more than doubles (33 percent) for employees who are informally identified as high potentials.
Learn more about how to retain top talent:
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