In an environment where organizations and their people are experiencing greater and faster change—often highly disruptive change—it's crucial that more emphasis be placed on identifying and developing executives who possess emotional intelligence skills in addition to the more traditional leadership competencies. Among other things, today's leaders need to manage the dynamic tension between a sense of urgency and realistic patience and between optimism and realism and openness.

Even in the midst of economic upheaval, some organizations recognize that making sure they have the right leadership talent in place will help them not only survive but thrive when the economy eventually rebounds. Developing leadership talent requires a systematic approach that begins with the organization's strategic goals and takes into account developmental needs at both the organizational and individual levels.

Collective sex venues such as sex clubs are strategic sites to promote sexual health among sexual and gender minority individuals. We present qualitative findings from a multiple-method study on the acceptability of sexual-health services at collective sex venues in New York City (NYC) among attendees who identified as men, transgender, or gender non-conforming. In a survey used for sample selection ( n = 342), most respondents (82.7%) agreed that “having outreach workers at sex venues is a good thing.” Interviewees ( n = 30) appreciated how on-site services could promote sexual health in their community. They felt peer workers should be familiar with collective sex venues and share demographic characteristics with attendees. Some participants felt workers should keep some boundaries from attendees, while others felt they could be fully integrated in the environment, suggesting that either peer outreach or popular-opinion leader types of interventions could be feasible.

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