At Vantage, we have the privilege of working with some of the world’s most impactful and essential leaders. We are constantly impressed by the significant role they play in the diversity, equity, and inclusion (DEI) initiatives in their organizations. With that, doing great work in the assessment and coaching space includes supporting broader DEI initiatives like selecting inclusive leaders and developing diverse top talent.

For instance, given the importance of inclusive leadership in high-impact roles, how does one assess inclusive leadership behaviors in a typical assessment process? Specifically, if an organization requires its senior leaders to role model inclusive leadership, we could use various methods to measure this more precisely. While this competency is as complex as any, here are a few tools we have deployed with success.

1.     Powerful interview questions. After conducting hundreds of interviews with senior leaders worldwide each year, we continue developing a benchmark of world-class responses to some of the following questions. For instance, how do leaders self-reflect on and mitigate their personal biases? What steps have they taken to get educated on bias, stereotypes, and inclusive leadership? Have they participated as an ally? How do they solicit and include diverse perspectives? We encourage assessors to provide leaders multiple opportunities to speak about different inclusive leadership behaviors.

2.     Related leadership competencies. Based on the scientific review of inclusive leadership, we also measure proximal indicators of inclusive behaviors. For instance, does this leader have a fair and consistent approach to managing employees? How do they accurately judge and assess talent (to avoid bias)? What are the norms and unspoken expectations of their team members?

3.     There are also a range of quantitative measures that predict inclusive leadership. For instance, what are their norm-based scores on empathy, open-mindedness, and consensual behaviors? Most validated leadership assessment tools have researched which measures predict inclusive leadership outcomes. Turn to your test representative or the technical manual for more information on this (before applying in practice).

In addition to helping our clients measure inclusive leadership in critical hires and promotions, we can also work closely as coaches of select high-potential leaders, specifically leaders with backgrounds that may be underrepresented in their organizations. When coaching leaders with diverse identities, we always strive to appreciate their unique experiences to continue to empower and support them in their realities at work. Here are some additional recommendations for supporting diverse leaders.

1.     As a coach, become competent in your client’s unique personal experiences, context, and challenges. Once you build trust, consider discussing whether their work experiences may differ from their colleagues. How do they experience the culture? What has worked to their advantage or against it? What support do they need, and who are their allies? These questions can encourage more reflection on areas they might otherwise avoid.

2.     Help leaders individuate their work identity to manage perceptions or stereotypes. For instance, if our coaching clients feel like their race or visible identity is too salient, help them consider what else they would like to be known for and valued for and drive diagnostic behaviors in those ways. What else makes them different and unique from the team? What do you want to be known for?

3.     Partner with leaders as they interpret feedback that may be biased. Soliciting 360° feedback from one’s colleagues is something we encourage all our coaching clients to do on an annual (or more) basis. A comprehensive look helps them continue bridging the “intention/perception” gap. However, if a leader receives feedback they interpret as biased, it needs to be handled with extra consideration. Before sifting through the feedback, define their goals in collecting the responses to help guide the coach and participant in interpreting the input. Also, determine what business outcomes they want to drive and how this feedback will help. Doing so allows them to leverage the input based on what they need to push results and leave the rest they may find less relevant.

We hope some of these ideas inspire others who conduct talent assessments and coach diverse leaders to take extra consideration in supporting organization-wide DEI efforts. We believe that leaders at the top set the tone for inclusive leadership, and promoting leaders who don’t demonstrate these behaviors may contradict what an organization is driving from a DEI perspective. By aligning with DEI initiatives and implementing targeted strategies, we can strive to foster a broader culture of inclusivity that begins at the top, positively influencing leadership behaviors and organizational dynamics.

We are excited to announce that we will have four speakers and a booth at the 2024 SIOP Annual Conference, taking place in the firm’s hometown of Chicago.

The 39th Annual SIOP Conference takes place April 17 – 20, 2024 at Hyatt Regency, Chicago. As excitement builds for this year’s gathering, we are honored to once again share insights with talented professionals, thought leaders, and enthusiasts in the field of industrial-organizational psychology in the vibrant city of Chicago. Here is everything you need to know ahead of this year’s event

By John Wade

This August marks the tenth anniversary of the Global Leadership Summit in prisons. Starting with just one prison in 2014, it now is experienced in more than 200 correctional facilities.  

