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Mark Busine Blogs

Mark Busine Mark Busine is managing director for Australia and is responsible for the creation and implementation of the region's business strategy. Working closely with clients, Mark advises on appropriate human resource and talent management strategies, and assists in the development and implementation of large-scale succession management programs. Mark also provides coaching and feedback to senior executives regarding their personal and developmental goals.

His area of experience and expertise includes designing, developing and evaluation the following talent systems: learning & development, executive assessment, succession management.

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High-potential programs have largely not delivered the desired results. Here's why.
Posted: 10/19/2017 by Mark Busine
Most organizations are trying to do more with less, so there is an even greater demand for collaboration. But with more collaboration comes the need for improved interaction skills.
Posted: 6/27/2017 by Mark Busine and Pauline Nolte
We should never underestimate the personal transition that individuals go through as they move from one level to the next.
Posted: 11/21/2016 by Mark Busine
Gut feel, intuition and bias all have implications in the decision making process of your next hire. Learn how to overcome these common hiring mistakes.
Posted: 8/9/2016 by Mark Busine
Our approach to high potential pools and programs isn’t working. It’s time to think differently.
Posted: 7/8/2016 by Mark Busine
Do your high-potentials see their development as a privilege or a right?
Posted: 7/5/2016 by Mark Busine
Energy in an organisation is often hard to define. But we know when it exists and more importantly, when it doesn’t.
Posted: 6/3/2016 by Mark Busine
Leadership “readiness” begs the question “for what”? If we fail to answer or over-generalize when responding, our definition of readiness lacks the necessary relevance.
Posted: 1/22/2016 by Mark Busine
Most leaders are pro-diversity. However, when confronted by moments of difference, we react in ways that don’t always match our intent.
Posted: 8/28/2015 by Mark Busine
Failing to ensure the mid-level have the skills they need to succeed is like asking them to walk a tightrope without a safety net.
Posted: 8/21/2015 by Mark Busine
What’s missing in the middle is a set of skills for navigating specific challenges that leaders haven’t acquired or mastered at lower levels.
Posted: 8/7/2015 by Mark Busine
What’s in a name? We can’t address development needs at the mid-level because role responsibilities vary so greatly.
Posted: 7/31/2015 by Mark Busine
Many mistakes but no excuses: Read what the research says about selection errors and how to avoid them.
Posted: 5/29/2015 by Mark Busine
Skills and experience alone won’t get the job done; be sure candidates are motivated to perform and their values aligned with your organization’s.
Posted: 5/22/2015 by Mark Busine
What if we provided leadership skills development the same way Steve Jobs provided technology—to everyone?
Posted: 5/8/2015 by Mark Busine
The “i” in leadership: Rather than defining leadership for all, we should be developing individuals to become their own best version of a leader.
Posted: 4/24/2015 by Mark Busine
The quality of leadership interactions significantly impacts the performance and productivity of both individuals and organizations.
Posted: 5/23/2013 by Mark Busine

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