This document discusses the powerful influence of perspective and how changing one's perspective can impact choices and outcomes. It argues that in an uncertain world, one thing we can control is how we view and interpret the world. Leaders must be able to adapt their perspective when conditions change in order to make better decisions and navigate challenges successfully. The document provides several examples of how failing to change one's perspective can lead to negative consequences in business. It emphasizes the importance of being open to different points of view and constantly scanning the environment to avoid blindness.
Korn Ferry Briefings Issue 20 - From the CEO, Gary Burnison GaryBurnison
The author describes narrowly avoiding a mid-air collision on a flight from Hawaii to Los Angeles. This near miss experience gave the author a new perspective on happiness. The author realized that we often pursue happiness by chasing goals and achievements, but true happiness comes from appreciating each moment and the small wins along the journey. The experience also reminded the author that life can change in an instant, so we must invest our time in meaningful ways and in relationships with others.
The document discusses different types of board directors that may be recognized based on their personalities and behaviors. It summarizes five types:
1) Big Dog - Entitled and does not collaborate, believing that "he who has the gold, rules."
2) Brutus - Takes pleasure in acting as the "tough guy" and laying in wait to ambush executives.
3) General Custer - Oblivious to warning signs and talks about irrelevant topics when critical issues need to be addressed.
4) Rip Van Winkle - Sleeps through meetings or asks off-topic questions that disrupt discussions.
5) Napoleon - Arrogantly believes they are the most intelligent and demands attention
Este documento presenta diferentes estrategias y operadores para realizar búsquedas efectivas de información sobre el reciclaje de botellas PET en la web, incluyendo el uso de frases exactas, palabras clave resaltadas, restricción de palabras irrelevantes, especificación de tipo de archivo, rangos numéricos y búsqueda en páginas gubernamentales locales.
The document provides instructions for writing an essay in 3-4 sentences. It begins by explaining that an essay expresses an idea or claim and supports it with evidence. It then outlines the typical structure of an essay, including an introduction to interest the reader and introduce the topic and thesis, 3 paragraphs in the body to support the thesis with evidence, and a conclusion to summarize the main points and restate the thesis. Transition words are suggested to link the paragraphs together logically.
El documento describe las propiedades y beneficios del arándano. El arándano tiene propiedades antioxidantes, antiinflamatorias y antiadherentes que ayudan a prevenir infecciones urinarias, enfermedades cardiovasculares y cáncer. También puede mejorar la memoria y reducir los síntomas de resfriados. El documento enumera 5 razones para comer arándanos, incluida su capacidad para combatir infecciones urinarias, mejorar la salud cardíaca, fortalecer el sistema inmunológico, mejorar la
Korn Ferry Briefings Issue 20 - From the CEO, Gary Burnison GaryBurnison
The author describes narrowly avoiding a mid-air collision on a flight from Hawaii to Los Angeles. This near miss experience gave the author a new perspective on happiness. The author realized that we often pursue happiness by chasing goals and achievements, but true happiness comes from appreciating each moment and the small wins along the journey. The experience also reminded the author that life can change in an instant, so we must invest our time in meaningful ways and in relationships with others.
The document discusses different types of board directors that may be recognized based on their personalities and behaviors. It summarizes five types:
1) Big Dog - Entitled and does not collaborate, believing that "he who has the gold, rules."
2) Brutus - Takes pleasure in acting as the "tough guy" and laying in wait to ambush executives.
3) General Custer - Oblivious to warning signs and talks about irrelevant topics when critical issues need to be addressed.
4) Rip Van Winkle - Sleeps through meetings or asks off-topic questions that disrupt discussions.
5) Napoleon - Arrogantly believes they are the most intelligent and demands attention
Este documento presenta diferentes estrategias y operadores para realizar búsquedas efectivas de información sobre el reciclaje de botellas PET en la web, incluyendo el uso de frases exactas, palabras clave resaltadas, restricción de palabras irrelevantes, especificación de tipo de archivo, rangos numéricos y búsqueda en páginas gubernamentales locales.
The document provides instructions for writing an essay in 3-4 sentences. It begins by explaining that an essay expresses an idea or claim and supports it with evidence. It then outlines the typical structure of an essay, including an introduction to interest the reader and introduce the topic and thesis, 3 paragraphs in the body to support the thesis with evidence, and a conclusion to summarize the main points and restate the thesis. Transition words are suggested to link the paragraphs together logically.
El documento describe las propiedades y beneficios del arándano. El arándano tiene propiedades antioxidantes, antiinflamatorias y antiadherentes que ayudan a prevenir infecciones urinarias, enfermedades cardiovasculares y cáncer. También puede mejorar la memoria y reducir los síntomas de resfriados. El documento enumera 5 razones para comer arándanos, incluida su capacidad para combatir infecciones urinarias, mejorar la salud cardíaca, fortalecer el sistema inmunológico, mejorar la
Este documento describe una campaña de comunicación para promover la higiene de manos en los trabajadores de la salud. La campaña utilizará videos, afiches, mensajes por altavoz y señalización en redes sociales para enfatizar los cinco momentos clave y los doce pasos del lavado de manos. El objetivo es implementar la campaña en 10 establecimientos de salud para mejorar las prácticas de higiene y reducir las infecciones asociadas a la atención médica.
