Author: Chad McPeters

Silicon Valley CEO, Cathy Light, Announces New Women in Leadership Program

Posted on by Chad McPeters

PALO ALTO, Calif., Oct. 24, 2017 /PRNewswire/ —

According to Lean In’s Women in the Workplace 2017 study, companies whose top management teams include women post 35% higher returns on equity and 34% higher total returns to shareholders.

A veteran to both the unique challenges women in business face and opportunities for organizations to capitalize on the often forgotten or sidelined leadership traits women possess, Cathy Light, CEO of Leadership Balance and author decided to create a brand new opportunity for clients and peers. Launching today, Leadership Balance’s exclusive program is unlike anything else on the market- specifically targeted to entry, mid and senior-level aspiring leaders.

“Our unique Women in Action™ program helps women leaders overcome gender biases and build their leadership brand with short lessons that can integrate into any busy schedule,” stated Cathy Light, CEO of Leadership Balance. “We are proud both of our recent WBENC certificationand the launch of our newest platform, which will both help lift women leaders to the next level.”

Using unique learning templates prepared by subject matter experts, Women in Actionparticipants will gain instant access to three learning tracks, each with more than 12 courses. The series of modules addresses the diverse workplace challenges faced by all levels of women leaders with short, easily-accessible lessons that include recommendations for additional in-depth reading and learning.

“Without accessible and affordable vehicles for women to grow in their career, I fear traditional learning is missing the mark,” explained Cathy Light, CEO of Leadership Balance. “For our workplaces to be more successful, diversity and opportunity must be available to all.”

Strategically curated for entry, mid, or senior-level leaders, the program offers 50 total courses, including seven additional Skillsoft Leadership Advantage® learnings as a complimentary value for those that take the series.

To celebrate the launch, Leadership Balance is featuring a special for $100.00 off the course, including: 

  •     Free LBq assessment – ($99 Value) The LBq leadership model measures three major dimensions – Mind, Will, and Heart – which provides a total person view of leadership readiness.
  •     $25 Amazon gift card, when referring others
  •     Certificate upon successful completion of the program

To learn more, visit: http://www.leadershipbalance.com/women-in-leadership. Promotion ends November 30, 2017.

About Liderança Group 
Leadership Balance is a partner of the Liderança Group- a unique consulting firm that applies the principles that have made some of Silicon Valley’s most famous companies so successful – helping new and mature organizations navigate the waters of disruption or expansion. Applying a proven 6-step Lifecycle Value Framework™ to all client engagements, the Group’s unique process ensures clients receive maximum value at every stage of the engagement – from discovery to implementation – all while measuring and analyzing results. Learn more at: http://liderancagroup.com.

Liderança Group Receives WBENC Certification

Posted on by Chad McPeters

PALO ALTO, Calif., Oct. 10, 2017 /PRNewswire/ —

Liderança Group recently announced that it has received prestigious and national certification from The Women’s Business Enterprise Council (WBENC) and their third-party partner, the Astra Women’s Business Alliance.

“The Women’s Business Enterprise National Council (WBENC’s) certification is accepted by more than 1000 major corporations representing America’s most respected brands, in addition to many states, cities and other entities,” explains the WBENC website.

With diversity as an integral part of business today, this certification allows partners, vendors and potential clients to choose a WBENC certified business to ensure companies are committing to fostering equity in their partnership choices.

“The work of the Liderança Group is phenomenal,” explained Marya Woods, Chief Executive Officer at Apex Manufacturing Solutions. “As a woman-owned business myself, I understand the unique challenges and opportunities. I commend Cathy and her team!”

WBENC’s national standard of certification is offered as a 3rd party certification by the Astra Women’s Business Alliance Certification Committee. This highly regarded certification is the culmination of an arduous process, ensuring only the best businesses are certified. To be WBENC certified, a business must be at least 51% owned, operated and controlled by women or a woman.

“I’m truly honored to receive this recognition for something my team and I wholly believe in,” explains Cathy Light, CEO of Lideranca Group. “As leaders, we must pay close attention to diversity in our own organizations and business choices; I’m proud both as a woman and business owner to continue to influence and inspire our nation’s next leaders.”

