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Critical Thinking is the combination of creative thinking, strategic thinking, problem solving and decision-making. Executive Coaching is one of EDA’s Best-Practice Solutions that delivers a one-on-one growth and development opportunity and produces real business results in a short period of time. Executive assessments are an integral part of many of our individual, team, and organizational services and most are available through our online assessment center.
Since 1982 EDA has pioneered and been a leader in creating custom-designed executive development strategies, systems and programs that help clients achieve their strategic objectives and win in the marketplace. Since 1982 EDA has pioneered and been a leader in creating custom-designed executive development strategies, systems and programs that help clients achieve their strategic objectives and win in the marketplace. Critical Thinking is the combination of creative thinking, strategic thinking, problem solving and decision-making. In addition to creating and delivering world-class executive development and talent management strategies, systems and programs, EDA connects people who are responsible for learning and development to valuable research, workshops, publications and other resources, that support their success and effectiveness. EDA's Assessment Team includes industrial and clinical psychologists and technologists with 34 years of experience in designing, creating and implementing innovative organizational effectiveness products and services.


Executive Development Associates is a leader in creating custom-designed executive development strategies, systems and programs that help organizations build the capabilities needed to achieve their strategic objectives.
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At least that’s the premise of Fear Your Strengths: What You Are Best at Could Be Your Biggest Problem. Kaplan and Kaiser culled from years spent working with executives to provide examples of leaders for whom the strengths that helped push them up the ladder have ultimately undercut their effectiveness once in the boss’s seat. For instance, one such go-getter—a division president at a large healthcare technology company—is apparently “so adept at wielding his intellectual firepower and charisma that he shuts down people around him,” according to a colleague.
The authors conducted “thousands of assessments” of senior executives, in an effort to determine when these leaders’ greatest strengths could betray them. Many executives are “lopsided,” the authors say, and favor certain qualities at the expense of others, without even realizing it.
The notion that many leaders have a tendency to overplay their strengths is often overlooked in leadership development, according to the authors, who provide a few tips for tempering executives’ excesses.
For instance, they say, asking a leader’s colleagues whether the leader displays too much, too little or just the right amount of a certain characteristic can be instructive, and help a manager or executive find the right balance of the aforementioned qualities.
About UsHRE Daily is produced by the editorial staff of Human Resource Executive®, the leading magazine for HR executives (formerly The Leader Board).


EDA customizes coaching to meet the individual’s specific needs and matches the leader with the most appropriate coach.
We work in partnership with our clients to make their executive development efforts successful. EDA leads the way in the use of executive development to help organizations successfully address their marketplace challenges and accelerate the execution of their business strategy. Being a continuous improvement manager, I was aware of problem solving tools, but the delivery of this course was great! In the new book, authors Robert Kaplan and Robert Kaiser “address a glaring oversight in the field of executive development—namely the lack of attention paid to the danger of leaders taking their strengths too far,” according to a press release issued by Kaplan DeVries Inc.
As a result, he explains, “people then seek to be in agreement with him rather than bringing their best thinking,” effectively disengaging team members and hampering their ability to contribute.
Kaplan and Kaiser identified a set of what they describe as fundamental leadership qualities—strategic leadership, operational leadership, forceful leadership and enabling leadership—that can be detrimental when overemphasized.
With our proven ability to achieve results we create measurable improvements in both individual executive performance and business outcomes.



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