This document discusses different states of consciousness including sleep, dreaming, hypnosis, meditation, and altered states from psychoactive drugs. It describes 5 stages of sleep with different brain wave patterns. REM sleep is highlighted as the stage where dreaming occurs. Various theories of dreaming are presented. Abnormal sleep conditions like insomnia and sleep apnea are also examined. The document also explores concepts of extrasensory perception, parapsychology, and paranormal phenomena.
The filmmakers received feedback from test audiences that helped them improve their horror film. The audience found the storyline easy to follow until the confusing return of the character Mr. Smith. They also struggled to hear some audio and felt the film lacked scares or horror elements. To address this, the filmmakers cut the confusing Mr. Smith scene, increased audio volume, and added music and sound effects to make it scarier. Feedback also suggested adding a villain or antagonist, so mysterious events were added to frame Mr. Smith. The poster slogan was revised based on feedback that the original did not fit the horror genre well.
The document summarizes an interview with Jeff Bair, Executive Director of Strategic Management at Foremost Insurance, about their social media strategy for independent insurance agents. Some key points:
- Foremost promotes social media to their 38,000 independent insurance agencies but will focus more on agents already using social media as new adoption slows.
- They have seen increased acceptance of social media usage among agency principals and management, regardless of age.
- Their YouTube videos and Facebook page provide content and "success stories" for agents but cannot directly measure if posts lead to new business.
- Their online "Suitcase" resource will soon move behind a firewall for exclusive agent access when they launch a new agent
The document provides information about AAA's Diamond Rating System for hotels and restaurants. It explains that AAA uses Approval Requirements, which are mandatory standards, and Diamond Rating Guidelines, which are more flexible, to evaluate properties. The Approval Requirements section lists 33 standards that must be met for a property to receive AAA Approval, covering cleanliness, management practices, exterior/public areas, guestrooms, and bathrooms. Meeting these standards is the first step before a property can be considered for a Diamond Rating.
Backgammon Giant (ranked 11th) Paul Weaver gave an excellent lecture in Chicago Open 2013. Here is a test he gave in the lecture. He gave everybody six minutes to finish the test.Correct answers are as follows.
Problem 1, 11/9 3/2
Problem 2,18/13* 5/1
Problem 3, 16/8
Problem 4, 9/7* 5/1 4/2*
Problem 5, bar/22* 4/2*
Problem 6, bar/21* 5/4
Problem 7, bar/21 7/5 6/4
Problem 8, 23/18 13/10
Problem 9, 10/4
Problem 10, 6/1 6/2*
Criminal Justice students learned about the role of the Special Operations Division in Fairfax County through a helicopter landing demonstration on school grounds. Pharmacy technician students practiced counting tablets quickly and accurately to fill prescriptions. Occupational/Physical Therapy students learned the foundations of movement, while Dental Career students continued the tradition of making mouth guards for athletes from different schools under their teacher Ms. Regina Weems.
Jill Mulelly, senior engagement specialist from South West London Collaborative Commissioning looks at extending reach by working with Healthwatch and other grassroots organisations.
The document describes a brand design process called "deconstruct" used to reposition the Dentyne gum brand. It involved separating a design into elements, decoding symbols, analyzing gaps, and understanding each component's role. This revealed insights about taste and refreshment cues. The process identified "juicy" as a way to manifest the new positioning of "Freshen Up." The resulting design closely depicted juicy, tactile fruit to suggest refreshment through flavor in a premium, modern way that maintained brand equity and successfully repositioned Dentyne from oral care to everyday refreshment.
The Pilgrims arrived in America aboard the Mayflower in 1620. They befriended the Native Americans, who taught the Pilgrims how to plant corn and hunt animals. In the fall, the Pilgrims had a successful harvest and celebrated with a Thanksgiving feast, inviting the Native Americans who had helped them. Today, Americans celebrate Thanksgiving in November by having a dinner with turkey to give thanks for their blessings.
The document discusses leadership challenges in turbulent times. It provides summaries of blog posts addressing how to manage fear and uncertainty during periods of change, the importance of maintaining stability and tradition alongside change, and the need to acknowledge loss and build commitment to new directions over time. Key ideas include focusing on reality and action over blame, prioritizing calm leadership and support for others, and understanding that change often means loss which must be faced before new beginnings.
This ia a slide show I did for a leadership course. If you wish to have a copy to use, I will send you one free, so long as you give me credit when you use it.
This document provides advice for leaders navigating turbulent times and leading organizational change. It discusses that change is difficult for humans as it involves loss. Leaders must acknowledge people's fears about change while also providing realistic hope. When facing uncontrollable external changes, leaders need to take on an "adult supervision" role by staying calm and focused, accepting responsibility, and prioritizing action over blame. Building commitment to changes requires time to educate people, and if that's not possible, leaders may need to remove strong opponents of change. The document stresses that while change is often needed, organizations also require stability, and leaders should consider what core aspects should not change.
The document discusses the importance of leadership during times of crisis. It begins with a quote about feeling lost in the middle of life's journey. The author then discusses how the current economic crisis presents both challenges and opportunities for growth. He outlines a three-step process for leading meaningful change during a crisis: telling the truth through compelling stories, setting a personal change agenda, and focusing on maintaining a positive climate rather than just changing culture. The rest of the document discusses additional "truths" of leadership.
4 the devastating cost of bias in leadershipmikegggg
- Bias is a major problem for business leaders that can cripple their ability to lead effectively. It comes in many forms that are often hidden.
