Let’s jump right into the first building block of emotional intelligence: Self Perception. Self Perception is made up of three main skills. As skills, we can develop them over time.

Today’s leadership development programming must be multi-faceted to meet the diverse needs of rising leaders.

Recently I attended a conference in Berlin, the capitol of Germany. I stayed at an AirBnB private room because I find it pleasant to interact with local hosts. Like always, we got into the conversation about what each of us is doing for business.

How to be bold and create the extraordinary? Sounds like a big topic that would involve lots of methods and techniques. Yet there are 2 secrets to boldly creating extraordinary results.

Leaders need the commitment, the ideas, the passion and the work of others to make big ideas come to life. How do you get that kind of commitment from others? How do you get others fully engaged?

When it’s time to deliver a tough message, do you can feel like you’ve got to have a complex set of interpersonal skills mastered? If so, you’re not alone.

Our world, right now, needs leaders who know how to inspire, engage and get extraordinary results. As a leader, you’ve got opportunities, pressures, questions and complexities coming at you from all directions.

Are you struggling to hang on to a job or career path that has lost its meaning? Has the industry that you found so exciting early in your career lost its appeal? Are you close to being able to walk off into the sunset of your retirement years, but you find every step painful, frustrating, even soul crushing?

Are you ready to refocus, recommit, refuel, and drive toward completing an inspiring and fulfilling 2019?

I have had the honor and opportunity to bring the Tiara leadership principles and concepts to young people.

Statistics, like these just shared by Google, show that many companies still lack diverse leadership today. 

Negotiation is a scary word.  At least, that is what we are hearing from most of the women we serve.  When we ask our clients if they are good at negotiating, many of them will tense up, shake their heads vigorously “no”, and back away as if to avoid something exceedingly unpleasant and distasteful.

The most common reason mentorship partnerships fail is because the relationship is NOT mentee-driven. When the expectation or assumption is that the mentor is the one managing the relationship, the mentoring partnership is already in danger.

Many attempts to start mentoring relationships fail repeatedly, both for individuals and companies, and we know why.

Do you think you are ready for a mentor, yet feel a little overwhelmed or intimidated about finding one? Have you tried establishing mentoring relationships before that have gone nowhere? 

Companies know that mentorship works, and companies know that their people are looking for mentoring. Yet organizations of all sizes fail time and time again to create successful, strategic mentoring programs, and we know why.

What do we do in the face of repeating patterns and longterm struggles?

Books we often share with our clients and colleagues.

Articles we often share with our individual and corporate clients.

In my career, I was an executive before the phrase Executive Presence was coined. You either had that job title or you didn’t, and moving up in the organization was based on bottom-line performance and who you knew.