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White Papers and Articles

 

The Bigger Picture for Strategic HR: Strengthening the Talent Ecosystem

What if would-be competitors became collaborators intent on sharing their talent for mutual benefit? This provocative position was explored at the recent Boston CHRO Summit, in a session entitled Strengthening the Talent Ecosystem: A Case for Collaboration. MDA Leadership's Jim Laughlin shares insights gained from this compelling conversation.

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Learnings from CHRO Leadership Summit: Building a Strong Employment Brand

At Evanta’s CHRO Leadership Summit Minneapolis, it was clear that the war for top talent is on. MDA Leadership's Scott Nelson discusses his key learning from the event — that developing a strong employment brand is imperative for driving high performance and growth in an ever-expanding global marketplace.

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Leadership and Emotional Regulation: Simple Practices, Big Benefits

As a growing body of neuroscience research makes clear, meditation, mindfulness practices, and stress management techniques can help leaders recognize negative or unhelpful emotions and adopt more useful, flexible responses to challenging or stressful situations. MDA Leadership's Jim Laughlin shares seven simple practices for increasing emotional awareness.

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Pearls of Leadership Wisdom: Bring Out the Best in Others

Often, we are not fully aware of or able to articulate our own gifts and the value that they can provide to others. Part of the role of leaders is to ensure that team members know how and where to apply their particular gifts. MDA Leadership's Sandra Davis shares her latest Pearl of Leadership Wisdom.

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Failing to Succeed as a Leader (Part 2)

All organizations must succeed to survive. But for sustained excellence, they must balance accountability and the need for results with a bone-deep willingness and commitment to try, fail, and learn. Five practices and policies that can help achieve that balance by embracing smart failures are provided.

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Passing the Board Chair Baton

While chief executive succession planning has developed into an art over the years, the relative newness of the independent board chair in the U.S. means preparation for this vital leadership role remains weak. How does the board effectively identify, train, assess and onboard its next board chair?

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Trends from SIOP's Leading Edge Consortium on Executive Coaching

Lisa Gordon, MDA Leadership's head of executive coaching, discusses key insights gained from attending SIOP's 13th Annual Leading Edge Consortium, "Innovations in Executive Coaching."

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Leadership, Culture, and Organizational Health: What’s Your Cat Hair?

It’s a wise and sobering exercise for organizational leaders to ask, “What is your cat hair?” Great leaders recognize these toxic elements and have the courage to remove them.

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Developing Those Who Lead Functions

Those who lead a function have arguably the greatest impact on organizational performance, yet organizations underinvest in their development. Research reveals the five roles required for success in leading a function and the development actions that can best support their development.

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Failing to Succeed as a Leader (Part 1)

Fearing failure and not recognizing its deep and enriching gifts may be our ultimate failure as leaders. Learn five practical strategies to embrace failure that not only allow you to develop individually, but improve relationships and transform workplaces.

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‘Is it me?’ Board refreshment begins with you

Just as boards need to regularly ask if they have the right mix of directors to meet current and long-term strategies, so too should individual directors determine and decide if their contributions add continuing value.

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Is Your Board Ready For Peer Evaluations?

While almost all public companies today conduct some form of board evaluation, individual evaluation of directors by their peers lags. A sound peer evaluation program can prove invaluable for board members, helping nurture their strengths, and further develop their oversight talents.

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The Executive Perspective on M&A

Mergers and Acquisitions (M&As) have been referred to as the ultimate change management challenge because of the complex and often stressful dynamics involved in integrating one company with another. To be successful, companies need to find suitable candidates for merger or acquisition that meet specific strategic, financial, legal, and operational criteria. In addition, most companies recognize the need to pay attention to the softer side of M&A activities, including determining whether HR and management practices are compatible, how employees can retained and motivated, and whether there is a "fit" between the cultures of the merging firms. Even in situations where there is a good business rationale for the integration of two firms, cultural differences and poor people practices can be significant factors leading to merger failure.

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