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If people are an organization’s most important asset, then why do so few organizations actually implement programs that help individuals achieve their potential?
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Free Resources

1 Is The Glass Half Full…or Half Empty? (Dec 2014)

The question of whether a glass half filled with water is half empty or half full has been a subject for lively discussion in philosophy classes, management sessions, and certainly psychology classes.

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1 Managerial Courage (Mar 2014)

You have an employee who is very talented, but creates disruption everywhere he works. While his work is good, he destroys teams, is condescending to his colleagues, and haughty with clients. You have attempted to counsel him but he becomes defensive, pointing to the quality of his work. You are reluctantly ready to put him on a performance plan, expecting this to be a painful process that may require involvement of your HR and legal departments.

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1 A Matter of Trust (Dec 2013)

An important client has asked you for one of your best employees full-time to work on a project for the next three months. The work would be very profitable and you want the client to be happy. But you suspect that the client may have asked for this employee because he wants to poach her from you. Do you give the employee this assignment?

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1 The Four Qualities of Leadership (Sep 2013)

The wealth of articles, books, speeches and blogs describing leadership makes this topic very confusing. So many “experts” have put their own spin on the definition of leadership along with their own proven methodology that it can be difficult to create our personal formula for success. Yet, based on more than thirty-five years of personal work in this area I believe that leadership can be succinctly described into a few core elements. These elements are the critical success factors of leadership – failing to do any one of them significantly diminishes the potential effect a leader can have on an organization and on the individuals in that organization.

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1 Leadership Leverage (Feb 2013)

What makes some leaders so much more effective than others? Is it strategic vision, style, their executive team, or some other attribute? The answer cannot be boiled down to one thing. Following are seven elements that provide the leverage points for strong and effective leadership.

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1 Alignment Is Essential For Success (October 2012)

Alignment, a term commonly used in the business world, typically means complete understanding and commitment by all involved parties – an agreement to follow the same direction and marching orders.

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1 Earning Trust (June 2011)

Relationships are based on trust. When individuals do not trust each other, their manager, or their organization they will listen with skepticism, they will not believe, and they will not follow advice or direction. Read More

1 Leadership Leverage Through Personal Competence (January 2011)

Business leverage is the ability to create outputs that are disproportionately higher than their required inputs. Identifying the external, internal and leadership leverage points for a business can lead to significant competitive advantage. Read More

1 Managerial Courage (April 2010)

There is an elephant in the room. It’s big and consumes most of the space. It eats most of the food. And it smells. But no one wants to acknowledge its presence. So everyone attempts to do their job and get enough to eat while working around the elephant. Why is this so? Read More

1 How Many Meetings Do You Need? (March 2010)

How many meetings does a manager need with his team? How often? For what purpose?
Some managers hold frequent staff meetings while others avoid them altogether. Meeting frequency should derive from purpose - there is no point in meeting for its own sake. At the same time, meetings are essential for ensuring leadership alignment. Read More

1 Organizational Savvy (December 2009)

How is it that some people seem to work effectively within an organization while others – equally competent in their respective fields – struggle to make significant progress in accomplishing broader organizational goals? Why is it that some people who are so successful as individual contributors fail to achieve similar success when taking on a larger role or broader assignment within an organization? Read More

1 Ten Commandments of Ethical Leadership (November 2008)

For a leader to be effective three criteria must be met. First, people must accept and buy into the leader’s vision. Second, they must believe that the leader has the competence to successfully achieve that vision. Third, the leader must be a role model who exemplifies the values and principles that underpin the vision. Read More

1 Rules for Life (June 2008)
  The following rules were written for high school graduates and those currently or recently entering the work force.

As leaders of all employees – including the Y generation currently entering the workforce – we might find these rules useful to share at appropriate times. Read More

1 Larger than Life Leadership (May 2008)
  In the midst of our current times of uncertainty – in our political arena, in our economy, around the world and in our environment, circumstances can appear overwhelming. During such times it is helpful to look back at those who provided steadfast leadership during similar times, and to then be guided by the wisdom they still share with us today. Read More
1 Larger than Life Leadership (May 2008)
  In the midst of our current times of uncertainty – in our political arena, in our economy, around the world and in our environment, circumstances can appear overwhelming. During such times it is helpful to look back at those who provided steadfast leadership during similar times, and to then be guided by the wisdom they still share with us today. Read More
1 Executive Team Organizational Models (April 2008)
  Executives are the small group of people who have the responsibility to provide the direction and leadership for their organization. Typically, the “executive team” consists of the CEO (or President) and the people who report directly to that person. Read More
The Essence of Leadership (Jul7 2007)
  We live in a time of significant change that creates both challenge and opportunity for all of us. Many of the long established beliefs and rules that have guided our society as well as our relationships are now being questioned. Technology, social change, global warming, the impending scarcity of natural resources, shifts in the rules and principles that guide our economy, and a dramatically changing workforce combine to create a state of uncertainty. Whether we as people, as companies, as a country and as a society emerge stronger or less capable depends on the decisions we make and the way in which we communicate and implement those decisions. This is the essence of leadership... Read more
  Using Power May Not Make You Powerful (November 2004)
  Power is a word that carries significant emotion. For many, it connotes the "evil empire." It generates the concept of using raw power to direct and control others - often through fear, intimidation, coercion or threat of bodily harm... Read more
  Four Cardinal Principles of Management (November 2004)
  The relationship between managers and the employees who report to them is based on a few cardinal principles. When these principles are followed, healthy and productive relationships are formed. If violated, the results can be disastrous. The following recent story is true and the consequences speak for themselves. However, the solutions that were put in place, however, are already having a positive effect in reversing the situation...
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  Reagan's Principles Can Help All Leaders (July 2004)
  The recent passing of President Ronald Reagan has brought forth an outpouring of respect and acknowledgement of his leadership. While in office he had many fans as well as those who opposed his policies and programs. Yet, there is now universal recognition that he had an extraordinary ability to transcend politics and leave a lasting mark on the United States, on the Office of the Presidency, and world affairs... Read more
  Leading by Principles, Policies or Politics (November 2003)
  Imagine two divisions of the same company that have very different cultures. In one organization the employees are energized, take initiative and enthusiastically lead their business forward. In the other, the employees are unmotivated, unsure and even fearful. They refuse to make any decisions or take action on their own... Read more
  Employee Performance is Leader's Responsibility (February 2003)
  I recently contracted to have some work done on my house by a small company. The owner was personally doing the project along with two helpers. I liked that. When the owner is present you usually get a better job... Read more
  Can Leadership be Developed, Learned? (January 2003)
  Leadership is a hot topic. We extol our favorite leaders and demonize those who have fallen from grace. When we talk about leadership we often speak of vision and transforming an organization from failure to success. We speak of ethics and values. We describe leadership in terms of character, using such words as courage and heroism. Other times we speak of exemplary personal behavior. And some view leadership as a style, comparing different approaches and their effect... Read more
  Great Leaders Use Vision to Inspire (August 2002)
  In my last column I talked about how to recognize the need for change. This month we will talk about getting started. It all begins with vision... Read more