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Thoughts and Advances in Organizational Behavior, Social Psychology and More.

Trust us

by Randall Peterson

New research by Randall Peterson sheds fresh light on how trust works in small groups.
New reporting from the London Business School Review, Executive Summary Section.

Take TalentSage 360's Anywhere

by Jeffrey Tayler

With the release of our latest software, you're now able to access to your 360, and view it on almost any device. All you'll need is a wifi service, or mobile carrier data signal. You can take your survey and receive your customized report from anyplace you may find yourself.

Bill Gates on Teacher Feedback

by Rick Peterson

Bill Gates Speaks on the importance of teacher feedback: Until recently, many teachers only got one word of feedback a year: “satisfactory.” And with no feedback, no coaching, there’s just no way to improve. Bill Gates suggests that even great teachers can get better with smart feedback — and lays out a program from his foundation to bring it to every classroom.

High Impact Leadership Transitions

by The Corporate Executive Board Company (CEB)

The best organizations achieve these results because they recognize that leadership transitions occur regularly and must be managed as carefully as other recurring, high-impact processes.

They also know that not all transitions are created equal and that generic transition support focused on a narrow window at the start of the executive’s tenure is a recipe for failure. Instead, the best companies proactively engineer the transition experience to provide tailored support for four key transition types:

■ Replacing an Icon

■ Following a Train Wreck

■ Jump Start

■ Breaking Ground

They supplement leader competencies by delivering transition support strategies that address cultural and situational context across an extended support horizon and ensure active participation from a broad transition support community.

How TalentSage Works for You

by Rick Peterson
  • Call us

    Find out more today, and give us a call. We'd love to talk with you!

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  • 360's and Coaching

    No matter what you need, TalentSage will have a coaching and 360 package options to fit your goals


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  • Governors Assessments

    We also offer Governors Assessments for our UK Educational Board Chairs

    Learn More

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  • Our ts360 is a good place to start

    Follow up your 360 with our world class coaching.


Of course when you participate in ourTalentSage ts360 program, you'll gain unparallelled individual and group dynamic insights, but from there, where do you go? It's important to implement your blueprint, and build a team that delivers results. TalentSage Coaches are here to advise your staff on just exactly how to know their fullest potential.


The Quick Wins Paradox

by Mark E. Van Buren and Todd Safferstone

Companies typically take great care in selecting new leaders and have high expectations for them, but within two years, our research shows, two out of every five transitioning leaders
fall short. This underperformance affects more than the new leaders; it drives down the performance of everyone around them.

To avoid the quick wins paradox, new managers must recognize and avoid the five traps they can fall into along the way: focusing too much on details, responding negatively to criticism, intimidating others, jumping to conclusions, and micromanaging. They must then shift their focus from individual quick wins to collective quick wins, working with a respected member of their new team to brainstorm possibilities for a group accomplishment. Such a winning project demonstrates the following characteristics:

■ Value: The project either increases revenue or reduces costs. If the project is successful, it gets noticed by people two levels above the new leader.

■ Feasibility: The project can be completed in a timely manner without distracting team members from their daily responsibilities and without new resources.

■ Collective impact: All key team members see their “fingerprints” on the win and are proud to cite their contributions toward it.

■ Opportunity for the leader to engage: The project requires the new leader to seek input, guidance, and coaching from direct reports, peers, and managers.

■ Opportunity for the leader to learn: In the course of the project, the new leader learns about the team’s dynamics and the strengths, weaknesses, motivations, and aspirations of every member.