Santos is One of Australia’s largest domestic natural gas producers and Chris is head of HR for them in Australia. He gives a presentation on his HR strategy at the HR Leaders Resources Summit
Discusses leadership behavior based on Blake and Mouton's managerial grid. Discusses leadership framework using Bolman and Deal's four framework approach. The importance of recognizing what is at play in any leadership situation is important as it provides a more practical guide as to the leaders approach to take in any instance.
Introduces the famous DiSC profile and gives basic information about interpreting the results. Please read the copyright information. I really appreciate you acknowledging The Business Center as the source for the material. If you need DiSC profiles, please contact us to order them at bizcenter.com .
Discusses leadership behavior based on Blake and Mouton's managerial grid. Discusses leadership framework using Bolman and Deal's four framework approach. The importance of recognizing what is at play in any leadership situation is important as it provides a more practical guide as to the leaders approach to take in any instance.
Introduces the famous DiSC profile and gives basic information about interpreting the results. Please read the copyright information. I really appreciate you acknowledging The Business Center as the source for the material. If you need DiSC profiles, please contact us to order them at bizcenter.com .
Being a leader can be both a rewarding and challenging experience in any organization or group.
Leadership is hard work and includes understanding yourself, communicating effectively, managing conflict making tough decisions, and setting vision and tone.
Presentation at the Fall 2018 Student Conference
In this session, you will learn how to identify your leadership style and how to navigate these aspects of leadership with grace and tact.
Leadership Excellence in Action- A Roadmap to Inspire and Engage People and Teams
Learning objective: Increase techniques for strengthening team leadership
The concept of leadership is talked about so much we all should be experts. We use and hear words like inspire, engage, and motivate as we seek real solutions to leadership challenges. This workshop looks at the concept of leadership in action. What behaviors, knowledge, and skills do you need to grow and develop as a leader? How will you measure success? What unique qualities, power, and influence impact people and teams? Engage with federal executives and discover ways to turn YOU into tangible leadership value. This road map will take you from good to great leadership.
At the end of this workshop, participants will be able to:
a. List sources of power needed to be influential
b. Take a self-assessment to identify personal leadership strengths
c. Explore the art of delegation and effective team leadership
d. Explore the role of feedback and performance measures
e. Create an action list with and explore plans to measure success
Association chapters need volunteers. That's a given. Getting those volunteers is not so much a given. This webinar walks through how to build volunteer muscle in your chapter.
Where do you begin in order to gauge your leadership influence with others? This workshop presents a concept called "Impact On Business" which translates to your Leadership Effect.
Leadership is a State of Mind, Not a PositionPaul Schumann
This is Part 6 of an eight part series of presentations entitled Leadership in the Interactive Age, originally presented over the National Technological University's satellite network in January and February, 1995 by Paul Schumann, Donna Prestwood and Barbara Benjamin. Some of the topical references are out of date but the concepts are still valid. They're probably more apparently valid now then they were at the time of the original production.
A presentation for an ACSA Women's Leadership Network. Dr. Dawn Smith shares from the research regarding the importance of sponsorship in a person's career advancement.
Being a leader can be both a rewarding and challenging experience in any organization or group.
Leadership is hard work and includes understanding yourself, communicating effectively, managing conflict making tough decisions, and setting vision and tone.
Presentation at the Fall 2018 Student Conference
In this session, you will learn how to identify your leadership style and how to navigate these aspects of leadership with grace and tact.
Leadership Excellence in Action- A Roadmap to Inspire and Engage People and Teams
Learning objective: Increase techniques for strengthening team leadership
The concept of leadership is talked about so much we all should be experts. We use and hear words like inspire, engage, and motivate as we seek real solutions to leadership challenges. This workshop looks at the concept of leadership in action. What behaviors, knowledge, and skills do you need to grow and develop as a leader? How will you measure success? What unique qualities, power, and influence impact people and teams? Engage with federal executives and discover ways to turn YOU into tangible leadership value. This road map will take you from good to great leadership.