With over 20 employees and consultants, Liderança Group is growing quickly, helping businesses and organizations focus and ignite their leadership for meaningful growth- making a mark on their industry like never before.

About Liderança Group 
The Liderança Group is an unique consulting firm that applies the principles that have made some of Silicon Valley’s most famous companies so successful – helping new and mature organizations navigate the waters of disruption or expansion. Learn more at: http://liderancagroup.com and their brands http://assessmentleaders.com ; http://leadershipbalance.com ; and http://bewellperformwell.com.

13 Habits of Exceptionally Likeable People

Posted on by Chad McPeters

Too many people succumb to the mistaken belief that being likeable comes from natural, unteachable traits that belong only to a lucky few—the good looking, the fiercely social, and the incredibly talented. It’s easy to fall prey to this misconception. In reality, being likeable is under your control, and it’s a matter of emotional intelligence (EQ). In a study conducted at UCLA, subjects rated over 500 adjectives based on their perceived significance to likeability. The top-rated adjectives had nothing to do with being gregarious, intelligent, or attractive (innate characteristics). Instead, the top adjectives were sincerity, transparency, and capacity for understanding (another person). These adjectives, and others like them, describe people who are skilled in the social side of emotional intelligence. TalentSmart research data from more than a million people shows that people who possess these skills aren’t just highly likeable, they outperform those who don’t by a large margin. We did some digging to uncover the key behaviors that emotionally intelligent people engage in that make them so likeable. Here are 13 of the best:

1. They Ask Questions

The biggest mistake people make when it comes to listening is they’re so focused on what they’re going to say next or how what the other person is saying is going to affect them that they fail to hear what’s being said. The words come through loud and clear, but the meaning is lost. A simple way to avoid this is to ask a lot of questions. People like to know you’re listening, and something as simple as a clarification question shows that not only are you listening, you also care about what they’re saying. You’ll be surprised how much respect and appreciation you gain just by asking questions.

2. They Put Away Their Phones

Nothing will turn someone off to you like a mid-conversation text message or even a quick glance at your phone. When you commit to a conversation, focus all of your energy on the conversation. You will find that conversations are more enjoyable and effective when you immerse yourself in them.

3. They Are Genuine 

Being genuine and honest is essential to being likeable. No one likes a fake. People gravitate toward those who are genuine because they know they can trust them. It is difficult to like someone when you don’t know who they really are and how they really feel. Likeable people know who they are. They are confident enough to be comfortable in their own skin. By concentrating on what drives you and makes you happy as an individual, you become a much more interesting person than if you attempt to win people over by making choices that you think will make them like you.

4. They Don’t Pass Judgment 

If you want to be likeable you must be open-minded. Being open-minded makes you approachable and interesting to others. No one wants to have a conversation with someone who has already formed an opinion and is not willing to listen. Having an open mind is crucial in the workplace where approachability means access to new ideas and help. To eliminate preconceived notions and judgment, you need to see the world through other people’s eyes. This doesn’t require you believe what they believe or condone their behavior, it simply means you quit passing judgment long enough to truly understand what makes them tick. Only then can you let them be who they are.

5. They Don’t Seek Attention

People are averse to those who are desperate for attention. You don’t need to develop a big, extroverted personality to be likeable. Simply being friendly and considerate is all you need to win people over. When you speak in a friendly, confident, and concise manner, you will notice that people are much more attentive and persuadable than if you try to show them you’re important. People catch on to your attitude quickly and are more attracted to the right attitude than what—or how many people—you know. When you’re being given attention, such as when you’re being recognized for an accomplishment, shift the focus to all the people who worked hard to help you get there. This may sound cliché, but if it’s genuine, the fact that you pay attention to others and appreciate their help will show that you’re appreciative and humble—two adjectives that are closely tied to likeability.

