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Distance Leadership in International Corporations: Why Organizations Struggle when Distances Grow (Advances in Information Systems and Business.
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Five ways to nurture developing leaders in an ecosystem for growth | Deloitte Insights

Get to Know Us. Who gets it? How is CAE diagnosed?

A good history of what has happened and any other health and learning problems is the first step in diagnosing CAE. A physical exam looks for other problems that could cause or be associated with the seizures. An EEG electroencephalogram is done to look for possible seizure activity. Often the child will be asked to hyperventilate for 3 to 5 minutes. The EEG shows spike and wave discharges at 3 Hz cycles per second that are generalized the same on both sides of the brain. Hyperventilation can be done during an office visit without an EEG to see what the event looks like. CT computed tomography and MRI magnetic resonance imaging scans of the brain are normal.

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Screening for attention problems is recommended. How is CAE treated? In a recent study, ethosuximide Zarontin was shown to be the first drug of choice to treat absence seizures. Valproate Depakote was equally as effective as ethosuximide, but ethosuximide caused fewer problems with attention than valproate. Lamotrigine Lamictal was less effective, but certain side effects were less frequent compared to ethosuximide and valproate. The side effects generally went away quickly and did not require stopping the drug during the study.

If absence seizures continue despite trying one of these seizure medications , combining these medications may help. Other medications have been used to treat absence seizures, like methsuximide Celontin. By socializing development into the workplace context, organizations can help to convey the new dynamics of leadership.

The most effective way to promote social leadership is by setting the expectation that leadership happens in social settings every single day. Our research shows that this socialized approach works—and that organizations that use it have more capable leaders and stronger business outcomes. Cover image by: Livia Cives.

Distance Leadership in International Corporations

The authors would like to thank Josh Bersin and Jeff Schwartz for their contributions to the article. View in article. Measured on the basis of their performance on business outcomes and the percentage of leaders displaying eight critical leadership capabilities according to the Deloitte leadership maturity model. For this analysis, we identified organizations in our sample that are publicly traded and gathered 22 of their financial metrics.

We developed a three-year average of the data for , , and , which formed the basis for subsequent analyses. We are presenting two metrics, revenue per employee and gross profit margin, because they showed a statistical difference between low and high maturity levels for the overall sample at a minimum 95 percent confidence level. Derler, High-impact leadership. Jensen, High flyers: What sets them apart? Kim Lamoureaux, Fostering innovation through learning: Qualcomm builds a culture of entrepreneurship, creativity, and risk taking , Bersin by Deloitte, Deloitte Consulting LLP, , www.

Ongoing Bersin by Deloitte leadership research, — Ongoing Bersin by Deloitte leadership and HR research, Innovation catalysts are a community of Intuit employees who facilitate and coach teams and individuals across the company to use specific principles and tools to innovate.

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How We Misunderstand Culture

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What employers get right

Still not a member? Join My Deloitte. Article 23, January, Andrea Derler. Anthony Abbatiello. Stacia Garr. Swimming upstream? Leadership development through organizational design and culture The best ecosystem for leadership development: Your own organization.

Action step checklist: Communicating the leadership profile For business leaders: Identify business contexts and challenges that future leaders should be able to manage effectively and determine what attributes those leaders need to bring to the table. Socialize the leadership success profile with peers and direct reports and provide insights back to HR. Communicate what it means to be a leader in the organization at every opportunity. This might mean, for example, that leaders blog, tweet, or record videos or podcasts about experiences with real-life business issues that illustrate how desired leadership behaviors led to success.

Model the behaviors you expect other leaders to demonstrate. For HR: Co-create an evidence-based leadership profile with business units to set clear expectations for leadership. Use the leadership success profile to identify, assess, select, and develop leaders. Identify and use different communication channels for discussing leadership expectations and the required capabilities for future leaders.

This likely means working with business leaders to create opportunities for communication such as those described above. Have you taken a risk today? Fostering a climate of exploration and experimentation To work effectively in fast-changing markets and technologies, budding leaders need to build up their risk tolerance. Create an environment in which people feel genuinely comfortable with taking risks, such as sharing and implementing new concepts and ideas. They can create incentives and rewards for action that demonstrate appropriate risk-taking by team members, and reprimand counterproductive behaviors.

Identify obstacles that discourage risk-taking and help people navigate those obstacles. For example, determine whether existing cultural values inhibit risk-taking, or if specific typical behaviors express risk intolerance in employees. Publicly recognize and reward those who take calculated risks, even when they fail.

For HR: Use evidence-based assessments to identify high-potential leaders with change potential and high risk tolerance. Publicize stories of how appropriate risk-taking practices led to good business outcomes. Set expectations and design processes to promote rapid-prototyping approaches to new ideas.

Foster building reciprocal relationships and alliances across the business. Advocate for digital tools and social media channels to help improve knowledge-sharing. Recognize and reward those who continually learn about the business broadly. For HR: Establish real-time, broad communication of company insights and innovations. Raise expectations and resources to support peer-to-peer feedback.

See the world: Exposing leaders to other leaders, new contexts, and novel challenges According to our data, 84 percent of global organizations offer formal learning programs for leadership development, and 76 percent develop leaders through experiential programs such as business projects, job rotations, or stretch assignments. Collaborate with HR and other business leaders to enable cross-organizational collaboration for high-potential leaders—for example, through short-term job rotations or virtual cross-collaborative projects. Encourage high-potential leaders to gain exposure to customers, partners, or industries outside their own.