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Archive for category: Leadership Development

The Leadership Gap – Building a Bridge

The Leadership Gap – Building a Bridge

Everyday more corporate leaders are retiring. In fact, the U.S. is facing the retirement of 33 million baby boomers by 2020, leaving a rather large and potentially threatening leadership gap for businesses to fill. The process of filling the leadership gap will not accommodate the time commitment needed for training the next generation of leaders.  Additional studies show that only 11% of employees are interested in pursuing C-level leadership positions critical to the success of an organization.

With these tough challenges, companies may need to take a “bamboo” approach to training. Bamboo is one of the fastest growing plants in the world but only after it takes time to develop a robust root system. This system protects and supports the plant’s longevity, heartiness, and strength.  The bamboo becomes tough to uproot and the plant’s growth becomes explosive.

Companies can be like bamboo and develop a root system that will support them well into the future.Start by considering who the future leaders could be in your company. Who would shoot to higher levels of leadership with the right mentoring and training? Next, gather input throughout your organization, sister companies and trusted partners on the type, style, and execution of the training most relevant. Getting feedback lays the ground work to give a leadership training program that extra boost it needs to be successful. Consider how you might leverage mobile tools, personalization, and the ability to be flexible to help meet the user experience preferred by Millennials to drive engagement and follow through.

Once you have areas of growth identified, consider leveraging subject matter experts from in and outside of the organization to develop and deliver training materials. Keep the lines of feedback flowing and adapt as needed. Through this and other exploratory training and continued learning, your company can begin to tend to its next generation of leaders and grow them to become wonderful assets.

Most importantly, start your transition planning now. On an individual basis, consider how you can stretch your own mentoring skills and seek to teach potential prodigies to lead your organization in its next pursuits. Support them in growing deep strong roots as leaders in your company. If you’re a Millennial and are inspired to lead, seek out a mentor to help you identify your areas of strength and opportunities for growth.

Is your company ready to start a training program targeted to the future leaders in your organization? BBD is here to support you in understanding and executing training and coaching to help your business bridge the leadership gap.

Making Training a Priority

Making Training a Priority

Between the many emails, meetings, and random tasks that have not yet made it on a “to do” list, continuing to enhance your skills as a leader can be a difficult area to give focus. Whether you are responsible for developing yourself, or yourself and leaders in your company, having a plan to stay fresh on your professional skills needs to be at the top of your “to do” list rather than an after-thought.

Leadership begins with a natural or adopted desire to serve others by taking responsibility for creating and delivering on a high level of quality.  Leaders share their quality vision throughout their teams and organizations to bring clarity to how quality will be achieved throughout the business’ operations. Taking time to develop a training program helps ensure you’ll accomplish the expression of quality and that you’ll do so consistently across all points of leadership.

With the motive for training firm, leadership development programs are most successful when they include the following simple elements.

1). Leadership requires adaptability and so should your training programs

Circumstances change every day and require leadership agility in order to assess the situation, evaluate options, and determine the best course of action. The most effective leadership training programs are not rigid rather they allow for the flexibility to change message as the company and leaders grow. One way to ensure your training is on point is to ask the receivers of the training about their biggest challenges.  Develop relationships with sister organizations and understand what their key challenges and training approaches are. Review the training and challenges consistent across your industry. Taking inspiration from these 3 sources will help you identify consistent themes that likely need training focus.

2). Make training a scheduled priority and it will get done

Develop and commit to a schedule for monthly, quarterly, bi-annual, and annual training as appropriate for your business. The content of the training will change with each session but scheduling the training ensures it’s on the calendar and time is set aside to accomplish it. Set aside 8-16 hour increments to minimize distractions and ensure your team blocks off full days for training.

3). Bring in experts to get the best results

Once you know the when and what of the training consider the best sources of information on the key topics. Involve team members knowledgeable on the subjects as well as outside consultants and teachers. This is one of the many areas where BBD can help. We develop customized and out-of-the box training on a variety of relevant leadership skills and practices.  Bringing in outside expects can help bring a fresh perspective to your training and helps increase information retention.

4). Evaluate, ask for feedback and incorporate the learnings

At the end of each training sessions, make sure you have a method of collecting feedback from the training participants. Be open to the information you receive and consider ways to further improve the subject and execution of your training.  Your team will enjoy feeling that you were open to hearing their opinion and will feel like they have more invested in the training. Monitor if the training is effective by establishing metrics for its impact. Metrics should be measurable and relevant to your team specifically. If you are training as an individual, perform your own review of the information you received and document your thoughts on the benefits. Is the training beneficial? Do you feel more prepared than you did prior to the training?