At the end of this workshop, participants will be able to:
a. List sources of power needed to be influential
b. Take a self-assessment to identify personal leadership strengths
c. Explore the art of delegation and effective team leadership
d. Explore the role of feedback and performance measures
e. Create an action list with and explore plans to measure success
Association chapters need volunteers. That's a given. Getting those volunteers is not so much a given. This webinar walks through how to build volunteer muscle in your chapter.
Where do you begin in order to gauge your leadership influence with others? This workshop presents a concept called "Impact On Business" which translates to your Leadership Effect.
Leadership is a State of Mind, Not a PositionPaul Schumann
This is Part 6 of an eight part series of presentations entitled Leadership in the Interactive Age, originally presented over the National Technological University's satellite network in January and February, 1995 by Paul Schumann, Donna Prestwood and Barbara Benjamin. Some of the topical references are out of date but the concepts are still valid. They're probably more apparently valid now then they were at the time of the original production.
A presentation for an ACSA Women's Leadership Network. Dr. Dawn Smith shares from the research regarding the importance of sponsorship in a person's career advancement.
Please answer the question below with 150-250 wordsIf ident.docxARIV4
Please answer the question below with 150-250 words
If identity and personality are positioned as a set of personal, social, or organizational definitions, in what ways might personality and identity present competing perceptions of leader behaviors as followers observe leaders carrying out organizational strategies? Explain.
Please reply to the following question below with 150-250 words
Jessica
1.
A leader's behaviors as dictated by personality and identity can cause a rift in the leader-member relationship due to the perceptions that the follower has of the leader. If a leader does not build a strong relationship between the member and the follower, then the actions that are based upon the uniqueness of the leader will not be received well (Zheng et. al., 2020). If the member is unable to identify with the core values of the leader or even with the vision the leader has, then when the leader makes a decision for the organization that is not viewed as appropriate by the member, the member will not stand behind the leader and thus the rift will be created. Should this rift be created, then it is likely that the organization strategy set forth by the leader will be undermined and could cause a major problem. This is not an ideal situation for any leader, however, should the situation arise it is advisable to try and remedy the relationship. Often times the leader must reach out with a technique that will not further ruin the relationship and instead of one that will build up the relationship. Such a strategy can be difficult to find, but not impossible.
Reference
Zheng, M. X., Yuan, Y., van Dijke, M., De Cremer, D., & Van Hiel, A. (2020). The interactive effect of a leader’s sense of uniqueness and sense of belongingness on followers’ perceptions of leader authenticity.
Journal of Business Ethics
,
164
(3), 515–533. https://doi-org.lopes.idm.oclc.org/10.1007/s10551-018-4070-4
Re: Module 7 DQ 2
2. If identity and personality are a set of personal, social, or organizational definitions, then followers can assume that there is a certain level of independence when their leader carries out in organizations' goals. Personality and identity may present competing perceptions of a leader's behaviors. The follower has to have a positive perception of the leader to see when and where the organization is in control versus the leader. These lines are easily blurred if leaders place their own goals over the organization's objectives (Conger, 1990). The leaders' joint and separate identities are distinctively related to transformational and offensive behaviors (Johnson et al., 2012). The leader needs to show the followers both their personality and their identity outside of the organization's leader wants them to portray. The collective has to be healthy and well organized so that a substantial individual's behaviors do not come off as abrasive or abusive to a weak collective (Johnson et al., 2012). In essence, the leader's core values .
