Get leadership-fit and see results in yourself and others. And for both, results come only with effort.

Embrace the Power of Executive CoachingAs businesses become more complex, they tend to lean on their high performers to fend off competitors, innovate, and pivot to unexplored markets. But who do these executives and leaders turn to when they need to refine their own skills?Executive coaches.

Ann Parker interviews Mark D Nevins, co-author of the new book What Happens Now: Reinvent Yourself as a Leader Before Your Business Outruns You, about the need for leaders to continue developing their skills, particularly soft skills such as emotional intelligence.

Angela Sebaly presented her session The Humbling Experience: Why Leaders Need It to Grow at ATD 2017. This session will show you how leaders can use the humbling experience to grow.

Paul Butler interviews Bracken Darrell, Chief Executive Officer and President of Logitech Inc.

According to Chief Talent Development Officers: Driving Strategy and Performance, a new report from ATD Research and the Institute for Corporate Productivity (i4cp), talent leaders also are starting to steer performance management efforts, employee engagement, knowledge management, and talent acquisition and retention, to name a few. Heres the good news: ATD and i4cp found that four in five organizations (79 percent) have a designated talent development leader or leaders.

Members of the C-suite must work as one to execute the organizations vision. Despite the importance of executive teams effectiveness, research from the Center for Creative Leadership suggests that most executive teams are underperforming.

Creating and filling a leadership pipeline is a common challenge across organizations, especially for C-suite positions. It was logical that senior leaders be replaced by internal employees the company just needed to develop a group of viable candidates.To prepare for these and other key executives retirements, executive leadership including Gina Smith, head of organization development the CEO COO and HR director formed a steering committee.

Cignas talent development team estimates that less than half of physician-leaders worldwide perform well in their roles, and believes that a lack of leadership development programs for clinicians may be contributing to the problem.As a result, Cignas corporate university set itself apart in 2013 by launching the Physician Leadership Development Program (PLDP). PLDP aimed to help a select group of doctors evolve into leaders by developing their business acumen and interpersonal, leadership, and networking skills.

They fail because they do not mesh with company culture or the people on their teams.Thus, Genpacts company officers and talent development team understood how important it was for the executives to undergo smooth transitions to their new roles. If they didnt, the companys 72,000-plus employees in 25 countries would perform below their peak.To protect Genpacts interests, the organizations talent development function created the Global Integration Program to introduce the executives to company culture and the demands of their jobs.

Pat McLagan explains why knowing your business is key to impacting your organizations strategy.

Martha Soehren discusses important emerging trends in talent development: generational shifts, technological advances, increasing competition, and skills gaps.

Jacque Burandt shares a simple, three-step process talent development leaders can use to make an impact on organizations strategy.

Jacque Burandt shares her three-step process for getting to the C-Suite.

Jacque Burandt discusses the most important trends in talent development: the skills gap and accountability performance.

A looming leadership gap faces most organizations over the next 10 years. As Cynthia D. McCauley of the Center for Creative Leadership notes in her overview, leadership is also a tool designed to help with a particular human dilemma: how to get individuals to work together effectively to produce collective outcomes.