While you are working on training for yourself and your team, consider ways of getting outside of your norm to get new insights on a consistent basis. Look for training events, webinars and luncheons that fit with your needs and schedule. If you are in the Minnesota area, attend our next LIFT event. Visit to get the details and to register  While you are at it, seek out additional reading and resources to further expand your knowledge of training techniques and approaches available to you as well. You might start by checking out 5 Ways to Train Yourself to be a great leader.  

Leadership lessons from our Armed Services

Leadership lessons from our Armed Services

Self-awareness comes from honestly assessing where you are, what is possible and your opportunity to create change.  We admire and look to businesses and organizations that have observed their own operations and seen opportunities to step up their game even when it seems daunting and success isn’t guaranteed.

One organization that receives a great deal of attention when it comes to leadership and weathering change is our military. The last three decades have marked an important time of reflecting, research and ultimately re-thinking leadership within the U.S. military.  With new information, our military has worked to recreate systems of thinking that support leadership decision-making when challenges arrive.

Armed Services Day, celebrated annually the third Saturday of May,inspired us at BBD to take a look at the key leadership lessons we can use that are proven military tactics.

The faster our lives and world moves, the more emphasis is placed on leadership agility.  The U.S. military introduced the term VUCA,the acronym for Volatility, Uncertainty, Complexity, and Ambiguity. VUCA soon became a code to help leaders be aware of 4 types of challenging situations that will require a thoughtful and self-aware response.

Do those sound like characteristics of situations you might be facing regularly as a leader?

While it’s helpful to be aware that VUCA is probably going to find each and every leader, perhaps even on a daily basis, the next step to being a great leader is having a plan to respond.  The U.S. Military provides a training doctrine to help leaders anticipate issues, assess interdependent variables, prepare for challenges, and capitalizes on relevant opportunities.

What is practiced and drilled in will be applied in a crisis.

For those of us who have not had the benefit of this level of training to manage change but are hungry for effective leadership tools, the Harvard Business Review published a guide to help leaders from any organization to take intelligent action in response to VUCA situations.

The guide for action is based on how much the leader knows about the situation and how well the leader can predict the results.  Interpreting where a VUCA challenge lives on the spectrum is the first step. The model then provides recommended action and techniques for each situation. These are worth knowing and having in your toolbox regardless of the types of challenges you face as a leader.  With a little practice, you’ll be ready to respond effectively to any challenge.

With it can also come new energy and concepts that flow into all our efforts including our professional lives. Soon our businesses, institutions and organizations begin to be impacted by our new thinking.

Isn’t now the time for new thinking and leading?

Do What Your Mother Said… especially when running a company

Do What Your Mother Said… especially when running a company

On Sunday we will honor and celebrate the moms that helped us become the adults we are today. Growing up, our moms became so familiar to us that it was sometimes easy to brush off the mom-isms.  It becomes common practice, if not a critical rite of passage into adolescence, to think our moms are just trying to meet a daily word quota. Little did we know, moms have guidance that stands the test of time and can serve us well on the playground and in the boardroom.  Perhaps you’ll remember some of them.

Pick your battles – Mom’s words might not have made sense when we were young and full of energy to get into all sorts of mischief and fight every fight. As we get older, have full plates, busy schedules, and responsibilities, our moms suddenly become very wise. The fact is mom knew all too well that there are only so many heartbeats in our lifetime and we need to spend them on what matters most: preserving our energy for the battles that we know in our gut are key and check-in with our energy-spend on the less important stuff. Find a key phrase you can use to help put the small battles behind you so you can be fresh for the big ones.

Treat others how you would want to be treated – In business how we treat our customers is the make or break practice for every company. If your customers don’t feel valued, if they feel you don’t care about their satisfaction, when they can tell you are not interested in “wowing” them, they have no reason to remain loyal to you. Thinking of your customers like the most important people in your business will ensure you are putting their needs first. If they reward you for giving them great service with their loyalty, you have a wonderfully complementary, balanced business relationship.

Be the best you that you can be – After years of hearing how special you are from mom, this statement might have garnered an eye roll. Once again, mom DID know best when she said that you were made for a unique purpose and you should own it every day. Moms can see and believe that we are capable of amazing things if we fully embrace our being. Begin each day as a leader with the certainty that you were made to contribute something that only you can. Your career will grow and you’ll definitely make mom proud.

Actions speak louder than words – You might have told mom you loved her, and cleaning your room and doing your homework showed her you did. Within companies; associates, partners, and customers watch what leaders do to see if you mean what you say. These days it’s easy to demonstrate that you backup your commitments with actions. In a world with vast digital media you can show the world that you mean what you say. Check yourself often to ensure you are following mom’s advice on this one and you’ll be known as a leader with integrity.

Since the beginning of time, moms have been preparing the next generation of leaders. So much of what our moms were trying to teach us was about having integrity and being self-aware. These are key qualities for each of us and especially important when leading and mentoring others. The lessons moms teach can help us go from toddling to team building and all the way to the top.  What were some of the lessons your mom taught you?

