Leadership Articles & Downloads

When trust isn't present at work, employees spend more time watching their backs than doing any useful work. This creates a downward spiral of lost productivity, abysmal employee engagement and, eventually, increased attrition. This new article by Impact Achievement Group explains why trust is so vital, the mistakes companies make trying to instill trust, and how to create trust with a consistent, values-based plan.

Today’s work world is in continual flux and requires constant adaptation and an unprecedented acceptance of change. Yet many more change efforts fail than succeed — even when those efforts are critical for an organization’s future success. This new article by Impact Achievement Group explains why this occurs and how to successfully steward an organization through times of change.

Leadership is the process of influence. Social power is a person's influence potential - it is the resource that enables a person to induce compliance, or gain commitment from others. This article, A New Manager's Guide to Understanding Influence and Power, is based on Module #10 from the popular Supervisory Basics training series from Impact Achievement Group. It offers tips and guidance for new supervisor's to understand how to build effective power bases and the appropriate use of those power bases is a critical skill for effective supervision and management.

For a limited time, Impact Achievement Group is offering Chapter One of our best selling book for free -- online. Read this chapter (Motivation at Work) to learn about the critical role of managers -- and how they need to learn to adapts to the performance needs of employees.

The idea that people leave managers, not organizations, is hardly new. Still, many organizations are so engrossed in the daily details of doing business, they merely pay lip service to the idea of leadership development. But to get the upper hand in the war for talent, senior managers need to do more than give verbal validation to leadership training — they need to roll up their sleeves and get their hands dirty. When leaders send managers to development courses but then complain these activities take individuals away from their work, it sends the message that learning isn’t really a part of a manager’s job, said Julie White and Rick Tate, senior managing partners at Impact Achievement Group, a leadership development training company. And without active senior leadership involvement, it can be difficult to align what the business says with the things that are actually happening on the ground.