- The article discusses five main types of biases that affect leaders: action-oriented bias, interest bias, pattern-recognition bias, stability bias, and social bias. These biases can cause leaders to make poor decisions, miss important insights, and avoid necessary risks or conflicts.
- Overcoming bias requires leaders to acknowledge its presence, seek diverse perspectives, and cultivate an open and objective culture where different ideas can be challenged. Bias left unchecked can destroy potential and undermine organizational performance.
Koberg, Don And Bagnall, Jim (1971). The Universal Traveler. A Soft-systems G...Robert Louis Stevenson
The Universal Traveler is more than a guide to creative problem-solving and clear thinking; it is your passport to success. The process described is universally relevant; based on the premise that any problem, dream, or aspiration, no matter its size or degree of complexity, can benefit from the same logical and orderly ‘systematic’ process employed to solve world-level problems.”
Este documento describe una campaña de comunicación para promover la higiene de manos en los trabajadores de la salud. La campaña utilizará videos, afiches, mensajes por altavoz y señalización en redes sociales para enfatizar los cinco momentos clave y los doce pasos del lavado de manos. El objetivo es implementar la campaña en 10 establecimientos de salud para mejorar las prácticas de higiene y reducir las infecciones asociadas a la atención médica.
This document discusses different states of consciousness including sleep, dreaming, hypnosis, meditation, and altered states from psychoactive drugs. It describes 5 stages of sleep with different brain wave patterns. REM sleep is highlighted as the stage where dreaming occurs. Various theories of dreaming are presented. Abnormal sleep conditions like insomnia and sleep apnea are also examined. The document also explores concepts of extrasensory perception, parapsychology, and paranormal phenomena.
The filmmakers received feedback from test audiences that helped them improve their horror film. The audience found the storyline easy to follow until the confusing return of the character Mr. Smith. They also struggled to hear some audio and felt the film lacked scares or horror elements. To address this, the filmmakers cut the confusing Mr. Smith scene, increased audio volume, and added music and sound effects to make it scarier. Feedback also suggested adding a villain or antagonist, so mysterious events were added to frame Mr. Smith. The poster slogan was revised based on feedback that the original did not fit the horror genre well.
The document summarizes an interview with Jeff Bair, Executive Director of Strategic Management at Foremost Insurance, about their social media strategy for independent insurance agents. Some key points:
- Foremost promotes social media to their 38,000 independent insurance agencies but will focus more on agents already using social media as new adoption slows.
- They have seen increased acceptance of social media usage among agency principals and management, regardless of age.
- Their YouTube videos and Facebook page provide content and "success stories" for agents but cannot directly measure if posts lead to new business.
- Their online "Suitcase" resource will soon move behind a firewall for exclusive agent access when they launch a new agent
The document provides information about AAA's Diamond Rating System for hotels and restaurants. It explains that AAA uses Approval Requirements, which are mandatory standards, and Diamond Rating Guidelines, which are more flexible, to evaluate properties. The Approval Requirements section lists 33 standards that must be met for a property to receive AAA Approval, covering cleanliness, management practices, exterior/public areas, guestrooms, and bathrooms. Meeting these standards is the first step before a property can be considered for a Diamond Rating.
Backgammon Giant (ranked 11th) Paul Weaver gave an excellent lecture in Chicago Open 2013. Here is a test he gave in the lecture. He gave everybody six minutes to finish the test.Correct answers are as follows.
Problem 1, 11/9 3/2
Problem 2,18/13* 5/1
Problem 3, 16/8
Problem 4, 9/7* 5/1 4/2*
Problem 5, bar/22* 4/2*
Problem 6, bar/21* 5/4
Problem 7, bar/21 7/5 6/4
Problem 8, 23/18 13/10
Problem 9, 10/4
Problem 10, 6/1 6/2*
Criminal Justice students learned about the role of the Special Operations Division in Fairfax County through a helicopter landing demonstration on school grounds. Pharmacy technician students practiced counting tablets quickly and accurately to fill prescriptions. Occupational/Physical Therapy students learned the foundations of movement, while Dental Career students continued the tradition of making mouth guards for athletes from different schools under their teacher Ms. Regina Weems.
Jill Mulelly, senior engagement specialist from South West London Collaborative Commissioning looks at extending reach by working with Healthwatch and other grassroots organisations.
The document describes a brand design process called "deconstruct" used to reposition the Dentyne gum brand. It involved separating a design into elements, decoding symbols, analyzing gaps, and understanding each component's role. This revealed insights about taste and refreshment cues. The process identified "juicy" as a way to manifest the new positioning of "Freshen Up." The resulting design closely depicted juicy, tactile fruit to suggest refreshment through flavor in a premium, modern way that maintained brand equity and successfully repositioned Dentyne from oral care to everyday refreshment.
The Pilgrims arrived in America aboard the Mayflower in 1620. They befriended the Native Americans, who taught the Pilgrims how to plant corn and hunt animals. In the fall, the Pilgrims had a successful harvest and celebrated with a Thanksgiving feast, inviting the Native Americans who had helped them. Today, Americans celebrate Thanksgiving in November by having a dinner with turkey to give thanks for their blessings.
The document discusses leadership challenges in turbulent times. It provides summaries of blog posts addressing how to manage fear and uncertainty during periods of change, the importance of maintaining stability and tradition alongside change, and the need to acknowledge loss and build commitment to new directions over time. Key ideas include focusing on reality and action over blame, prioritizing calm leadership and support for others, and understanding that change often means loss which must be faced before new beginnings.
