Picture of people influencing without authority

Influencing Without Authority – 3 Skills For Leading

Pamela Roller • March 10, 2016 • In many organizations, lines of authority and reporting are complex. You may have more than one boss or be tasked with leading a cross-functional team where no one reports to you. Leading within this type of organizational structure can be challenRead more »

Categories: Balanced Leadership, Leadership

People discussing business acumen concepts

6 Business Acumen Concepts Managers Should Know About Profitability and Cash Flow

Ned Wasniewski • February 10, 2016 • You’ve heard the expressions before, “Cash is king” and “Cash is the lifeblood of a company.” Sounds sensible, but what does it really mean? If cash is king, what about profitability? Operating managers have a direct impact on both cash Read more »

Categories: Business Acumen

Diagram of matrix organization

4 Tips for Executing Strategy in a Matrix Organization

Pamela Roller • February 5, 2016 •   Often leaders in a matrix organization are working with people from very different parts of the organization to focus on a common initiative. A group of talented colleagues may have the requisite collection of skills, but likely also bring Read more »

Categories: Leadership, Strategy

picture of a person writing notes.

How Do You Learn to Lead?

Amanda Young Hickman • January 19, 2016 • Most of us learn to lead through apprenticeship, watching role models — good and bad. Some of us study the greats (WWJWD? What would Jack Welch do? WWSJD? What would Steve Jobs do?), but no one finds a simple leadership Read more »

Categories: Balanced Leadership, Developing New Leaders, Leadership, Why a Business Simulation?

Lifting the fog: Service Industry Acumen

Laurel Tyler • November 25, 2015 • For the past two decades the service sector has been the fastest growing portion of the economy.  Service businesses including consultants, contractors, hospitality and professional services are reshaping the business landscape.  As many of these fRead more »

Categories: Business Acumen, Leadership

Simulations can be designed to reflect a variety of business cycles

Surviving Market Cycles – Practice First!

Ned Wasniewski • November 10, 2015 • Managing through business cycles – and there are many types of them – challenges even the most seasoned leaders. Responding to or anticipating market changes can require bold and risky decision-making with potentially profound consequences. A leaRead more »

Categories: Leadership, Strategy, Why a Business Simulation?

Leading in a matrix organization

Mind over Structure: Four Secrets to Leading in a Matrix

Amanda Young Hickman • October 22, 2015 •   Leading in a matrix is an exercise in frustration for many individuals. The duality of reporting; the complexity of resource allocation; the need for alignment, and (gasp!) compromise can be wearing for leaders. While the design looks good on Read more »

Categories: Balanced Leadership, Leadership

Strategic Communication

Powerful Communication Moments Most Leaders Miss

Amanda Young Hickman • October 16, 2015 • Employees pay an extraordinary amount of attention to what we do in the moment. What we communicate when we aren’t formally thinking about communication is what employees actually hear. As leaders, we spend an enormous amount of time crafting our Read more »

Categories: Leadership

New Leader Inquiry Training

Which comes first: Inquiry or Advocacy? A Chicken or Egg Dilemma for New Leaders

Karen Maxwell Powell • October 1, 2015 • We work in fast-paced, changing organizations that have structures that are less and less…structured. To get work done, leaders have to be savvier than ever at knowing when, how and who to talk to. This requirement can be a heavy Read more »

Categories: Balanced Leadership, Developing New Leaders, Leadership

Matrix Leadership Training

The Two Word Secret to Making the Matrix Work

Amanda Young Hickman • September 24, 2015 • The matrix is here to stay. It’s an organizational structure, when done right, that can be agile and responsive to the market; can knit together global and local priorities; can leverage centralized skills and can enable local accountability. Done Read more »

Categories: Balanced Leadership, Leadership