6. They Are Consistent

Few things make you more unlikeable than when you’re all over the place. When people approach you, they like to know whom they’re dealing with and what sort of response they can expect. To be consistent you must be reliable, and you must ensure that even when your mood goes up and down it doesn’t affect how you treat other people.

7. They Use Positive Body Language

Becoming cognizant of your gestures, expressions, and tone of voice (and making certain they’re positive) will draw people to you like ants to a picnic. Using an enthusiastic tone, uncrossing your arms, maintaining eye contact, and leaning towards the person who’s speaking are all forms of positive body language that high-EQ people use to draw others in. Positive body language can make all the difference in a conversation. It’s true that how you say something can be more important than what you say.

8. They Leave a Strong First Impression

Research shows most people decide whether or not they like you within the first seven seconds of meeting you. They then spend the rest of the conversation internally justifying their initial reaction. This may sound terrifying, but by knowing this you can take advantage of it to make huge gains in your likeability. First impressions are tied intimately to positive body language. Strong posture, a firm handshake, smiling, and opening your shoulders to the person you are talking to will help ensure that your first impression is a good one.

9. They Greet People by Name

Your name is an essential part of your identity, and it feels terrific when people use it. Likeable people make certain they use others’ names every time they see them. You shouldn’t use someone’s name only when you greet him. Research shows that people feel validated when the person they’re speaking with refers to them by name during a conversation. If you’re great with faces but have trouble with names, have some fun with it and make remembering people’s names a brain exercise. When you meet someone, don’t be afraid to ask her name a second time if you forget it right after you hear it. You’ll need to keep her name handy if you’re going to remember it the next time you see her.

10. They Smile 

People naturally (and unconsciously) mirror the body language of the person they’re talking to. If you want people to like you, smile at them during a conversation and they will unconsciously return the favor and feel good as a result.

11. They Know When To Open Up

Be careful to avoid sharing personal problems and confessions too quickly, as this will get you labeled a complainer. Likeable people let the other person guide when it’s the right time for them to open up.

12. They Know Who To Touch (and They Touch Them)

When you touch someone during a conversation, you release oxytocin in their brain, a neurotransmitter that makes their brain associate you with trust and a slew of other positive feelings. A simple touch on the shoulder, a hug, or a friendly handshake is all it takes to release oxytocin. Of course, you have to touch the right person in the right way to release oxytocin, as unwanted or inappropriate touching has the opposite effect. Just remember, relationships are built not just from words, but also from general feelings about each other. Touching someone appropriately is a great way to show you care.

13. They Balance Passion and Fun

People gravitate toward those who are passionate. That said, it’s easy for passionate people to come across as too serious or uninterested because they tend to get absorbed in their work. Likeable people balance their passion with the ability to have fun. At work they are serious, yet friendly. They still get things done because they are socially effective in short amounts of time and they capitalize on valuable social moments. They minimize small talk and gossip and instead focus on having meaningful interactions with their coworkers. They remember what you said to them yesterday or last week, which shows that you’re just as important to them as their work.

Bringing It All Together

Likeable people are invaluable and unique. They network with ease, promote harmony in the workplace, bring out the best in everyone around them, and generally seem to have the most fun. Add these skills to your repertoire and watch your likeability soar! Source: Dr. Travis Bradberry, TalentSmart, the world’s #1 provider of emotional intelligence 

Want to Assess your Leaders Emotional Intelligence?

Several studies have shown that emotional intelligence predicts job performance over IQ, experience, or technical ability. Assessment Leaders offers several Talent Smart Emotional Intelligence Appraisals all found here.

Top 4 Benefits of Microlearning

Posted on by Chad McPeters

Microlearning is a technique that focuses on small, easily digestible lessons, instead of longer and more comprehensive teaching sessions. The benefits of microlearning are particularly well suited to the modern “on-the-go” lifestyle, especially when it comes to business environments. Whether you’re a leader in your organization or simply an interested employee, microlearning has the potential to transform your organizations’ training programs. Here’s how.