This ia a slide show I did for a leadership course. If you wish to have a copy to use, I will send you one free, so long as you give me credit when you use it.
This document provides advice for leaders navigating turbulent times and leading organizational change. It discusses that change is difficult for humans as it involves loss. Leaders must acknowledge people's fears about change while also providing realistic hope. When facing uncontrollable external changes, leaders need to take on an "adult supervision" role by staying calm and focused, accepting responsibility, and prioritizing action over blame. Building commitment to changes requires time to educate people, and if that's not possible, leaders may need to remove strong opponents of change. The document stresses that while change is often needed, organizations also require stability, and leaders should consider what core aspects should not change.
The document discusses the importance of leadership during times of crisis. It begins with a quote about feeling lost in the middle of life's journey. The author then discusses how the current economic crisis presents both challenges and opportunities for growth. He outlines a three-step process for leading meaningful change during a crisis: telling the truth through compelling stories, setting a personal change agenda, and focusing on maintaining a positive climate rather than just changing culture. The rest of the document discusses additional "truths" of leadership.
4 the devastating cost of bias in leadershipmikegggg
- Bias is a major problem for business leaders that can cripple their ability to lead effectively. It comes in many forms that are often hidden.
- The article discusses five main types of biases that affect leaders: action-oriented bias, interest bias, pattern-recognition bias, stability bias, and social bias. These biases can cause leaders to make poor decisions, miss important insights, and avoid necessary risks or conflicts.
- Overcoming bias requires leaders to acknowledge its presence, seek diverse perspectives, and cultivate an open and objective culture where different ideas can be challenged. Bias left unchecked can destroy potential and undermine organizational performance.
Koberg, Don And Bagnall, Jim (1971). The Universal Traveler. A Soft-systems G...Robert Louis Stevenson
The Universal Traveler is more than a guide to creative problem-solving and clear thinking; it is your passport to success. The process described is universally relevant; based on the premise that any problem, dream, or aspiration, no matter its size or degree of complexity, can benefit from the same logical and orderly ‘systematic’ process employed to solve world-level problems.”
Counselling as a method to understand your employeesJayadeva de Silva
Counseling can be used as a method to understand employees better. It allows people to discharge emotions in a healthy way rather than repressing feelings. When distressed, people need to talk through their issues with a good listener in order to re-evaluate the situation and think clearly again. Counseling helps contradict unhelpful patterns developed in childhood that prevent optimal functioning. For managers, counseling provides a developmental tool to address why talented people act less intelligently at times and to distinguish people from problematic patterns. It also explains why listening is so important and creates a safer environment for openness. Counseling should be introduced sensitively when enough trust and safety exist within an organization.
This document discusses how personality, attitudes, and perception affect human relations. It defines personality as a set of traits that predict behavior and are influenced by values. Attitudes are opinions that can be positive or negative, and are shaped by personality and experiences. Perception, the interpretation of sensory information, also impacts how we relate to others. Together, personality, attitudes, and perception comprise the "soil" that allows our human relations skills to grow. Understanding these underlying factors can help us improve our ability to interact with others in the workplace and in our personal lives.
The document provides background on Marshall Goldsmith, an expert in helping leaders achieve positive behavioral change, and summarizes some of Goldsmith's perspectives from his book "Triggers" including that meaningful behavioral change is difficult, our environment shapes our behavior through triggers in unanticipated ways, and asking oneself active questions can help recognize triggers and make better behavioral choices.
A forecast is not meant to predict the future, but rather provide a plausible scenario to challenge assumptions and inspire new ways of thinking. Forecasts are intended to highlight ambiguities and dilemmas, recognizing there are multiple potential futures rather than a single prediction. An effective forecast stimulates innovation by provoking thought about issues like how to involve retired baby boomers in society in creative new ways that redefine retirement. While a forecast does not need to come true, it can still be useful by opening minds to new perspectives and possibilities for the present.
This document discusses the need for "unreasonable people" - those with a growth mindset who thrive on challenges - to lead businesses in today's uncertain environment. It references research showing that a growth mindset and determination are better predictors of success than IQ or talent. While most seek certainty, the pursuit of it is flawed and limits consideration of alternatives. Embracing ambiguity in decision making and developing leaders who can suspend judgment is important. A diversity of personal experiences helps form the neural pathways that allow for novel solutions by connecting ideas in new ways.
The Predictable Passages of Organizational Transformationmikegggg
The document discusses the predictable phases and passages of organizational transformation. It outlines three phases - the getting ready phase, beginning to perform phase, and determination phase - each with three passages that must be navigated. The passages involve issues like concern, confrontation, early success, and plateaus. The document provides advice on building a guiding coalition, focusing resources, and sustaining transformation through vigilance and avoiding complacency.
The document discusses rejecting "busyness" in business and leadership. It argues that being overly busy prevents leaders from doing deeper work and focusing on important issues. It advocates for slowing down and creating space for reflection, which allows for more meaningful problem solving and creation of purpose-driven visions to guide an organization. The unconventional leader protects time for quiet reflection and avoids being swept up in constant activity and distraction.
Six Super Hero Stories You Can Get Inspiration From!Uzzal Hossain
"Amazing Inspirational Stories To Help You Get Inspiration In Your Own Life!"
Inspiration is a rare quality indeed. Some people are able to inspire other without even being aware of doing so. Some would say it’s an inborn quality while others may argue that it is something that can be learnt or cultivated.
