Failure to achieve consensus can take your company down, as leaders at a number of organizations in recent history can attest. What if you were running one of those companies, and you realized in hindsight that the failure didn’t need to happen? Well, it doesn’t – most of the time.

Andy Atkins, Director of Strategic Collaboration Consulting at Interaction Associates, reviews the key findings of the Research Report: Building Trust in Business. This on demand webinar covers:

Leaders are confronted with tough, complex, and interconnected problems across the global business landscape today, most of which are unprecedented in size, scope, and breadth. The challenges these issues present are immense, from climate change and over-consumption (energy, water, food, etc.) to poverty, overpopulation, and starvation — to name just a few.

How does the lofty sounding notion of human dignity fit into the leadership mix for companies today, regardless of size or type of business?

In an extended internet radio interview, Linda Dunkel explores that important question at a very critical time, with more and more people exploring how to blend what they value with what they do for a living.
Linda also explores important leadership lessons learned at the helm of a dynamic and non-traditional organization — Interaction Associates.

The tactic called reframing is a critical component of strategic thinking, the multi-part process for exploring data and reaching strong conclusions that are right for your business. Are you reframing to protect your business? Here's how . . .

At its most basic level, a company's strategy clarifies and leverages an organization's core competence into market value. Lots of effort goes into defining, clarifying, and updating a company’s strategy — effort that involves many external and internal variables.

Accelerator Expedition is the leadership immersion experience that transforms high potential leaders into confident, globally savvy innovators. In this program, action learning goes beyond the classroom to immerse gifted leaders in challenges at the leading edge of change - with social innovators who are creating powerful and sustainable solutions.

Leaders don't get it right all the time, which sometimes is a big let-down when the person stepping into a high-profile leadership role has widespread support as the best qualified candidate for the job. Take President Obama, for instance. Already he's had a few missteps in bumping up against variables —situations and people —beyond his control. Politics aside, his adjustments and calibrations are similar to those of all new leaders challenged with driving a change agenda.

President Obama is teaching important lessons to new leaders challenged with spearheading critical change efforts. His decisive actions from the time of his November election victory until now offer great pointers for how leaders can step into power and lay a solid foundation for success.

An economy in distress, recession, lay-offs and cut backs, investment markets in turmoil - times are tough and getting tougher for lots of people in lots of industries. Business climates like these present us two big questions:

- How can I deal with the personal consequences difficult times may cause me as an individual?
- How can I, as a leader of my company, help the organization continue to fulfill our mission?

If you were to survey almost any professional group and ask who is working in a formal or informal matrix organization, chances are you'd see most hands in the air. Even if their companies have a formal organization structure aligned to market segments, products, or functional groups, most people have to contend with satisfying competing needs from multiple constituencies. All too often, the result is finding the "least worst" option rather than building agreements and reconciling the differences to serve all parties' needs and interests.