Running Head Sherry’s Personal Leadership Plan1Sherry’s P.docxjeanettehully
Running Head: Sherry’s Personal Leadership Plan 1
Sherry’s Personal Leadership Plan 3
Sherry’s Personal Leadership Plan
Sherry Brown
Dr. Ben Bruce
April 17, 2020
Introduction: What is currently standing in my way of achieving these goals?I intend to do is a complete turnaround and modification of behavior and perspective in how to be better in leadership. One of the first crucial changes involves changing my habits and specifically ensuring that I am well informed on issues that affect the individuals under my leadership. This is in line with opening communication more and avoiding seclusion and being alone as it is the role of a leader to be always communicating or around his followers at most times. More crucial is to change how I conduct decision making and implement more logical and practical consideration to every situation as it is always good to find an advantage for everybody. To lead the mission to a fruitful conclusion, a leader must establish priorities and utilize the talents, creativity, resources and energy of his followers, generally imperfect individuals, and empower them to rise to and occasionally beyond their previously assumed potential. Great leaders establish a plan, a map to help them organize and ensure they have an appropriate and effective team in place, clearly communicate the plan to and lead their followers to the destination (Jackson, 2012)
Personal values: Needless to say, “all leaders, all human beings, have values. Values are beliefs that represent an individual’s ideas about what is right, good or desirable (Robbins, S. P. & Judge T. A., 2011, p. 144). My philosophy on leadership is founded on my collective life experiences, reflections, successes, and failures. I see a great correlation in terms of how leaders and followers come to meet and get a way forward. As such, I should express more respect for the leaders and followers that are able to listen and interact with me as it shows they support some of my opinions in terms of strength through relationships. I intend to essentially align and try to use my values as a guideline in everything I participate in and everything I say in my work, my relationships and in my family. Also, it is the nature of humans to make errors once in a while but not too often. As such, it is important to be more compassionate and understanding in order to provide an opportunity for them and me to learn from it as their failures are my failures. The manner in which contribution is usually provided is at times not appreciated and as a leader it is crucial to recognize efforts made in a team work setting.
What do I want to make out of my life? This requires a clear vision in order for it to be implemented. This means that I have to lay own my agenda and goals in order to be more accurate in achieving the overall development and growth. This should be in line with my work ethic and beliefs in order for it to be effective and more professional. This would provide me ...
Running Head Sherry’s Personal Leadership Plan1Sherry’s P.docxtodd521
Running Head: Sherry’s Personal Leadership Plan 1
Sherry’s Personal Leadership Plan 3
Sherry’s Personal Leadership Plan
Sherry Brown
Dr. Ben Bruce
April 17, 2020
Introduction: What is currently standing in my way of achieving these goals?I intend to do is a complete turnaround and modification of behavior and perspective in how to be better in leadership. One of the first crucial changes involves changing my habits and specifically ensuring that I am well informed on issues that affect the individuals under my leadership. This is in line with opening communication more and avoiding seclusion and being alone as it is the role of a leader to be always communicating or around his followers at most times. More crucial is to change how I conduct decision making and implement more logical and practical consideration to every situation as it is always good to find an advantage for everybody. To lead the mission to a fruitful conclusion, a leader must establish priorities and utilize the talents, creativity, resources and energy of his followers, generally imperfect individuals, and empower them to rise to and occasionally beyond their previously assumed potential. Great leaders establish a plan, a map to help them organize and ensure they have an appropriate and effective team in place, clearly communicate the plan to and lead their followers to the destination (Jackson, 2012)
Personal values: Needless to say, “all leaders, all human beings, have values. Values are beliefs that represent an individual’s ideas about what is right, good or desirable (Robbins, S. P. & Judge T. A., 2011, p. 144). My philosophy on leadership is founded on my collective life experiences, reflections, successes, and failures. I see a great correlation in terms of how leaders and followers come to meet and get a way forward. As such, I should express more respect for the leaders and followers that are able to listen and interact with me as it shows they support some of my opinions in terms of strength through relationships. I intend to essentially align and try to use my values as a guideline in everything I participate in and everything I say in my work, my relationships and in my family. Also, it is the nature of humans to make errors once in a while but not too often. As such, it is important to be more compassionate and understanding in order to provide an opportunity for them and me to learn from it as their failures are my failures. The manner in which contribution is usually provided is at times not appreciated and as a leader it is crucial to recognize efforts made in a team work setting.