However whatever the case may be being an inspiration or knowing how to inspire has always been looked upon with favor.
Are you looking for a way to become more inspired in your life and you really don't know anything about how others find inspiration?
Scientific research has proven that every individual has the capability to react positively to any given situation, however the trick is to know when and how to harness this inner attribute and bring it out for the positive benefits.
What if I can offer you a solution that will help you to attain greatness, to become a success and learn about the best ways to be your own super hero?
Six "Wicked Questions" Every Leader Must Askmikegggg
This document discusses six "wicked questions" that leaders must ask themselves to assess their leadership fitness. It summarizes the questions as assessing whether leaders are: 1) clear-headed and able to rise above distractions; 2) using the right lens and not distorting reality; 3) being totally honest, including telling difficult truths; 4) ensuring their culture has evolved with the times; 5) banishing complacency; and 6) continuously breaking new ground and innovating. It encourages leaders to abandon perfection, focus on asking better questions, keep things in constant flux, and continually experiment.
This document discusses natural leadership and the personal integration process. It argues that natural leaders are themselves - they have tapped into their inner resources and integrated their various personality traits and roles. This allows them to intuitively facilitate any leadership situation and create collaborative communities. The personal integration process is how one develops as a fully integrated individual, harmonizing their behavior with their environment. Through this process, various "success strategies" or sub-personalities are developed and integrated, rather than identifying with only one. Natural leaders have undergone this process of personal integration, allowing them to effectively execute leadership.
Similar to 1 the powerful influence of perspective (20)
The document discusses how Canada's national brand is an underutilized asset that Canadian companies could leverage more when competing globally. It notes that only 23% of Canadian trade is outside of the US and many mid-sized Canadian companies are not operating internationally. The author argues Canadian companies need to embrace more ambition and take risks like "hidden champions" - small companies from around the world that have achieved significant market share in niche industries through traits like strong leadership, high performance standards, focus, innovation, and an ability to adapt. Canadian businesses are encouraged to learn from these companies and better promote their own operations under the respected Canada brand.
This document discusses the importance of leadership and rebuilding trust in organizations. It notes a decline in trust in both private and public sector leaders. To rebuild trust, leaders must focus on credibility, which is built through transparency, diversity of input, empathy, and focusing on how decisions are made, not just outcomes. The document provides several suggestions for leadership, including getting outside the organization to understand frontline perspectives, being willing to disrupt the status quo, focusing on culture and values, and making a meaningful difference.
This document provides a summary of lessons in team leadership that can be learned from the 2014 Sochi Olympics. It discusses the importance of teamwork, passion, personal accountability, and other "soft skills" in achieving success. The document emphasizes that preparation, effort, determination and resilience are key to winning, both in sports and business. It also stresses the importance of culture, emotional control, coaching skills and learning from setbacks. The overall message is that common-sense lessons about teams, effort and heart can be applied from the Olympics to leadership in organizations.
3 solving canada's business crisis the brutal factsmikegggg
This document discusses Canada's declining productivity and competitiveness on the global business stage. It cites data from organizations like Deloitte and the OECD showing Canada's productivity growth lagging countries like the US, Korea, and others. Canada's businesses are not growing to the scale needed to compete globally, with only a small percentage considered "high growth". The document calls on Canadian business leaders to wake up and address this productivity crisis through increased investment and a renewed focus on growth in order to reverse these trends and perform to Canada's potential.
2 deny, defend , disrupt it's your choice!mikegggg
The document provides an executive report on leadership and business strategy from an organization called The Beacon Group. It discusses the need for leaders to develop new business strategies and coping mechanisms to deal with economic turbulence and disruption. The Beacon Group helps organizations with strategic thinking, leadership development, organizational assessment and transformation to improve business performance.
1 defining the human capital leader of tomorrow.docmikegggg
This document discusses the need for organizations to modernize the role of the Chief Human Resources Officer (CHRO) to focus on strategic human capital management rather than administrative tasks. It notes that while some large organizations have advanced the CHRO role, most have not kept up with changing needs. The document advocates for raising standards around human capital practices, redefining the CHRO mandate, and holding organizations accountable in the same way they are for financial practices. It presents a vision of the future where the CHRO will play a key role in strategic planning, talent management, and ensuring the organization attracts and retains top human capital.
The document discusses how the nature of work and talent needs are changing due to factors like globalization, technology, and an aging workforce. It argues that businesses need to develop new strategies to attract and develop talent, such as creating apprenticeship programs, bolstering co-op opportunities, and considering job sharing positions. The future competitive advantage for companies will depend on how well they can attract and engage human capital.
1. The document summarizes the findings of a study conducted by The Beacon Group on organizational effectiveness.
2. The study examined seven organizations and found that lack of focus was the top issue, with an average score of 52% across organizations. Business architecture and organizational culture also scored relatively low.
3. Key findings included that silos negatively impact performance, senior leaders fail to align frontline managers, accountability is lacking, and strategic decisions are not well communicated.
2 accelerating high performance team effectivenessmikegggg
This document summarizes an executive report on leadership and business strategy from The Beacon Group, a Canadian professional services firm. The report discusses high performance team effectiveness and provides analysis on developing effective leadership teams. It identifies key factors such as strategic clarity, cultural alignment, credibility, commitment, and accountability. It also provides models for measuring team effectiveness and offers suggestions for improving team performance.