New Survey Shows What’s Most Needed by Today’s Leaders

New Survey Shows What’s Most Needed by Today’s Leaders

Korn Ferry, the world’s largest executive search firm, recent published the results of their new survey of 200 coaches about the challenges leaders most frequently face, and the skills leaders need to be equipped with when leading during every-changing business conditions.

Survey respondents were asked to identify the top 10 most frequent coaching topics by career level. If you are currently serving in a leadership role, you may not be surprised by the need areas that rose to the top. The survey showed that interpersonal and communication skills including influence, listening, and empathy were common themes across the board for leaders regardless of their level of leadership. Self-awareness also ranked high for leaders across the board.

As business continues to shift at an ever increasing rate, as communication tools expand, and as demands for more creative problem-solving are needed every day, it’s critical that leaders begin developing the skills they need in today’s world. Perhaps more importantly, our leaders have to be examples to others on how to recognize when and how to add these skills to any success toolbox. The Korn Ferry study demonstrates that great emphasis is being placed on the effectiveness of the leader as well as the cohesiveness of their teams.

What do the results mean for leaders, their coaches, and their teams? Here are a few strategies for you:

  1. Complete a self-assessment in the key skills areas mentioned, and identify your specific opportunities and a plan for growth.
  2. Pay attention to how your team works best. Consider the factors that are in place when your team is most open and available to sharing new ideas and provide that environment for your team as best you can at regular intervals.
  3. Plan to keep any interactions fresh by creating new ways to facilitate discussion and interact, while keeping in place what’s working.
  4. Engage with a coach to begin a discussion on your specific need areas and how your coach can support you.

You can open the door to leveraging growth opportunities for yourself, and open communication with your team. You’ll be working toward your goal of skill development, taking steps toward improved communication, and expanding your influence by setting a positive example.

BBD can help you navigate the next steps to taking your leadership and communications skills to the next level. Email to get started.

Please join Joy at the upcoming Meet Your Mentor event

Please join Joy at the upcoming Meet Your Mentor event

Please join Joy at MEET YOUR MENTOR at the Minneapolis/St. Paul Business Journals BIZWOMEN MENTORING MONDAY EVENT. The event will offer attendees the opportunity to choose from 40 mentors who are the most influential women in the community for one-on-one coaching sessions for seven minute conversations.

  • When: Monday, March 30, 2015,


  • Where: University of St. Thomas- Opus College of Business

1000 LaSalle Ave Minneapolis MN 55403

Event Information

MEET YOUR MENTOR at the BIZWOMEN MENTORING MONDAY event. Join Minneapolis/St. Paul Business Journal on March 30th for this one-of-a-kind event that brings together women in a casual, fast-paced coaching atmosphere.

The event will take place in 43 Business Journal markets on the same day. This means at least 200+ women will be coached in every market or 10K women across America, from Albany to Hawaii.

The event will offer the opportunity to choose from 40 mentors who are the most influential women in the business community for one-on-one coaching sessions for seven minute conversations. The attendees will stand in line and wait for a particular mentor or move to the next mentor available. This will allow the attendees to network with each other while they are waiting, which is just as important as the coaching sessions. We expect every attendee to have the opportunity to meet between one and seven mentors. The quick turnaround is organized chaos which will be fast, fun and fulfilling as everyone gets the chance to meet new people and gain new insights.

2014 Mentor and Mentee Feedback:

Mentor:  “Thank YOU for giving us this opportunity. It was an energizing event, well planned and executed and I was honored to be a part of it. Much good will come of this hour and a half spent together. “ Anne Saldanha M.D., Partner, Eastern Great Lakes Pathology PC

Mentor: “As a mentor, I can definitely say I received so much more than I gave. I had the opportunity to reconnect with individuals I have not seen for years, meet new connections and learn about wonderful resources for the clients my agency works with each day.” Margo Spence, Executive Director, First Step Home, Inc.

Mentee: “Fantastic event today! I left inspired and having connected with a myriad of diverse women. Thank you for what was a unique and worthwhile event. I aspire to be on the OTHER SIDE of the table down the road…and was grateful to be a part of such a dynamic group of women.” Leigh Elizabeth Deusinger, Director, Office of Career and Professional Development, Maryville University of Saint Louis

Mentee: “From the moment I got there I could feel the high energy level. The room was buzzing with all the conversations that were going on before the event started. I was able to connect with some women business owners which is always a pleasure! You could tell each of the mentors really wanted to be a part of this event, offering valuable suggestions to everyone they came in contact with and isn’t that what it’s all about? One of the take aways for me was that women are looking for mentors and coaches. We all have ideas that need to be shared with others who might be able to guide us in different directions.”  Toni Nelson, Owner, Toni Nelson Means Business

Want to see the event in action? Click here to check out this video from the inaugural Bizwomen Mentoring Monday.

