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Leadership Skills that CEOs Desire

–My Interview on the Unlabeled Leadership Podcast hosted by Gary DePaul

Unlabeled Leadership helps you develop your leadership capabilities to achieve the results you want. Rather than using labels that mystify and obscure the meaning of leadership, Gary DePaul and guests share personal stories about the small acts and the big ones, leading to substantial results. These acts can profoundly influence the performance of your peers, teams, organization, and even yourself. When we strengthen our leadership, work becomes more satisfying and rewarding!

In Episode 14, Jack Bucalo, a leadership development expert, continues to discuss what makes a leadership development program useful for meeting the needs of CEOs and line executives. Jack describes specific hard and soft skills that contribute to attendees’ performance. He then explains action plans.

Recap of Episode 011

In Episode 011, Jack clarified that the CEOs and line executives are the ultimate customers of leadership training. Many executives believe that leadership training repeatedly fails due to the lack of practical business value in helping them run the business. Jack highlighted two highly reputable studies that indicated that middle to upper management leadership training should be more about job-related hard skills than soft skills but instructed together in the appropriate mix and within the practical context of real-world business objectives.

Part 1: Hard and Soft Skills

Jack illustrates what hard and soft skills to use to develop mid-level and upper-level management with two examples.

Part 2: Action Plans

For leadership training to be effective, attendees need to apply what they learn. Jack talks about having the broad parameters of an action plan as a takeaway from the training experience.

Jack Bucalo
Jack Bucalo
JACK has led the Global HR function for a Fortune 500 and 1000 international company and several other large international companies. With four years of line experience complementing his HR experience, he believes that the CHRO or HR Leader should play a more direct role in helping the CEO to achieve the company's business objectives and strategic goals, while effectively implementing its administrative duties. In doing so successfully, the CHRO or HR Leader can become an equal business partner with his/her line management peers while becoming more directly involved in the company's operational mainstream, rather than being just an administrative afterthought. As a pragmatic practitioner, Jack publishes detailed and actionable articles on a wide variety on critically-important HR issues on BIZCATALYST 360°. He is also on the advisory board for other web sites. Jack's over 20 years of executive-level HR experience for which he was responsible for company, executive and Board-related matters, form the basis for most of viewpoints.

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