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SHRM regional conference 2008

SHRM regional conference 2008

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Nhrma Presentation Nhrma Presentation Presentation Transcript

  • NHRMA LEADERSHIP DEVELOPMENT 101 Presenters: Dr. James Neblett, Dr. Deborah Schaff Johnson
  • Presenter Bio
    • 10 years of HR Leadership experience in Telecommunications and Retail industries
    • 5 years as a Professor and Department Chair for HR
    • Author
    • HR Trainer
    • Mentor
  • Presenter Bio
    • 25 years of sales/marketing, leading, managing & creating programs, coaching/consulting and seminars
    • 10 years as University Instructor, Curriculum Developer & Dissertation Coach/Mentor
    • HR coach/trainer
    • Systems Scientist
    • Futurist
    • Author
  • Today’s Agenda:
    • Presenter Introductions
    • Quantum Leadership/HR
    • HR Applications
    • Questions/Comments
  • At the end of the workshop you should…
    • 1. Be able to identify and determine different leadership strategies. 2. Be able to develop a strategy to promote and build teams. 3. Develop an action plan to apply leadership concepts. 4. Discuss the impact of leadership style on motivation.
  • Quantum (Phd) Leadership/Learning Principles
    • Mind -Universal creative energy/intelligence
    • Thought -capacity to draw on this energy to create our experience of reality
    • Consciousness -ability to be aware of this power & to understand how experience is created
    • (Spittle, 2005, p. 11)
  • Thinking/Learning System--Capacity Range
    • Wisdom Insight CommonSense Creativity Perspective Analysis Processing Memory
    • (Adapted and used with permission from Mills & Spittle, 2001, p. 56 in Schaff Johnson, 2002)
  • QD Model: Emergent People Skills The Zone Place of Clarity* Place of Clarity Rapport Respect, Trust, Listening Adapted from Mills & Spittle, 2001 *Term coined by Stacey, 1996 Behavior Vision, Humor, Compassion
  • Quantum state of mind… more on quantum learning
    • Relaxed, yet wake, alert
    • Nothing on your mind
    • Open
    • Curious
    • Reflective
    • Willing/Able to change your mind
    • O.K. with not knowing/uncertainty
    • Quiet mind
    • Deep listening
    • Quality of state of mind reflects our quality of experience
    • Unleashing genius/creativity
    • (Schaff Johnson, 2002)
  • Unleashing genius/creativity
    • … something no one has thought of before. …reality is not fixed in predictable patterns….instead creative new possibilities can emerge …(Moss Kanter in Hesselbein, Goldsmith & Somerville, 2002, p. 73
  • Quantum learning vs. Memory based learning
    • Quantum
    • Higher range
    • Creative, useful for full range of events, simple to complex/chaotic…
    • Accesses inner wisdom & common sense
    • Always available to quiet mind
    • Primary/natural: May be used in concert with…
    • Instantaneous
    • Memory
    • Lowest learning level
    • Useful for memorizing facts: phone number, SS, spouse, where we live
    • Only has what we stored there
    • Slow; faulty connection as we get older
    • Rational: Limited use; most useful in concert with…
    • Incremental (Justice & Schaff Johnson, 2007)
  • Org Results/Applications/ Effectiveness
    • Personal renewal
    • Exec team renewal
    • Team renewal & team building
    • Corporate learning
    • EAP’s
    • Leadership development
    • General employee development
    • Future, future directions
    • Global Expansion
    • Strategic mgt
    • HR, leadership development
    • Financial, impacts bottom line
    • Corporate resilience & sustainability
  • High Wire Teams
    • Conventional: Force Fit
    • Unilateral decisions
    • Resources pre-set
    • Members miss feeling of personal accomplishment, using power to control behavior of others
    • Defining freedom …to pursue indiv happiness or goals
    • Step-Up: Graceful Effectiveness
    • Robust dialogues: Early & often to keep adjusting course
    • Allocations respond to requests from those doing work
    • Each member values own share of outcomes, unleashing power to allow complement of talents to emerge & further larger purpose
    • Fostering freedom …to choose creativity in shaping a role that works in concert w/others (Gunn & Gullickson, 2005, p. 84)
  • High Wire Shift in Thinking Teams
    • Conventional: ‘Lip Service’
    • “ I’m the only one who gets it
    • Resent distraction from “real job”
    • Disrupt meetings
    • Fret over every glitch
    • Chafe in harness
    • Vie for personal recognition
    • Defining freedom …to pursue indiv happiness or goals
    • Step-Up: Genuine Connection
    • Trust in other’s common sense
    • Appreciate larger purpose
    • Stimulate conversations centered on task
    • Sustain confidence that solutions will emerge for even most complex issues
    • Open to affinity for others Share in abundance: Plenty of good stuff” to go around (Gunn & Gullickson, 2005, p. 88)
  • Putting this all together
    • Now that we have reviewed the theory, how do you apply these in the workplace?
    • Develop an Action Plan
    • Develop a Peer Contract
  • Develop an Action Plan
    • 1.Action Plan to apply principles
    • List three actions you would like to undertake as a result of this workshop:
    • a.
    • b.
    • c.
    • 2. Choose the action that you would like to plan to do first and enter it below:
    • 3. List the potential roadblocks to implementing this action:
    • 4. Discuss with your seat partner how you would overcome these roadblocks.
    • 5. Describe in detail the action you will undertake and the steps you will take to ensure that it will happen.
  • Peer Contract
    • As a result of our workshop on Leadership skills 101, I want to incorporate the following ideas in the workplace:
    • 1.
    • 2.
    • 3.
    • 4.
    • Name ____________________ Email___________
    • Signed_____________________________________
    • I will follow up with the above person in one month.
    • Name______________________ Email____________
    • Signed______________________________________
    • Date____________________________
  • Thank you! :^)
    • Summation
    • Foundation of Leadership 101
    • HR Applications
  • References for further reading
    • Gunn, R. W., & Gullickson, B.R. (2005). On the high wire . Westport, CT: Praeger.
    • Hesselbein, F., Goldsmith, M., & Somerville, I. (2005). Leading for innovation: And organizing for results . San Francisco: Jossey-Bass.
    • Mills, R., & Spittle, E.B. (2001). The wisdom within . Edmonton, AB: Lone Pine Publishing.
    • Nakai, P. & Schultz, R. 2000. The mindful corporation: Liberating the human spirit at work . Long Beach, CA: Leadership Press.
    • Schaff Johnson, D., & Justice, I.S. (2007). Organizational future sustainability: Quantum leadership. Futurics 31 :1&2, 49-52.
    • Schaff Johnson, D. (2002). Quantum learning: Leadership for learning organizations. Futurics 26 :3&4, 89-92.
    • Senge, P. (2006). Fifth discipline: The art and practice of a learning organization (rev. ed.) . New York: Doubleday Currency.
    • Spittle, E. (2005). Wisdom for life . Edmonton, AB: Lone Pine Publishing.
    • Stacey, R. (1996). Complexity and creativity in organizations . London: Routledge & Kegan Paul.