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The article presents the author's opinion on why new leaders fail and what they need to learn. As an executive coach, the author regularly works with clients who are challenged to let go of comfortable behaviors and instead adopt new behaviors that are required of them as executive leaders. The author has asked many successful executives to provide their insights about the behaviors and mindsets that executives need to pick up and let go of to meet a new set of expectations. The first challenge faced by new executives is to quit relying on the set of functional skills that have been the foundation of their success.

An interview with McGill University professor Henry Mintzberg is presented. When asked about his belief that managers should learn from their own experiences, Mintzberg replied that leadership and management are synonymous concepts. He also replied to questions about the effect of the economic recession on strategic planning and the implementation of an oath of ethics into business school.

The article examines the most pressing issues facing chief executive officers (CEOs) during 2010. Drawing upon a number of surveys conducted by entities such as the business consulting firm PricewaterhouseCoopers, the computer company International Business Machines (IBM), and the business membership The Conference Board, the author attests that the most daunting challenge to these executives is uncertainty. This element has been exacerbated by the global recession and derives from elements as varied as globalization, accelerated industry transformation due largely to technological innovations, and government regulations.

Focuses on an innovative leader as defined by Susan Sarfati, president and chief executive officer of Greater Washington Society of Association Executives. Necessity of questioning and listening skills; Need for leaders to convey ideas concisely and clearly; Importance of selfishness in creating innovative ideas.

Focuses on effective leadership skills. Responsibility of leaders; Need to focus on one's own decisions and reactions; Importance of good anxiety management for leaders.

Charts are presented on a survey of executives on the use of data analytics in their business enterprises including a chart on dissatisfaction with access to data and a chart on executive attitudes on data analytics

The article reports that, according to a study from career management firm Lee Hecht Harrison, most employees believe that their managers are not interested in their career development. Topics include the importance of career development opportunities for employee engagement, retention, and performance.

The article examines a survey of business leaders in Great Britain that was conducted by the geographic information systems (GIS) firm ESRI UK and found that the critical skills sought in employees can be obtained through a geography degree. These skills include critical thinking, interpretation of complex data, and advanced technological knowledge. ESRI UK managing director Richard Waite provides quotes.

The article examines the attitudes of employees within managerial positions following the economic recession. A report compiled by the Center for Creative Leadership (CCL) found that North American managers, executives, and professionals who maintained employment throughout the recession expressed a high level of job satisfaction and a feeling of commitment to their jobs. Female employees expressed a slightly lower level of commitment.

The article notes a survey by the Creative Group research company which found that advertising and marketing executives find it difficult to stay current with social media trends.

The article reports on a survey that was conducted by OfficeTeam concerning friendships on Facebook. Executives were asked how comfortable they would be about being friended on Facebook by a boss, coworkers, subordinates, clients, and vendors. OfficeTeam's executive director Robert Hosking is quoted on the executives' preference for keeping professional and personal relations separate. Hosking mentions the demographic of Facebook users and offers advice to managers about controlling access to and postings placed on their Facebook page.

The article offers advice for executives on how to manage self-confidence effectively. When assessing one's own work, it is advised to ponder either it is a shortcut to wealth, or the need to do a great job. It is inferred that excessive pride can cause to decide without consulting it from a trusted advisor; thus it is advised to seek for people who can help when judgment is mistaken. In order to make good decisions, a systematic approach must be established by gathering information from customers, co-workers, and other departments. Further, advanced planning must be considered even when it seems that everything is done right in order to play out the consequences of such decisions, being the first to act on the evidence of problems, and to have a realistic backup plan.

The article reports on the Badbossology.com survey about the impeding manners of executives in the U.S. The survey, which was supported by Development Dimensions International Inc., documented the most habitual manner chiefs uses to infract trust with their employees and has proved that bosses' subjective conclusions without checking first facts is the top ground. In fact, out of 700 respondents, thirty percent signified that it was the most inexcusable conduct a boss could act to discontinue their trust. Other answers include failing their assurance, displaying discrimination and many others.

The article presents information related to industrial management. According to Harry Chambers, author of the new book "My Way or the Highway: The Micromanagement Survival Guide," micromanagers practice legitimate managerial behaviors to such an extreme that they become disruptive and actually interfere with people's ability to do their jobs. He says that one of the hallmarks of micromanagement is requiring "excessive reporting" from staff. While it is necessary for managers to keep abreast of employees' workloads, micromanagers want people to be accountable for their time and tend to stress being busy over achievement and results. Chambers also notes that organizations with a staff majority who don't practice or value micromanagement have negative perceptions of employees who do practice it. The best advice is to "get out in front of information." Because many micromanagers have insatiable appetites for information, employees should find out which topics are most important to their managers and provide updates before being asked.

The article discusses the role of managers in facilitating change at organizations, presenting recommendations for change management. According to the article, managers and employees should seek to learn about impending changes and the rationale behind them. Leaders should support employees in their career development, learn new skills, network, and make themselves indispensable. The article cautions against becoming self-destructive, complaining, and damaging working relationships. Topics include the role of change initiators, implementers, and targets in the change process.

The author describes his research on public and private sector managers in Australia to determine the qualities which make business leaders high-performing change agents in their organizations. He found that the most effective managers at effecting organizational change possessed skills such as relationship building, wielding power and influence, and taking responsibility. He suggests that exceptional change agents are highly motivated to resolve difficult challenges and uncertainties, are able to clearly communicate reasons for change to stakeholders, and promote accountability throughout the organization. INSET: Learn From Exceptional Change Agents.