I first experienced the Summit in 2008 along with 50 other members of La Croix Church in Cape Girardeau, Missouri. Not so coincidently, that was the year our church also began organizing a prison ministry. I began to dream of how we could incorporate the Summit into our ministry plan. 

In 2010, La Croix became a host site of the Summit, and I began to pray for my dream of bringing the Summit to prisons to become to become reality.  In 2014 the Summit was experienced in a prison for the first time at Angola Prison in Louisianna — and my prayer strategy shifted into hyperdrive.   

In 2015, our pastor asked me and our missions director if we had the capability to deliver the Summit at Southeast Correctional Center (SECC), and I almost hyperventilated. Almost five years of prayer had been answered. La Croix Church’s Prison Ministry Team had been serving SECC for the past seven years, and we were eager to extend programing through the Summit.  

A lead team was formed with members from both La Croix and SECC. We drafted a proposal that needed approval through four levels of the Missouri Department of Corrections. Normally this is a two- to three-week process, but the approval was fully granted in two days. We were overjoyed by the support and rapid response.  

Soon we turned from celebration to planning. We had so many things to consider like how to select participants and how to navigate the prison’s schedules. 

We established four goals:  

To imitate the La Croix Church experience as much as possible
To hold discussion groups throughout the two days
To offer two follow-up leadership sessions during the year
To assist and encourage other churches and prisons to deliver the Summit   

We envisioned a time when the Summit would be offered in at least one prison in every state. Given our limited experience, it seemed like an audacious goal. But God had a much grander vision. 

To the Ends of the Earth 

Our goal to assist other prisons and ministry teams was modeled after Christ’s message in Acts 1:8: “But you will receive power when the Holy Spirit comes upon you. And you will be my witnesses, telling people about me everywhere—in Jerusalem, throughout Judea, in Samaria, and to the ends of the earth.”  

We viewed prison as the Samaria Christ called his disciples to share the gospel with. Incarcerated offenders, much like the citizens of Samaria, were consistently marginalized and underserved. We anticipated some churches and correctional institutions might be reluctant to deliver a celebrated leadership program to convicted felons. 

Growth was slow at first. We met with a team from the Indiana State Department of Corrections to help them get started, and today there are 10 Indiana institutions providing the Summit. We also met with Department of Corrections officials and wardens in Illinois. Now years later, the Summit is delivered to multiple facilities in Illinois. We were also able to help Wood Crest Church begin hosting the Summit in Algoa Correctional Center in Missouri. We have invited staff members and chaplains from other institutions to observe and participate at the Summit at SECC over the years. Now two additional institutions host the Summit because of their experiences.  

Meanwhile at SECC, we opened the Summit to staff members, who unanimously volunteered to join offender discussion groups instead of having separate staff discussions. Both offenders and staff saw each other from different perspectives and, for the past two years, some of our discussion groups are led by staff members. Now each discussion group has an offender co-facilitate, and many take active roles in leading discussions during the Summit and our follow-up sessions. Former SECC offenders who have been transferred to another facility hosting the Summit have taken active roles in recruiting participants and delivering the Summit. 

In 2023, I was asked to share some ideas with a team from Sao Paulo, Brazil, who were wanting to introduce the Summit to a prison there. I immediately recalled Acts 1:8: “to the ends of the earth.” Sao Paulo is not exactly the end of the earth, but it’s about 8,500 miles from South Barrington. God’s grander vision is not restricted by geography. 

What I thought would be a handful of emails resulted in an ongoing relationship. The leaders of the Sao Paulo team hadn’t ever set foot in an institution before, so we started planning at the ground level. After much work, the Summit was delivered to offenders in Sao Paulo in November 2023, and the Summit is also being offered to a women’s institution in the city.   

Ten Years of Blessings 

I have often been asked about the benefits of having convicted offenders participate in the Summit. There is not enough space to describe all the benefits, but here are blessings that are extra special to me.   

The energy and excitement of the participants. Both staff and offenders start talking about the Summit in April and May and the two days in August are the crescendo. 
The growth in the participants. I’m able to see SECC offenders leading inmate groups, GLS discussions. I see those who have been released lead their families, businesses and serve in their churches.   
The people I’ve met and served with these past nine years; that includes GLN staff members, chaplains, executive staff from institutions and members of ministry teams considering delivering the Summit. 

