After weeks of procrastination, I finally gave in and took the family laptop to the technical support desk at one of those big box electronics stores.
A few weeks ago, I had the privilege of speaking on behalf of The Leadership Circle at The Conference Board Executive Coaching Conference in New York City.
For over eight years I’ve had the privilege of engaging in nearly a thousand conversations with decision-makers in a variety of medium to large organizations.
The Leadership Circle Profile contains the most complete set of dimensions for increasing a leader’s or an organization’s innovative capacity, flexibility, and agility. However, this fact is only the beginning of the argument for why The Leadership Circle Profiles are designed for this outcome. The main reason has to do with the relationship between complexity and consciousness.
Last month we discussed how The Leadership Circle can be used to create a more innovative, flexible, and agile leadership culture in an organization. This Leadership Quarterly discusses Part Two on this topic—a case study example of how The Leadership Culture Survey describes precisely what is needed for a specific organization to be more agile, flexible, and innovative.