By William Seidman We’re working on several leadership programs right now, leading an organization through a transformation. We have built decent best practices that are different from the usual. We’ve been emphasizing “authenticity.” When we talk about deploying the best practices, though, we get stuck. After a lot of conversation and thought, we realized that the leaders who most need enhanced leadership capabilities are executives most convinced they are already great leaders. This mindset  is a good part of why they are powerfully resistant to considering their own need to grow and change. Ironically, the best leaders are those who seek  out —  and are open to —  growth opportunities. They’re easy to work with but don’t need the development. How do you you engage “leaders” who are so resistant to learning from others?]]>

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