The Bailey Group Blog
What We’re Thinking
Take a moment to keep up with The Bailey Group and let our influential professionals keep you up-to-date with what is going on in the world of business and executive leadership. Whether you prefer to digest your information in the form of informative blog posts, in-depth white papers, or engaging podcasts, we have you covered.
When providing effective recognition, leaders need to consider both the amount of feedback and the methods of feedback.
As specialists in adult development and workplace behavior change, The Bailey Group understands the core principles necessary to achieve successful organizational transformation.
Research tells us that critical reasoning is the single most important correlate to job performance. The good news is that critical reasoning abilities can be measured and evaluated when hiring for a leadership position.
High achieving executives are vulnerable to the belief that working harder and taking personal responsibility is the answer to building a culture of accountability. Unfortunately, these two strategies only reinforce the problem.
Job descriptions tend to have great information about primary responsibilities and the credentials required to fill the role. But, clearly defining the specific competencies and characteristics in ways that truly define what is needed in a candidate can significantly increase the likelihood of making a successful hire.
The annual Register Great Bike Ride Across Iowa (RAGBRAI) was held last week, reminding me of lessons learned by completing it six years ago, including the value of getting out of my comfort zone and the importance of preparation. These and other lessons have practical applications in the world of business.
Stereotype threat is the pressure felt not to confirm a negative stereotype about an aspect of one’s identity. This threat, real or perceived, can become part of daily reality and can impact relationships, performance and behavior.
Balancing the tension between risk and reward in pursuing the goals of an organization is an attribute that first-time leaders can learn by observing others, joining a peer group, or engaging an executive coach.
Teams who have been together for a long time and have been effective in the past can suddenly struggle. As with any relationship, maintaining team effectiveness takes ongoing energy and focus.
As integral members of the workplace social system, leaders that invest their time and effort in the people we coach significantly increase the likelihood of sustainable change and progress.