As I reflect, I’m moved both spiritually and emotionally.  There has been so much growth in the past 10 years, and I was blessed to have a front row seat through it all. 

We are thrilled to announce that Forbes has once again named Pearson Partners International one of America’s Best Executive Search Firms. This marks the fourth year of this distinction for our commitment to excellence in executive search and leadership consulting.

As the recruitment landscape stabilizes from the tumultuous period known as the “Great Resignation,” more executives are expressing satisfaction with their current employment. A recent survey by ZipRecruiter reveals that over 86% of new hires are content in their roles, a stark contrast to the job-hopping trends observed in previous years. This increased job satisfaction poses renewed challenges for recruiting, as fewer leaders are open to new opportunities. Combined with the looming Baby Boomer retirement wave, an ever-greater need for effective succession planning, the integration of AI into human resources functions, and a continuing focus on diversity, equity, and inclusion, our role as leadership consultants has never been more vital. We are dedicated to helping our clients navigate these complexities to ensure successful executive recruitment, effective retention and robust succession planning.

Recognizing this shift in the recruitment landscape, Forbes has partnered again with market research firm Statista to rank America’s Best Executive Search Firms, highlighting leaders in executive search like Pearson Partners International. We have earned this prestigious accolade four times in the eight years Forbes has chosen the honorees, including 2017 (the list’s inaugural year), 2018, 2023 and 2024.

“It is a privilege to be recognized as one of America’s Best Executive Search Firms by Forbes for the fourth time. This honor reaffirms our unwavering commitment to excellence and the trust our clients place in us.”

– Keith Pearson, Chairman & CEO, Pearson Partners International

Keith Pearson, Chairman & CEO of Pearson Partners International, said, “We extend our heartfelt congratulations to our executive search peers joining us in earning this distinguished honor, particularly our colleagues at our fellow IIC Partners firms, Dinte Executive Search in Washington D.C. and Furst Group in Chicago. As we navigate a generational shift in leadership and prepare for a wave of executive retirement, Pearson Partners remains dedicated to connecting leading companies with talented professionals, ensuring seamless transitions and sustained organizational success.”

“Collaborating with our fellow IIC Partners firm leaders also earning this distinction is an honor that enhances our collective success.”

– Renee Arrington, President & COO, Pearson Partners International

Renee Arrington, Pearson Partners International President & COO, added, “We are thrilled to share this accolade with such distinguished executive search firms, who represent our shared commitment to quality and integrity. Collaborating with our fellow IIC Partners firm leaders Samuel Dinte, Bob Clarke, Sherrie Barch, and our team at Pearson Partners International is an honor that enhances our collective success.”

Partnering with Forbes, Statista surveyed more than 9,300 recruiters, HR leaders, hiring managers and candidates to solicit their recommendations and assessments of executive search firms with whom they had recently worked. The firms earning the highest rankings made it onto the list of the top 150 companies specializing in filling positions with base salaries over $100,000. As with all Forbes lists, there is no fee to participate or be selected. Learn more about the methodology.

View the 2024 Forbes list of America’s Best Executive Search Firms.

SUMMARY 

Recently, GLN CEO & President David Ashcraft sat down with Cliff Robinson, Executive VP and “Chief People Person” at Chick-fil-A. If you’ve ever wondered what it’s like to sit in a room with an experienced, high-level leader and listen to them share practical experience and wisdom, this is a great episode to dive into!  Cliff discusses how the Chick-fil-A is able to place such a high value on people while simultaneously maintaining a high standard of product and customer service. Cliff also shares about the role of innovation at Chick-fil-A, and some techniques he personally leverages to maintain his effectiveness as he leads.  

IN THIS EPISODE: 

How did Cliff get started at Chick-fil-A, and how did his career progress? 
How did he keep going when he encountered difficult times?
How do you create community for 250,000 employees?
What’s the value proposition of building community in a business?
How does Cliff define “circles”? Is a circle comprised of similar roles, or does it transcend roles?
How does thinking of your team as family impact employee transitions, particularly separations?
What is Cliff’s “Three Buckets” approach to dealing with situations, and how does he use it?
Where and how does innovation factor into Chick-fil-A?
How does Cliff prioritize his week?
How does he recharge?  

LISTEN 

 Apple Podcasts | Spotify | YouTube 

STANDOUTS AND TAKEAWAYS 

Ideally, people help the business grow, and the business helps people grow.  