The document discusses how leadership needs to change from an emphasis on order and control to one focused on improvisation, flexibility, and collaboration like jazz musicians. Leaders must let go of rigid processes and instead cultivate skills like imagination, trusting intuition, and going with the flow to navigate today's unpredictable environment. By embracing creative chaos, abandoning routines, and valuing improvisation over perfection, leaders can transform their organizations into "learning systems" that can adapt successfully to constant change.
3 blind spots, bias & bravado – a toxic combinationmikegggg
This document discusses the importance of developing coherent, effective strategic plans and overcoming common pitfalls that lead to bad strategy. It notes that many organizations confuse bold ambitions with good strategy and fail to address their core challenges. The document advocates for strategic honesty, candor, and focus to identify an organization's most pressing problems and applying maximum effort to solving them. This involves acknowledging weaknesses, vigorous debate, and making tough strategic choices instead of trying to mitigate all risks.
This document summarizes the key ideas from an executive report on leadership and business strategy from The Beacon Group. The report argues that organizations need to shift their focus from managing current job performance to identifying future potential in employees. It says talent identification and development will be more important for success in the future due to increasing change and uncertainty. The report provides suggestions for organizations to invest more in evaluating employee potential, introduce more rigorous talent identification processes, and reward those who excel at identifying future talent.
4 the not so trivial pursuit of full alignmentmikegggg
This document discusses the importance of organizational alignment and the dangers of misalignment. It argues that misalignments, if left unaddressed, can grow and seriously undermine an organization's performance, efficiency and ability to adapt. The document identifies some common sources of misalignment, such as misaligned expectations, capabilities, responsibilities and goals. It stresses that leaders have a responsibility to identify and resolve misalignments in order to build high-performing organizations.
Defining the Human Capital Leader of Tomorrow.docmikegggg
This document discusses the need for organizations to modernize the role of the Chief Human Resources Officer (CHRO) to focus on strategic human capital management rather than administrative tasks. It notes that while some large organizations have advanced the CHRO role, most have not kept up with changing needs. The document advocates for raising standards around human capital practices, redefining the CHRO mandate, and holding organizations accountable in the same way they are for financial practices. It presents a vision of the future where the CHRO will play a key role in strategic planning, talent management, and ensuring the organization attracts and retains top human capital.
1. Navigate the FutureTM
“The Powerful Influence of Perspective”
Issue 4 - Volume 1
Spring 2012
Executive Report on Leadership & Business Strategy
2. The dawning of a new year provides an opportunity to stop and reflect on what
has been and what might be. It is the pregnant pause that is meant to refresh and,
sometimes, it even achieves that goal - albeit inconsistently, and not always with
maximum soothsaying ability.
In this case, it was mission accomplished and from the beneficial distance of Colorado’s
ski slopes with their added benefit of high altitude and ample fresh air, everything
came together in perfect unison. The epiphany was brilliant in its simplicity – the
realization that mindset affects everything and it provided a perfect opportunity to
ruminate on “The Powerful Influence of Perspective” - its majesty and its mystery.
In a world where we do not control much and where the levels of chaos and confusion
seem to be rising daily, perhaps the one thing we can control is the way we look at
the world. The lenses we use, the point of view we adopt and the way we choose to
make sense of things, can have a huge and often invisible impact on our choices and
our choices govern our destiny.
It’s time to refresh our perspective and learn how to master the benefits of looking
at old problems and new challenges through a different prism in order to arrive at a
different conclusion.
Yours truly,
R. Douglas Williamson
President & C.E.O.
In Our View ...
3. I have always had a fascination with the special and romantic role of the lighthouse,
no doubt born of the fact my grandfather was a light keeper. As a result, while I was
growing up, I had the good fortune to be his “assistant” during the summer school
holiday period.
The light served to guide the ships well when the night was clear and the passage
calm, but more interesting to me was the second important role of the lighthouse,
the role of the fog horn on those occasions when visibility was impaired by fog, mist
or heavy rain. How fascinating, when the conditions change we simply could not do
more of what we had been doing, but rather we had to alter our senses and move
from sight to hearing.
Adaptation is the willingness and ability to adjust to circumstance and allow other
tools to guide us when conditions change and our existing repertoire is no longer
sufficient or relevant. So it is in business. When conditions change, we need to alter
the methods we use to make sense of the environment around us or we will sail
straight onto the rocky reef hidden by the fog.
Leaders know when and how to pivot. They know exactly the right moment to
abandon what is no longer working and embrace new tools that are more suited to
the conditions they find themselves in. These moments are presenting themselves
with increasing frequency, but the question we need to ask is why are so many
leaders and organizations not brave or smart enough to switch from sight to sound.
Why can they not hear the distant sound of the warning horn?
Fog, Rain and Mist ...
4. Climate is but one element that we cannot control and that can change in a flash,
shaping our destiny accordingly. There are others. Things like currents, shoals, wind
and tides. Each one of these typically presents itself at the most inappropriate and
inconvenient of times.
• Allowing the current to carry you can cause you to overstate your prowess.
• Looking ahead at the horizon will not help when you need to be looking down.
• Fighting upwind will slow progress while running with the wind will assist.
Claiming false credit for success when a rising tide is lifting all boats will almost
always allow complacency to creep into the organizational DNA
There are so many important parts of a leader’s job I expect the number of books written
and shared will increase as we continue to search for the holy grail of leadership.
Having said that, can anyone deny that paramount to a leaders success is the ability
to sense subtle shifts in the environment that signal threat or opportunity, and make
timely adjustments in the instruments of navigation they use and the course they set?
