Wednesday, February 20, 2013

Making Extraordinary Things Happen in Asia Workshop and Training

An in-depth look at how leaders in Asia apply the Five Practices of Exemplary Leadership in their organizations
Kouzes and Posner's Five Practices of Exemplary Leadership is the most trusted and proven leadership paradigm in the business world. Making Extraordinary Things Happen in Asia focuses on the unique ways leaders in Asia have applied the Five Practices and documents their success with it. Using actual case studies and first-person experiences, the book examines the Five Practices framework, shows how the behaviors of individual leaders make a difference, and reveals what leadership in Asia looks like on a daily basis.

Each of the Five Practices is supported with five or six case studies illustrating what the Practice looks like on a behavioral level. After examining the Five Practices, the book then reveals what actions would-be and current leaders in Asia can do to improve their leadership skills and effectiveness.
  • Customizes the legendary Five Practices of Exemplary Leadership framework specifically for Asian leaders, and a companion to The Leadership Challenge
  • Features real case studies that show the Practices in action on a daily basis
  • From leadership gurus James Kouzes and Barry Posner, together with one of Asia's top leadership experts, Steve DeKrey
For leaders and aspiring leaders of Asian organizations and business, Making Extraordinary Things Happen in Asia is an invaluable guide to long-term leadership success.

Tuesday, February 19, 2013


What is the EISA assessment and workshop designed to do?

1. To familiarize participants with the components of emotional intelligence and their relevance in the
2. To aid participants in the identification of emotionally intelligent actions and behaviors.
3. To help participants improve their own emotional intelligence by understanding and practicing effective
What specific skills or knowledge does the EISA assess?

The EISA provides a strong, fundamental assessment of emotional intelligence (EI) along with five core factors that can be developed to maximize emotional and social functioning. The EISA is designed to provide the participant with feedback on self-described and observer-rated frequency of emotionally and socially intelligent behaviors across five dimensions. The report provides information on the emotional and social factors that affect success at work. These five factors are:
1. Perceiving
2. Managing
3. Decision Making
4. Achieving
5. Influencing

“The Emotional Intelligence Skills Assessment is a great training workshop for every business that wants not only to survive but thrive in our competitive economic climate. It should be made mandatory for all levels of employees from top to entry level.”-Dawn Modlin, President and CEO, Training for Excellence Inc.
"EISA is a clearly detailed, comprehensive and research-based model that provides an integrated method for problem solving emotional issues." -John Sun, learning development consultant; Shanghai Powersite Learning Co., Ltd
“The EISA is a great enhancement to our MBA Leadership curriculum. “-Dr. Ray Eldridge, Associate Dean, The College of Business, Lipscomb University

Contact KLG To Learn More-

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Monday, February 18, 2013

Resources for HR in China

Resources for HR Professionals and Trainers

Conflict between Managers and Direct Reports

Conflict is inevitable when people work together, and it’s one of the most difficult challenges facing managers. But it’s a challenge that successful leaders learn to address. Managers who develop an understanding of difference without judgment and are willing to see more than one perspective or solution are in a good position to manage conflict with their direct reports. Conflict between managers and direct reports highlights a power relationship and affects the work itself—the tasks for which managers and direct reports share responsibility. Managers who look to see both sides of conflict can resolve it, but it means assessing the differences between themselves and their direct reports and finding out how those differences affect the conflict.
After assessing those differences, managers can devise a plan to use before, during, and after a conflict resolution session. They will be better prepared to understand emotions that can trigger conflict, to clarify performance expectations so their direct reports know what’s expected of them, and to provide ongoing feedback for the support and development of their direct reports.

Contact KLG to learn about our Pfeiffer sponsored workshop!


Teams Working Across Borders

To compete successfully in today's global marketplace, companies have to be lean, flexible, and responsive to their customers. They must also be creative, quick, and customized so they can adapt to new market opportunities. To achieve this, more and more organizations are rejecting their hierarchical, functionally driven pyramid structures in favor of a flatter, team-based approach that brings together individuals from diverse backgrounds and specializations who can pool their expertise. As many in the business arena are realizing, the concept of teamwork is quickly becoming a key global competitive strategy for developing and delivering innovative products and services in a faster, more efficient manner.

Contact KLG to create your teamwork strategy!


It's Okay to Be the Boss

In today's high-pressure workplace managing people has become increasingly important in maintaining competitive advantage. Current research reveals that employees don't quit organizations, they quit their immediate supervisor. And when an employee walks out the door, they take all of their talent, knowledge, and experience with them. So how are managers "managing" today? Most managers take a hands-off approach. They empower employees by leaving them alone to succeed or fail on their own accord. Besides, managers don't have the time to manage when faced with all of their other responsibilities.
In the It's Okay to Be the Boss Workshop, managers are taught that empowerment is not an excuse for under management. This step-by-step program shows managers how to:
  1. Get in the habit of managing every day.
  2. Learn to talk like a performance coach.
  3. Take it one person at a time.
  4. Make accountability a real process.
  5. Tell people what to do and how to do it.
  6. Track performance every step of the way.
  7. Solve small problems before they turn into big problems.
  8. Do more for some people and less for others.
Managers will leave the workshop ready to embrace their crucial responsibility of being a great boss.

Contact KLG to discuss!


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