People are always the most important, but you can never lose sight of the fact that the customer is giving you money for certain brand distinctives.  

There is power in offering great product and services, while at the same time remaining in the people business.  

Our world draws lines and separates people, but there’s tremendous benefit if we can bring people together in relational circles and find common ground.  

If you look at every person as bringing unique strengths and capabilities, and if you can mesh them in a team, and let people learn from each other, the business will be better.  

Anything in your life can be placed in one of three buckets: things you can control, things you cannot control, and things you can influence. 

Living in the bucket of things you cannot control results in fear and worry.  

Things that you can influence usually lie closer to someone else’s control bucket. Your role is usually to come alongside and help.  

Allow as much freedom as you can, but also be very clear on what needs to be consistent within the company.  

Leaders should prioritize knowing themselves.  

LINKS MENTIONED 

THIS EPISODE SPONSORED BY:  

In recent discussions about workplace culture, the term “quiet quitting” has emerged, describing employees doing the bare minimum to get by without formally resigning. While this might seem like a reasonable response to burnout or dissatisfaction, an alternative approach is far more effective: “quiet persistence.” This concept involves staying committed to your job and goals, providing a more constructive path than quietly quitting.

Part II in our series about The Perils of Quiet Quitting: A Guide for Leaders

The Art of Quiet Persistence

Quiet persistence is about maintaining focus on your work and goals, even when faced with challenges or setbacks. It involves being steady and consistent in your efforts rather than making impulsive decisions based on emotions or temporary frustrations. This approach requires patience, resilience and a strong sense of purpose, which sharply contrasts with the disengagement of quiet quitting.

Building Trust and Credibility

One of the primary benefits of quiet persistence is that it helps you build trust and credibility with your colleagues and superiors. Consistently delivering results and demonstrating dedication to your work makes you reliable and dependable. Over time, this perception can lead to increased opportunities, responsibilities and respect within your organization—outcomes that are much less likely to result from the invisibility that can result from quiet quitting.

Overcoming Challenges

Every job comes with its share of challenges and obstacles. Quiet quitting in the face of difficulty may provide temporary relief, but it doesn’t address the underlying issues. In contrast, quiet persistence encourages tackling challenges head-on, finding creative solutions and learning from experiences. This persistence can lead to personal and professional growth that quiet quitting would hinder.

Contributing to a Positive Work Culture

Quietly persisting in your job can also contribute to a positive work culture. When team members see others staying committed and focused, it can inspire them to do the same. This reinforcement creates a supportive environment where everyone is motivated to do their best work and contribute to the team’s success, unlike the demotivating effects of widespread quiet quitting.

Understanding the Reasons for Quiet Quitting

The reasons behind quiet quitting are varied but often include:

Lack of Recognition: When efforts go unnoticed, disillusionment can follow.Insufficient Compensation: Feeling undervalued financially can trigger disengagement.
Burnout: High stress without adequate support leads to withdrawal as a coping mechanism.
Mismatched Job Expectations: A disparity between a role’s responsibilities and an employee’s expectations can lead to dissatisfaction.

Recognizing and addressing these root causes is crucial to mitigate the negative consequences of quiet quitting.

Knowing When to Pivot: When Quiet Persistence Is Not Working

While quiet persistence is valuable, knowing when to pivot or make a change is essential. There may be situations where leaving is the right decision, such as when you are in a toxic work environment, or your values are fundamentally at odds with the organization. However, even in these cases, how you exit can reflect your commitment to professionalism and integrity.

For Individuals: Cultivating Quiet Persistence

Cultivating quiet persistence requires self-awareness, discipline and a focus on long-term goals. Here are some tips for developing this valuable trait:

Set Clear Goals: Define what success looks like for you and create a plan to achieve it.
Stay Positive: Maintain a positive attitude even in challenging times, focusing on solutions rather than problems.
Seek Feedback: Regularly seek feedback from colleagues and supervisors to identify areas for improvement and growth.
Practice Patience: Understand that progress takes time, and be patient with yourself and others.
Stay Flexible: Be open to adapting your approach as needed while staying true to your core values and goals.