Other Treacherous Conditions ...
5. The Perils of Blindness ...
We can all be perfect armchair quarterbacks once the game is over. We can all spot the
moment when opportunity presented itself, but nobody on the field saw it and time ran
out, or the ball was dropped, or the throw was too high, or too low.
Blindness is a guaranteed curse in business and, while I don’t have the statistics to back
it up, my experience and gut tell me that blindness has likely caused more than its fair
share of business failures. The human eye is a magnificent thing. When coupled with the
human brain, it creates a powerful combination that makes us distinctive in the realm of
planetary life. On the other hand, vision can be impaired or lost altogether by a variety
of different means from cataracts, to glaucoma to macular degeneration or the simple
inconvenience of colour blindness.
In business, lack of proper care and attention to the power of sight can result in commercial
blindness and oblivion. The modern leader would be well advised to build up the muscle of
sight by forcing the organization, and its leaders, to constantly scour the horizon for the
faint signals of change that spell opportunity and fortune. They must learn to embrace
new points of view, examine new perspectives and alter the focus of their energy.
Opportunity tends to not present itself in the clear light of day, it is typically hidden just
out of sight and only faintly visible through the fog to those whose perspective is skewed
to just off of centre.
6. Steve Jobs seems to have been crowned the preeminent business genius of our time,
and yet everyone that knew him or worked with him speaks of his “reality distortion
field”, the fact he simply ignored the facts as other people saw them.
How fortunate for Steve, how fortunate for the rest of us!
Sadly, this tendency can work for evil as well as good and, in most organizations, the
reality distortion field is more typically comprised of hyperbole and denial. The fact
that most middle managers and junior executives withhold and/or suppress their true
beliefs and opinions is a sure sign that the reality distortion field is at work. There are
two questions we ask leadership teams that inevitably show us the magnitude of the
gap between the way things are and the way others may wish them to be.
• The first question - relates to whether or not decisions are second guessed.
• The second question - relates to whether the leadership team stays in touch
with the ideas of their people.
In far too many cases, organizations and their leaders avoid facing the harsh truth
and lean too heavily on their own press clippings. This is almost always fatal and,
almost without exception, there are people both within and outside the organization
who could have “outed” the distortion, if only they had been asked and listened to.
Ignorance is not a suitable excuse in either the court of law or in the court of business
performance. If we allow our personal distortion fields to block out evidence and
dissent, then we are doomed.
Strategy as Problem Solving ...
7. In a perfect world, the sun would always shine, there would be no disappointments
and we would all proceed through life without the inconvenience of setbacks or
pain. Seldom does that happen, however, and so we might ask what a person (or an
organization) can do to lessen the harsh impact of these events. It seems to us that
unadorned candor is one answer, and a healthy dose of constructive skepticism is
another.
In the case of candor, we continue to believe that the worst truth is still better than
the best lie, and the shortest distance between two points is still a straight line. In
a world where the traps and temptations of embellishment have been set all around
us, the ability to call it as it is should still be an asset, not a liability.
In the case of skepticism, perhaps if we reframe the negative connotations the word
brings to mind and re-label it as chronic discontent, then we can better understand
how a curious, critical eye can be our best friend.
At the end of the day, we have an obligation as leaders to deal with the difficult, or
as we like to call them the “wicked”, problems. Unfortunately, those take a courage
of conviction and a clarity of purpose to tackle to the ground and resolve.
Rose Coloured Glasses ...
8. We have all seen the face of someone who is literally and totally shocked by some
particular turn of events. You know, that deer in the headlights look that a person
has when they have been blindsided by someone or something. In these cases, have
you ever noticed that to most bystanders there is a quizzical reaction often stated
in terms of “How could they not have seen that coming?”
All of us get surprised from time to time, but what about those who lead from the
position of permanent blissful ignorance? Those who repeatedly ignore the signs
and signals and those who deny the facts or twist the core message.
Whether it is ignorance or arrogance, the inability of leaders to force themselves to
face the truth is a troubling tendency and we see it all the time in both politics and
business. We put our head in the sand and cover our ears, lest we need to deal with
what Al Gore coined, in another context, the inconvenient truth.
Blissful Ignorance ...
9. There is a wise photographer, Dewitt Jones, who works extensively with National
Geographic and who has been challenged time and time again in his professional
work with finding just the right shot to capture the essence of wilderness life.
Although Dewitt is not a leadership guru, or even someone from the corporate world,
he has wise insights to share with us.
There are three insights in particular that are relevant.
First - his belief in chasing not the one right answer, but rather the next right answer.
Second - his suggestion that excellence comes from putting yourself in the place of
greatest opportunity.
Third - that accepting disappointment, and even failure, in capturing the perfect
result is a necessary rite of passage and a sign you are heading in the inevitable
right direction.
There is a tendency in corporate life to do just the opposite. To seek the easiest,
quickest, cheapest level of closest to perfection you can find and then stop there.
The better choice is to widen the lens, back away to gain better perspective and
then force yourself to discover multiple right answers before locking yourself down
too early to a fixed and obvious path. In so doing, you will have a better chance of
turning the ordinary into the extraordinary.
Widen the Aperture ...
10. Bias is a dangerous thing - especially when you are not even aware it exists.
While it is a normal part of the human condition, it does not have to be the fatal
flaw it often turns out to be. The puncturing of myths and bias should be amongst
the chief responsibilities of the effective leader. A leader who has the discipline to
look at problems from multiple perspectives, and who combines that ability with the
courage to suspend judgment, will find that problems take on different shapes in
different light.