1. Microlearning is Easier to Remember

Businesses spend a huge amount of time and money on training — $156 billion in 2011 alone — but often have little to show for it. Indeed, research has shown that as much as 90 percent of newly learned skills may be lost within a year. The reasons behind that poor retention rate are likely related to the method of learning itself. In contrast to day-long teaching sessions, microlearning allows employees to focus on one “mini lesson” or skill at a time. That means that at the end of the day, when students’ brains work to process and catalog the information they learned that day, they only need to be filing away one skill, not an entire day’s worth of lessons.

2. Microlearning Emphasizes Just-In-Time Learning

One of the biggest benefits of microlearning is that it allows you to learn skills just as they’re needed. This not only makes the skill easier to learn; it makes it more likely to stay learned, since you’ll be putting it to use straight away. This immediate neural reinforcement helps you maximize the value of the lessons, and also makes it easier for students to navigate the professional responsibilities that the microlearning lesson relates to.

3. Microlearning Makes Employers Better Able to Track Course Effectiveness

Microlearning lets employers get instant feedback on how a lesson is received and retained. By consuming shorter lessons, employers can track how individual employees are responding to the lesson, and then use that information to evaluate how useful the lesson was. Lessons that multiple students struggle with can be adjusted to be more effective in the future or simply omitted entirely from future training programs. Over time, this allows employers to only focus on the lessons that provide meaningful results, allowing a degree of micromanaged course optimization that simply isn’t possible with longer learning sessions.

4. Microlearning Facilitates Increased Flexibility for Employees

In the modern workplace, asking employees to find the time to block out an entire hour or two at once for education sessions is often an exercise in frustration. With packed schedules and “always connected” work habits, there are simply too many other factors competing for attention to be able to justify such a large block of time. In contrast to longer lessons, microlearning means your employees only need to set aside 15 minutes spread out across the entire week for their lessons. The shortest microlearning sessions can even take place within the span of a single brief coffee break. This flexibility ensures that employees can schedule their learning sessions only during the times when they’re prepared to truly digest the information that’s being taught.

Microlearning for the Digital Age

While the cliché is that new employees entering the workforce have short attention spans and are addicted to their screens, the truth is that all employees regardless of age are voracious about consuming digital content. Research from the Nielsen company shows that even adults in the 50-64 age group are sharply increasing their digital media usage from year to year. In fact, in 2013, older adults increased their screen time by more than 70 percent in the second quarter alone. Now consider that research firm Deloitte has estimated that digital skills have a “half-life” of about 2.5 years. That microlearning research doesn’t just mean that any digital skill is likely to be forgotten in two and a half years — it also means that skill probably won’t be relevant at all in two and a half years. As software versions and digital work flows transform dramatically from year to year, it simply doesn’t make sense to ask your employees to learn larger lessons all at once. Bite sized microlearning lessons are a perfect fit for the kind of iterative learning that the modern workplace requires. Check out a free preview of our microlearning courses today and see if our management training courses are right for you. Source: Vital Learning, Promoting & Sustaining Healthy Organizations

Want to implement microlearning in your organization?

Check out Assessment Leaders’ training and development solutions here.

Next-Level Situational Leadership

Posted on by Chad McPeters
This post is one of a series of blog posts exploring specific leadership competencies and how they fit in the various stages of the organizational life-cycle, organizational culture, and change management efforts. Your comments and suggestions are welcome to guide the areas of focus. When Hersey and Blanchard rolled out their Situational Leadership Theory in the 1970s, their premise was that strong leaders will adapt their approach to the situation in order to lead one follower. They proposed adjusting leadership styles based on the task at-hand, the relationship between the leader and the follower, and the competence and motivation of the follower. Just as Hersey and Blanchard proposed a situational leadership style approach for individuals, I propose a situational leadership approach for teams and organizations. When leading multiple followers, situational leadership needs to move to the next level, taking into consideration three critical factors:
  1. Organizational Life-Cycle
  2. Organizational Culture
  3. Change Management

Organizational Life-Cycle

As an organization matures, leaders need to possess certain attributes in order to move the organization through the different levels of growth. For example, a visionary and innovator is needed during the start-up phase, but through the growth and plateauing stages time that same leader will need to evolve into a strong decision maker and an active listener. Leaders who lack the requisite attributes at different stages of an organization’s growth often find themselves to be ineffective or even replaced. We have all heard of a company founder being replaced once the company has established itself.