For Leaders: Steps to Encourage Quiet Persistence

For leaders, addressing the root causes of quiet quitting can encourage quiet persistence and cultivate a more vibrant and committed workforce. Consider the following tips:

Enhance Engagement Practices: Regular feedback and recognition can boost morale and motivation.
Promote a Balanced Workload: Ensuring employees are neither underutilized nor overwhelmed is vital to engagement.
Foster an Open Culture: Encouraging open dialogue about job satisfaction and career goals can help align individual aspirations with organizational goals.
Invest in Employee Development: Offering development opportunities encourages employees to invest their time and talents fully into their roles.

While quiet quitting might seem like a tempting solution to workplace dissatisfaction, it does not address the underlying issues. Quiet persistence offers a more constructive path and can contribute far more to your career satisfaction. By staying committed to your job and goals, you can build trust, overcome challenges, contribute to a positive work culture and ultimately achieve long-term success. Cultivating persistence requires effort and discipline, but the rewards are worth it.

Organizations worldwide recognize the importance of building a robust leadership pipeline to navigate a dynamic and competitive economic landscape. Investment in leadership development is expected to triple in size over the next decade, with the global market expected to grow from $61 million in 2021 to nearly $180 million by 2032. Despite this investment, leadership development efforts often fall short, with only about 10% of development spending yielding concrete results.

If you are considering implementing a leadership development program in your organization, where do you start?

We often see organizations jump in and launch efforts without in-depth reflection on their specific needs and organizational goals. To build a program that will engage your talent and drive realized return on investment, we suggest aligning with executive leaders on the following questions:  

1. What problem are we solving?

Leadership programs should aim to develop knowledge, skills, and abilities needed to drive future success in your organization. Think: What is missing in our organization? What kind of leaders will we need that we don’t have now?

Potential gaps in leadership effectiveness can be examined by surveying stakeholders, reviewing employee engagement surveys and performance reviews, or assessing the current bench strength of your leaders in comparison to a competency model for their role or level.

Once gaps emerge, define the antidote. For example, for more strategic leaders, you may have them engage in more executive collaboration or offer continued education on industry trends to build broader thinking. To elevate emerging leaders’ capacity, skill building in coaching, delivering feedback, and influencing can help to close gaps.

While it may be tempting to only invest in courses on a few tactical topics, keep in mind that industry research suggests that initiatives focused on whole-person growth are beneficial at every level of an organization. By creating a space for participants to reflect on their strengths and areas for development and providing strategies to shift their mindset and thinking process, employees are equipped with the resilience and problem-solving skills needed to build skill across domains.

2. Who do we target?

The talent that receives your investment should be carefully selected, and the selection should align with the strategic goals for the organization. For example, are you finding it difficult to hang on to high potential leaders at the mid management level? If so, then consider a development program that helps form social networks and targets individualized goals to improve retention. On the other hand, if your organization needs to shift directionally (driving strategic goals, enhancing organizational culture, etc.) then you should focus on more senior leaders.

If you don’t know where to start, we always recommend focusing on high potential leader talent in your line of succession. With a generation of executives reaching retirement, succession planning is at the forefront of many talent initiatives. With high potential groups in leadership development, there is an opportunity to build the competencies required to carry your organization into the future while boosting engagement and retention in your next-level leaders.

3. How will we develop them?

Adult education theory stresses that professionals learn most effectively when they can take ownership of their learning with self-directed content, are engaged in topics that relate to their experiences, and make connections with fellow learners. With that in mind, it’s important to create an environment conducive to your priorities.

Traditional classroom or virtual learning sessions may suit knowledge acquisition (e.g., financial acumen, technical skills, etc.). Job rotations and stretch assignments build applied leadership skills. Cohort-based activities (e.g., peer coaching) foster cross-organizational relationships and shared learning. Learning cohorts also help organizations break down silos and facilitate synergistic efforts.

When it comes to shifting mindsets and changing habits, incorporating feedback and coaching in a developmental program presents an avenue for deeper reflection and awareness throughout a leaders’ growth journey. Individual assessment and coaching gives leaders clarity around their personal developmental needs and provides a sounding board for their unique leadership challenges.

4. How will we know they’re developing?

Leadership development is an ongoing process for any organization but building a realistic timeline for each initiative is critical to monitoring progress and measuring success. The roadmap will differ based on your organization’s developmental priorities, number of participants, content, and availability of all relevant stakeholders. Short-term solutions like learning sessions and workshops could be implemented and completed within a few months, while more extensive initiatives involving coaching, on-the job experiences, and cohort activities may warrant longer program intervals.  