The author suggests strategies for learning and development professionals that must prepare for and guide conversations with top executives at companies. According to the article, professionals that focus on the direction and impact of their message in a concise way can demonstrate to executives that they are confident and capable of providing value to their organization. Topics include the intimidation that professionals should attempt to avoid, the pace of conversations with executives, and employee retention. INSET: Understanding the Executive Perspective.

The author describes his experiences attempting to secure support for a training program at the computer company Hewlett-Packard and provides recommendations for making presentations to senior executives that include delivering with confidence, announcing the bottom line of a presentation up front, and facilitating through improvisation. According to the article, many "C-level" senior executives do not have time for storytelling, and presenters must be prepared to deliver a shortened version of their presentation.

The article reports on overseas employment, focusing on the traits executives need to succeed in such a context. A survey of managers around the world, conducted by Personnel Decisions International, is discussed. The survey focused on personality traits which were thought to be most essential in various countries. Differences were found between the corporate cultures of Saudi Arabia and Japan, and those prevalent in western Europe. European businesses tended to prefer an unemotional and direct approach, whereas the Arabian and Japanese cultures showed more concern for sensitivity to unspoken implications.

This article focuses on several specific traits that a manager should have in order to be a successful manager. The best managers are insatiable learners. They want to know how it works, when it works, why it works, and what other people think about it. They are in a constant search for patterns, similarities, dissimilarities, and a sense of the order of things. They question accepted concepts, systems, and methods. They are always asking why things are the way they are, so that they can figure out how to reform the program. Imagination is the ignition key in the vehicle of forward movement. It is the basis for generating fresher and more effective strategies. Imagination fuels empathy, a requirement for the fullest understanding of each member of the team and what motivates people to action and accomplishment. The manager who is organized can better deal with the chaos that surrounds him or her. The nature of people is irrationality and great managers make the irrational their partner in progress. That allows them to take on multiple issues at once and not feel defeated before the day starts.

An introduction is presented in which the author discusses the 2012 American Society for Training and Development's (ASTD) BEST Award winners for employee learning discussed in the issue, focusing on the ICICI Lombard General Insurance Company, Summit Credit Union, and executive support.

The article discusses executive involvement in employee learning and development programs at the financial institution BB&T, focusing on strategic goals, feedback, and a problem loan department learning initiative.

The article discusses results of a survey conducted among executives by consulting firm Korn/Ferry that indicates a widespread willingness to relocate. Over 80% of respondents said they are prepared to move to a different region or country for their next work assignment. The most frequently-cited reason for relocating was improving one's quality of life.

The article focuses on a report from Profiles International, a provider of employee evaluation and personnel management assessment tools, which revealed that 90 percent of business executives reported that they are uncertain whether there are objective evaluation criteria for the best performers inside their company.

The article reports on the survey conducted by Personnel Decisions International Corp. to the high-potential managers in the U.S. Based on the findings of the study, it was found out that leaders who are considered high-potential employees are also considered a high risk for demotion, dismissal, or performance below expectations. David Peterson, the organization's senior vice president of coaching services said that sometimes leaders do not learn right lessons at lower levels since they are used to getting results individually and may not know how to listen to a team.

The article discusses the results of a survey from the talent management company SilkRoad which considered employee engagement practices at organizations. According to the article, most employers do not offer formalized engagement programs for employees as of 2013. Topics include generational differences and executive attitudes concerning engagement.

The article discusses the results of a study conducted by the organization the Center for Creative Leadership in which executives were asked whether they believed leadership is an innate or learned ability. The influence of executives' beliefs regarding leadership on training and development programs is commented on, and the advice to frame the benefits of leadership programs in ways that complement executives' existing understanding and beliefs is presented. Executives' thoughts regarding the importance of experience on leadership ability are also touched on.

The article discusses the use of social media by executives to increase their professional visibility and offers advice on social networking. Robert Half Management Resources company's executive director Paul McDonald recommends the social media site LinkedIn and microblog service Twitter. McDonald's advice includes scheduling time to participate in discussions and post information, filling out website profiles, and adjusting privacy settings when the website's privacy policy has been updated. The results of Robert Half Management's survey of chief financial officers are noted.

The article discusses the results of a survey of 150 senior executives of Fortune 1000 companies, which investigated the degree to which their firms were investing in employee training programs in the wake of the global financial crisis which began in 2008. It was found that approximately one quarter of the companies in question had scaled back their training programs, but an equal number had expanded them instead. It is noted that employee training programs have indirect benefits on employee morale, as well as direct benefits in terms of improved skills. Examples of low-cost employee training options are cited.

The article offers information on a survey conducted by CO2 Partners, a Minneapolis, Minnesota-based executive coaching organization, on the reluctance of supervisors to take advice from employees. The survey found that one-third of the 599 employees surveyed had never been asked how to handle a problem in office. Managers seldom asked for advice from lower educated employees and women. It was also found that 32.6% had never or seldom been asked for advice by their boss and only 62.6% had often or occasionally. Gary Cohen, president of CO2 Partners, had used the survey in preparation for writing a book on effective leadership.

The article highlights the results of the survey regarding the motivation strategy employed by most companies in the U.S. According to the Executive Quiz form Korn/Ferry International, more organizations are awarding inflated titles to their employees to retain the top performers. Nearly 50 percent of the respondents were recipients of those awards. It was also found that 46 percent of newly promoted executives have remained the same despite their new titles. Eighty-five percent of the respondents revealed that a bigger job designation would not encourage them to stay in a particular job.