Organizational Culture

Quinn and Rohrbaugh (1981) introduced the idea of a competing values framework in which organizations have four basic values that are in tension with one another: collaborate, create, control, and compete. One or two of those values will be higher in a given organization compared to a different organization. The leader’s skills and characteristics should align with the culture of the organization to maximize effectiveness. Imagine a super-driven, competitive leader who is highly disciplined and achievement oriented. Now imagine inserting that same leader into an organization with a highly collaborative and relationally intensive culture. Such a combination is a recipe for disaster – not because the leader is a “bad leader” or the organizational culture is unhealthy; rather, because there was not a match and the leader could not adjust his or her style and/or the organizational culture could not change to align with the leader’s style.

Change Management

When an organization is in the midst of a significant change initiative, it requires a certain set of attributes from a leader more so than at times of stability. Those skills include inspiring people to action, effective communication, and caring for people. If a leader cannot align his or her style to meet the unique needs of an organization during a major change effort, the change may fail and the leader may be viewed as ineffective.

Conclusion

Effective leadership is part art, part science. It is the ability of leaders to adapt, change, and align to the world in which they find themselves and the ability to identify and apply the required attributes to a given situation. Those attributes must evolve along the organization’s life-cycle, culture, and change management climate. Leaders should be self-aware of what is needed at different stages, but it is also the responsibility of the individuals who develop them (consultants, coaches, L&D professionals, etc.) to identify where the leaders excel and where there is an opportunity for development. References Hersey, P. and Blanchard, K. (1977). Management of Organizational Behavior (3rd ed). Englewood Cliffs, NJ: Prentice-Hall. Quinn, R. E. and Rohrbaugh, J. (1981). A competing values approach to organizational effectiveness. Public Productivity Review, 5(2). 122-140.

Two Questions to Ask Before Any Performance Assessment

Posted on by Chad McPeters

I recently had a conversation with an L&D manager who told me that he was being asked to assess all of the Directors in his organization. It struck me at that moment how broad a request that was, and I began to ask him questions to uncover just what his leadership team needed from the assessment. It turns out they needed to assess the Directors’ performance. Again, I had more questions.

It was unclear whether the intent was to assess the Directors’ performance in their current position or to assess them for their readiness to be promoted to a Vice President position within the organization. If the Directors’ were to be assessed in their current role, the L&D manager would need to develop and administer an assessment that focused on the specific competencies required for Directors within the organization. On the other hand, if the Directors were to be assessed for their readiness for a VP position, the assessment should focus on the competencies required for that VP position. In the case of this organization, those are fairly divergent competency sets.

This conversation got me thinking about what kinds of critical questions need to be asked before engaging in a performance assessment. There are many, but here are two that must be asked every time at the outset:

1) What is the purpose?

Defining the purpose drives the content and intent of a performance assessment. Assessing the performance of a leader or contributor may be part of a normal performance management process, but may also serve other purposes. It may serve as an informal tool for an employee to gauge his or her own strengths and performance gaps, or for continuous organizational improvement. Although not ideal, it may be used for making decisions for RIFs (Reductions in Force). No matter the purpose, it needs to be clearly understood by leadership, the assessor, and those being assessed to ensure the best results.

2) What are you going to do with the results?

Understandably, the answer to this question flows in large part from the purpose, but the answer needs to be articulated clearly to all parties involved. Having a clear answer to this question allows the assessor the best chance at developing and delivering a performance assessment that achieves the purpose while mitigating factors that could bias the results (e.g. social desirability, fear, etc.). In addition, it is important to let your assessee know up front why you’re collecting the data and how you plan to use it.  Assessments can create anxiety for people at all levels within the organization. To help reduce anxiety and increase willing participation in the performance assessment process, leadership should commit to and communicate up front the level of investment they are willing to make in resources for training and development so that the assessee knows that a growth path has been established.