Tentative Agenda (subject to change):

8-8:30 Networking and light breakfast

8:30-8:45 Welcome and video broadcast

8:45-9:45 Speed coaching mentoring program

9:50-10:00 Closing

I look forward to seeing you there!


Joy Pecchia

Emotionally Intelligent (EI) Leadership Part 2

Emotionally Intelligent (EI) Leadership Part 2

Image courtesy

Companies that consistently beat the market excel in both dimensions of capability and capacity. However, most organizations excel in capability (process, technical skill, systems), but are weak in terms of capacity (purpose, leadership, cultures, ideas, energy). EI sits firmly in the capacity camp and is often overlooked in favor of building capability through skills development.

In fact, research suggests that EI is twice as important as technical skills and IQ in maintaining excellent performance and can be the defining factor of great leaders. This is why EI is still relevant after 17 years – at a time when it’s all about ‘more for less’ with training budgets cut and time at a premium – developing EI is crucial and pays dividends in terms of ROI. Organizations are increasingly seeking to improve leadership performance and shape leadership style by developing EI.

Emotional IntelligenceGlobal pharmaceutical, Sanofi, has developed a program for emerging leaders, which is founded in EI. EI profiling was used to ensure the program cohort contained individuals with the capacity to become strong leaders, and became a fundamental thread throughout the program as an indicator of high performance.

Building and accelerating EI resulted in heightened self-awareness and an ability to create high-performing teams. At the end of the program, shifts in key EI criteria included: an increase in self awareness of 50 per cent; 60 per cent saw a positive shift in ‘awareness of others’ score; and 60 per cent experienced an improvement in emotional resilience. Deborah Holmes, Head of People Development at Sanofi commented: “Participants demonstrated substantial shifts in leadership capacity, EI and in the scope and scale of their roles and responsibilities. They found that the EI assessment enabled them to develop a greater understanding of themselves and others, empowering them to approach commercial challenges differently.”

Relationships are the fundamental unit of value creation in an organization: it’s not about people, it’s the relationships between them that matters. Developing EI leaders allows them to build a combination of skills, attitudes and habits to better manage business relationships. This is achieved through an individual’s ability to recognize and regulate emotions in themselves and others, and to use this understanding to manage thinking and behaviors.

When emotional and relational capacity is developed, leaders build a common ground and trust within their teams because effective leaders have a high belief in others and get the best out of people through forming close bonds. Ultimately this means leaders are better able to succeed in an increasingly high-pressure environment.

Therefore, leaders need a high EI quotient to be successful, and the good news is, that these can be developed with training.  For those of us who witness excellent leaders in action, we know now that the evasive quality that they are demonstrating to their organization is a high Emotional Intelligence Quotient.  Training in handling change, working in a team and interpersonal skills can help to increase your Leadership EI.

Contact BBD today to discuss your EI training needs. Give us a call at (612) 227-8922

Emotionally Intelligent Leadership

Emotionally Intelligent Leadership

Social Emotional Capacity is perhaps as much a determinant of leadership success as intelligence. On the negative side, research has shown that one’s ability to endure long periods of conflict is a major determinant in their success at work; stresses of work can create havoc to one’s self-esteem and sense of wholeness.

On the other side, the ability to maintain an optimistic approach is highly valued in leaders.

There is strong evidence that self-awareness of one’s inner reaction to challenging conditions leads to an increased ability to manage one’s response.

EQ-lgAchieving excellence as a leader is all about that rare combination of hard logic coupled with excellent soft skills, and the ability to balance these appropriately in any situation to achieve high performance.

According to research in the area of Emotional Intelligence, when ‘star’ performing leaders were compared with average ones, nearly 90 per cent of the difference was attributable to emotional intelligence (EI) factors rather than cognitive abilities.

Although the concept of EI has been around since the 1920s, it was Daniel Goleman who shone a spotlight on it in his book Emotional Intelligence: Why it can matter more than IQ. In his book, Goleman identifies five crucial skills of EI, which present a completely different definition of what it means to be smart. These are: self-awareness, managing emotions, harnessing emotions productively, reading emotions (empathy) and handling relationships.

In work he carried out at the EI Research Centre, Goleman identified that the ingredients of excellent performance was 70 percent EI and 30 per cent IQ. Covey supports this in The 7 Habits of Highly Effective People: “Research shows convincingly that EI is more important than IQ in almost every role and many times more important in leadership roles.”

Being emotionally intelligent is about managing behavior to become personally effective (self awareness) and interpersonally effective (awareness/empathy with others).

Having an awareness of how we respond to a certain situation means we can change our thinking, emotional state, behavior and attitudes.

At BBD we’re here to support leaders in both IQ and EQ.  Contact us today at