What is an entrepreneur? Why are certain people successful starting and growing a business and others are not? Is it just luck or being in the right place at the right time? Certainly Bill Gates, with his technical talents, needed the computer revolution in order to make Microsoft the successful company it is. But is […]
big 5, entrepreneur, entrepreneurial personality, five factor model, griest, personality assessmentAre top performers made or born? How can I get more of them? The answers to these questions hold the key to every leader’s success. The more top performers a leader can select and/or develop, the greater the success of his or her organization. Competencies are clusters of KSAPs (knowledge, skills, abilities and personal characteristics) […]
golson, high performance employees, hodge golson, i-competencies, integrity competency, intellectual competency, intensity competency, interpersonal competency, leadership development, personality assessmentAn Apollo team is one composed of exceptionally bright and clever people. The Apollo phenomenon was first described by English psychologist Meredith Belbin, who designed and ran many long-term management simulations for business and government in the United Kingdom and Australia. Belbin identified several key team roles (which were different from functional roles) necessary for […]
apollo effect, apollo team, arrogance and intelligence, belbin, golsonThis article was originally part of an orientation for new hires into a fast-track rotational program. The participants were MBAs from the nation’s top business schools. The musings on leadership at the executive level won’t tell you anything you don’t already know. But most executives don’t take the time to fully explore some of these […]
apollo effect, belbin, clance, cognitive elite, downsides of success, executive development, executive problems, golson, imposter phenomenon, life at the top, unintended consequences of successThe four I-Competencies (Intellectual, Interpersonal, Intensity and Integrity) can serve as a useful framework for describing some of the factors necessary for success at different organizational levels. These attributes are foundation competences. That is, they are fundamental and cannot be developed significantly by training, coaching or experience. They are the result of genetics and the […]
hodge golson, i-competencies, integrity competency, intellectual competency, intelligence, intensity competency, interpersonal competency, leadership