There is much thought and work that go into effective performance assessment development and delivery. Asking good questions is a critical part of the process.

What other questions would you ask when developing a performance assessment?

Selecting The Best Management Training Fit For Your Team

Posted on by Chad McPeters

Do you see issues in your team’s performance and think that management training could be the solution? Recognizing that you need a new training program isn’t enough. For a commitment-based training program to achieve maximum effectiveness, it must speak to the typical problems your employees face and the management skills they currently lack. While some training providers push off-the-shelf solutions, it’s essential to find a professional development program that fits the specific needs of your company. Training doesn’t have a “one-size-fits-all” application. Think of the training program selection process like purchasing a tailored suit: Once you find the right style, you have to customize the fit. Select a program that matches your goals, and tailor the courses to address your company’s needs. By identifying the issues you seek to correct on the front end, your choice of training programs on the back end becomes much easier. Examine the following areas of essential leadership to determine which elements your management training program should focus on.

  • Communication: With benefits spanning your entire corporation from top to bottom, this is undoubtedly one of the most impactful training topics to include in any professional curriculum. Communication has the power to make or break your organization, so it should be a high priority. When there are gaps in communication effectiveness, employees feel confused, misguided and dissatisfied. Your managers must be able to communicate expectations, concerns and instructions in a professional, tactful and powerful way.
  • Coaching: Never undervalue managers’ ability to coach their employees. The capacity to motivate and guide workers to achieve success is the mark of a truly great leader, and the level at which your teams perform is a direct reflection on that team’s manager. Coaching employees involves knowing how to help them overcome weaknesses, refine their strengths and consistently improve.
  • Change Management: Most organizations find it difficult to enact change. In fact, about 70% of change initiatives fail. That’s why change management is a valuable area of development for your managers. The ability to lead, promote a sense of calm and maintain productivity levels during times of change is a major asset. Don’t wait until your managers are in the midst of a transition to start training them. Assess how your company has handled change in the past and where your approaches have fallen short. Then, proactively prepare your leaders for future initiatives.
  • Delegation: Do your leaders struggle to delegate tasks to their team members? When managers fail to master delegation, productivity usually suffers. Without a proper focus on strengthening delegation skills, managers are spread too thin and employees tend to underperform. It’s also important to delegate manager-level tasks to other team members if you want to identify employees with future leadership potential.
  • Talent Management: Evaluate your leaders’ success in terms of hiring and retaining winning talent. Strong managers know how to build and sustain strong teams, which results in a more stable company and increased employee satisfaction.

As you assess these areas within your organization, think critically about what your managers need in order to be truly effective, and use those insights as the building blocks for your commitment-based training program.

learnmore

Source: Vital Learning Promoting & Sustaining Healthy Organizations

Silicon Valley Serial CEO, Cathy Light, Announces Membership to Women Presidents’ Organization