In the fast paced, high pressure world we live in today, it might seem counter intuitive
to consciously slow down, but reckless speed in defining the problem can simply
put you on a quicker path to eventual disaster. The better option is to go deeper on
defining the challenge and opportunity up front by altering the filters through which
you examine the issue, and then conserve and channel your speed when it comes to
execution and implementation.
Banish bias should be the mantra of the modern leader.
Validating the premise of any argument should become the priority.
Challenging assumptions must become a discipline.
Change the Filter ...
11. In the modern business era there has probably been no other period during which so
many moving pieces were circulating at such high speed with no obvious or discernible
pattern to their movement. It’s hard to make sense out of things and even harder to
connect the dots and shape them into a clear, confident picture.
As a result, the cognitive and interpretive skills of the leader are being put to the test
like never before. The old approach, the tried and tested may not be the best approach
to solve new challenges where there is no precedent to call upon.
Here are some things to consider instead.
Reduce Anxiety Levels
In an environment that is full of uncertainty and anxiety, the role of the leader, at
any level, is to reduce the anxiety that gets in the way of performance. Healthy
anxiety is one thing, but endlessly, spiraling down anxiety that creates sludge and
becomes an excuse for inaction is simply not acceptable.
Ask Tougher Questions
Sitting at your desk will not help. The best way to gain a different and clearer
perspective is to get away from the task at hand and elevate your vantage point.
Get out into the world of your customers and your customers’ customers and see
what they are feeling and experiencing.
Steps to Take :: Actions to Consider
12. Face Down the Demons
In every organization there are obstacles, barriers and excuses that get in the way.
They seem to be known by everybody except the leader or the responsible unit
manager or executive. The current climate, with the swamp having been drained,
provides the perfect opportunity to slay the demons and deal with the things that
are now even more obvious.
Tap into the Creative Class
It is highly unlikely that your traditional, buttoned down executives will have
the capacity or the willingness to find the “next right answer”. Chances are
they are just too invested in the status quo to become the active champions
of transformation you actually require. You will need to weigh the risks of
non-action against the risks of opening up the dialogue to the next generation of
leaders from the creative class.
Shift by 45 degrees
In case radical transformation is just too big a leap to take, the least you can do
is force your organization to look at things from an angle off the current centre.
The enforced discipline of altering perspective can serve a very useful purpose in
terms of identifying things that are just no longer right when seen from a less
comfortable and traditional point of view.
Amplify Your Curiosity
If all else fails, the least you can do is take steps to upgrade the level of curiosity
displayed by your key people. You need to ask them to hone their skills when it
comes to posing the questions that lead to new and fresh insight. It will require
you to disrupt convention by accepting the inherent tension that comes from
useful debate and improved dialogue.
13. We are a Canadian-based professional services firm supporting clients throughout North
America and around the world. We work with organizations in all sectors and industries in
the development of their business strategies and in helping them leverage their investment
in human capital.
Our goal is to support senior leadership teams in their efforts to:
Optimize - strategic positioning and market opportunities
Maximize - long-term organizational effectiveness
Develop - leadership competency and fitness
Create - superior levels of performance
Our practice is divided into four main areas of expertise:
Strategy | Culture | Talent | Leadership
When integrated, this broadly based expertise provides our clients with a comprehensive
Organizational Health and Business Performance System.
The Beacon Group is ...
TALENT
TALENT ASSESSMENT &
PERFORMANCE ENHANCEMENT
PERFORMANCE + POTENTIAL
MAXIMIZING ORGANIZATIONAL HEALTH
&
IMPROVING BUSINESS PERFORMANCE
ORGANIZATIONAL TRANSFORMATION
& EFFECTIVENESS
TALENT IDENTIFICATION
& DEVELOPMENT
LEADERSHIP
MANAGEMENT TRAINING &
LEADERSHIP DEVELOPMENT
DESIGN + DELIVERY
CULTURE
ORGANIZATIONAL &
CULTURAL ASSESSMENT
ENGAGEMENT + FITNESS
STRATEGY
STRATEGIC THINKING &
PLANNING
FACILIATION + DIALOGUE
14. We believe ... mindset, attitude, character and behaviour matter. It is vitally important
to be clear, consistent and authentic. This is especially true when serving as a “trusted
partner” to the organizations who work with us.
We commit ... in all aspects of our client relationships, to being:
Progressive - forward thinking, ambitious and pragmatically radical
Thought Leaders - innovative, audacious and imaginatively bold
Passionate - loving what we do and creating passion in others
Customer Driven – dedicated, involved and fully committed
Responsive - fast acting, intense and able to anticipate
Agile - enthusiastic, nimble, adaptive and courageous
Our Approach
We support ... progressive leaders and ambitious organizations in developing relevant
Business Performance and Human Capital strategies that have an immediate impact.
We partner ... with them to create and implement robust strategies, solid frameworks
and pragmatic solutions, allowing them to lead with confidence and deliver results.
We achieve ... this through a commitment to:
Providing - a comprehensive, integrated set of organizational effectiveness tools
Focusing - on building customized solutions to meet performance challenges
Supporting - mission-driven leaders with their transformational agendas
Appealing - to those with a pragmatic, no nonsense approach
Executing - our work with punch, panache and know-how
Delivering - results that make a difference
Our Core Values