In any case, tracking progress is key to maintaining leaders’ awareness and engagement throughout their participation as well as measuring your organization’s return on its leadership development investment. As leadership experts, we track behavioral change, most often through 360-degree pulse surveys and qualitative feedback. Further, maintaining alignment and feedback loops between participants, managers, and stakeholders helps ensure accountability and continued growth during and following the program’s timeline.

5. Do we have the capability to deliver a program?

Start by asking yourself “who,” “what,” “where,” “when,” “why,” and “how.” Answering these questions upfront in your leadership development efforts is critical for strategic planning. Consulting an external partner in the leadership development space may help you better grasp the “how.” A good partner should combine an understanding of your organization’s culture, strategy, and people to help you create a tailored solution that meets your unique needs.

Objective partners provide valuable support at any step—from developing custom success profiles to hands-on coaching or skills training—and they are more than willing to share their expertise. Ultimately, having predetermined objectives before engaging an external partnership optimizes your development investment and helps you build a powerful pipeline of leaders.

Are you ready to unlock your organization’s leadership potential? Vantage Leadership Consulting has been a trusted advisor for over four decades to companies around the world seeking to build exceptional leadership capability. Contact us to learn more about how we can help you.

The U.S. and China: The Struggle for World Leadership

Q: What is the most important room in your home?  A: The most important room in my home is the living room. It is the center of the home, where we gather. It represents relaxation, happiness, family time, games, fun and joy. My favorite room and the most important room in my heart.

Q: What did you want to be when you were small? A: Ironically, I wanted to be a doctor. A medical doctor. It was a profession that stood in great regard in my hometown community and served a need to heal those with ailments. As I moved through my undergrad years as a biology major, I realized that I did not have the heart for medical practice and preferred to work with people outside of healthcare. Obtaining my doctoral degree in educational leadership was the culmination of a lifelong dream to be a good human who helped people- I just became a doctor in a different way and honored little Bonnie’s dream. 

Q: What is the best gift you have been given? A: The best gift I was given is this life –  with my family and great friends. They’ve been there for me through joyous highs and challenging moments. I have an incredibly close family- dozens of people who share my bloodline and are connected through marriage. The large family tree is such a wonder and I love learning about myself through those connected to me.  

Q: If you could go back in time to change one thing, what would it be? A: This is always a tough question because all of my life experiences have led me to where I am now. One thing I would change is not studying abroad during my undergraduate career. During my career working in higher education, I saw the profound impact studying abroad had in the lives of young adults and I regret not including this experience in my own educational career.

Q: What’s your favorite family tradition? A: I have a few family traditions I love- Thanksgiving and family reunions. Thanksgiving serves as a core reconnection time for my family. We cook together, laugh together, dance to our favorite songs, and watch Christmas movies. It brings a sense of calm to a crazy time of the year.

My family reunions are one of the highlights of my year. Every year in July, my extended family converges in one of the four locations that serve as homebases for the roots of our family tree. I love seeing how much our family has grown, reconnecting with my cousins, and getting pearls of wisdom from older relatives.

Q: If you had a warning label, what would yours say? A: If I can’t be a role model, I can at least be a warning.

Q: What’s the most fun you’ve had this week? A: We went to the Destin, FL area for a family vacation. I grew up in the Midwest, so ocean access was limited to vacations once a year. I am most at peace on a beach and near water. This week we were hanging out at the beach and at dinner with my family – both were the highlights of the week.

Q: What’s the last movie you went to see? A: Renaissance. I prefer watching movies at home but there are particular movies I would rather see in a movie theatre.

Q: What childhood activity do you wish you could still do now? A: Continued learning to play the piano. It is such a beautiful artistry and creative outlet that requires discipline and focus. Both of which are learned skills that benefit me today but ones I wish I would have learned earlier in my younger years.

Q: Would you rather explore a new planet or the deepest parts of the ocean and why? A: This is a tough one. Exploring a new planet is my choice. Not because I think it’s less dangerous or more intriguing but because deep sea creatures are frightening, and a new planet has the possibility of no life. I would take no life over sea creatures who have never seen light or humans.  

Ten Pivotal Tips to Boost Your Leadership Skills