Posted on by Chad McPeters
PALO ALTO, Calif., Feb. 24, 2016 /PRNewswire/ —  Assessment Leaders LLC., CEO, Cathy Light, returns to her native hometown in the bay area after commuting to and from her other office location in Idaho, and announces the rejoining to WPO. “I’ve missed the amazing mindshare and fellowship from these talented women and I’m delighted to be back in the circle of progressive female leaders.  The Women Presidents’ Organization (WPO) is the ultimate affiliation for successful women entrepreneurs (presidents, CEOs, managing directors) of privately held multi-million dollar companies. Their mission to accelerate business growth, enhance competitiveness, and promote economic security through confidential and collaborative peer-learning groups matches my own goals to expand my businesses.  I continue to be impressed by the amazing success of my fellow 1,800 WPO colleagues,” said Cathy Light. Nancy Geenen, CEO and Managing Partner of Suann Ingle Associates and Chair of the Silicon Valley Chapter of WPO, welcomes Cathy back to the Chapter. “Having worked with Cathy from 2006 – 2008 as a member of the San Francisco chapter, Cathy will be a valued member of the Silicon Valley Chapter. Her insights on leadership, organizational development, training and assessments provide a valuable resource for our members,” says Nancy. About Assessment Leaders LLC. (Palo Alto, California) Assessment Leaders (AL) helps organizations build talent and improve their workplaces by providing a wide range of best-in-class assessment products and services to hire, retain, develop individuals, teams and leaders. Clients can discover the untapped potential in job candidates and employees by greater insight and knowledge provided by AL’s tools. Visit AssessmentLeaders.com. About Women’s Presidents’ Organization (New York, NY) Women Presidents’ Organization, Inc. (WPO) is a nonprofit membership organization for women presidents of multi-million dollar companies. The members of WPO take part in professionally facilitated peer advisory groups in order to bring the “genius out of the group” and accelerate the growth of their businesses. WPO’s Mission is to improve business conditions for women entrepreneurs, and to promote the acceptance and advancement of women entrepreneurs in all industries. Press Contact: Heidi Trube, Vice President Assessment Leaders LLC. and Affiliate Companies Leadership Balance®, Business Builders LLC. and Be Well Perform Well LLC. Heidi@assessmentleaders.com + 1 (408) 846-8200  

Silicon Valley Serial CEO, Cathy Light, Announces Membership to Women Presidents’ Organization

Posted on by Chad McPeters

PALO ALTO, Calif., Feb. 24, 2016 /PRNewswire/ — Assessment Leaders LLC., CEO, Cathy Light, returns to her native hometown in the bay area after commuting to and from her other office location in Idaho, and announces the rejoining to WPO.

“I’ve missed the amazing mindshare and fellowship from these talented women and I’m delighted to be back in the circle of progressive female leaders. The Women Presidents’ Organization (WPO) is the ultimate affiliation for successful women entrepreneurs (presidents, CEOs, managing directors) of privately held multi-million dollar companies. Their mission to accelerate business growth, enhance competitiveness, and promote economic security through confidential and collaborative peer-learning groups matches my own goals to expand my businesses. I continue to be impressed by the amazing success of my fellow 1,800 WPO colleagues,” said Cathy Light.

Nancy Geenen, CEO and Managing Partner of Suann Ingle Associates and Chair of the Silicon Valley Chapter of WPO, welcomes Cathy back to the Chapter. “Having worked with Cathy from 2006 – 2008 as a member of the San Francisco chapter, Cathy will be a valued member of the Silicon Valley Chapter. Her insights on leadership, organizational development, training and assessments provide a valuable resource for our members,” says Nancy.

About Assessment Leaders LLC. (Palo Alto, California)

AL helps organizations build talent and improve their workplaces by providing a wide range of best-in-class assessment products and services to hire, retain, develop individuals, teams and leaders. Clients can discover the untapped potential in job candidates and employees by greater insight and knowledge provided by AL’s tools. Visit AssessmentLeaders.com.

About Women’s Presidents’ Organization (New York, NY)

Women Presidents’ Organization, Inc. (WPO) is a nonprofit membership organization for women presidents of multi-million dollar companies. The members of WPO take part in professionally facilitated peer advisory groups in order to bring the “genius out of the group” and accelerate the growth of their businesses. WPO’s Mission is to improve business conditions for women entrepreneurs, and to promote the acceptance and advancement of women entrepreneurs in all industries.

Press Contact: Heidi Trube,

Vice President Assessment Leaders LLC. and Affiliate Companies Leadership Balance®, Business Builders LLC. and Be Well Perform Well LLC.

Heidi@assessmentleaders.com

+ 1 (408) 846-8200

Assessment Leaders’ Sister Company, Leadership Balance, Unveils New Website

Posted on by Chad McPeters
We are proud to announce that our partner organization, Leadership Balance, has launched a new website that celebrates a new generation of leaders. Leadership Balance combines contemporary leadership principles with proven strategies for developing mental competency, physical endurance and health, and an encouraging spirit. We call it “Mind to Lead. Fit to Lead. Heart to Lead.” Read the press release here.