What do I want to make out of my life? This requires a clear vision in order for it to be implemented. This means that I have to lay own my agenda and goals in order to be more accurate in achieving the overall development and growth. This should be in line with my work ethic and beliefs in order for it to be effective and more professional. This would provide me .
Trust in Leadership : An Evidence Based Approach slideshare.pptxebbnflow
What are the underlying reasons that leaders are able to lead their people during times of uncertainty and change?
This session explores the evidence behind how leaders were able to garner a sense of trust from their people.
key elements of the definition of the leadership.
Leaders with Boss.
Characteristics of Successful leaders.
Leadership qualities.
Characteristics of leaders who fail,
Leadership vs Management.
BUS 500 Organizational LeadershipCLA2Joan Adriana,VannaSchrader3
BUS 500 Organizational Leadership
CLA2
Joan Adriana,
Tatsiana Yanutsevich
Jinjie Gou
Kayla(Xueyao) Dong
Leadership Concepts
Refer to factors that leaders consider when applying leadership styles and supervising individual teams
These concepts focus on thoughts and perceptions about the traits and characteristics that leaders should possess and how should they behave and perform in leadership role
The concept of leadership helps professionals understand what skills and character traits need to develop in order to make progress in their leadership role
Powerful Traits Of Successful Leaders
Desired Characteristics of a Leader
Honest
Forward – looking
Competent
Inspiring
Must-have traits
Being An Effective Communicator
Being Accountable And Responsible
Setting Clear Goals And Encouraging the team to Achieve Them
Having A Vision For The Future
Servant Leadership
Servant leadership is a leadership philosophy built on the belief that the primary purpose of leaders is to focus on the growth, needs, and the well-being of the team instead of his / her own personal success.
Kobe Bryant as an example of servant leadership:
Kobe put his best interest to other people by making sure that they all go far together. He once said, “ The most important thing is to try and inspire people so that they can be great in whatever they want to do.”
Kobe will do anything to make sure that their team is winning even by not playing in the fields. “I’ll do whatever it takes to win games, whether it’s sitting on a bench, waving a towel, handing a cup of water to a teammate, or hitting a game-winning shot”(Hays & Prosser, 2020)
Servant Leadership
Characteristic Traits:
Stewardship
Empower team to achieve goals as a team. Help managing, strategizing, and planning for the team / organization as a whole
Committed to other people’s growth
Leader help other people to achieve their goals and develop their potential and skills to the maximum ability
Building community
Leaders create a safe space for people to connect as they work together to achieve a common goal
“Tequila-Fueled” Leadership?
Characteristic Traits:
Visionary
"The '90s and early 2000s were the 'I' decade - iPhone, the iPod. The next decade is the 'We' decade. If you look closely, we're already in a revolution" (Wiedeman, 2020).
Positive, upbeat and energetic
"Entitled, frat-boy culture," toxic work environment, where dance parties were more common than meetings (Bates, 2020).
The “smartest guy” in the team
"Feeling threatened or intimidated at the prospect of leading someone smarter" (Pierce, 2020).
Picture: Theo Wargo/Getty Images for iHeartMedia; Samantha Lee/Business Insider
Laws of Leadership (Kouzes & Posner, 2017):
If you don’t believe in the messenger, you won’t believe in the message.
DWYSYWD: Do What You Say You Will Do
Leadership Improvement Plan
Thousands of Instagram influencers and coaches have ready-made pieces of advice and soluti ...
Similar to Talent mangement, leadership strategy; Chris Wood explains Santos' HR Strategy (20)
Milano Pelligrini, head of HR, Caltex, gives an excellent presentation on gender diversity and Caltex's story on how they got to where they are today. Caltex certainly has come a long way with gender diversity!
This was a great presentation at the HR Leaders Resources Summit 2013. It focused on a description of the approach taken to close an aluminium smelter in a socially responsible manner
Resourcing in a competitive global market by Keith Wilkinson, Origin EnergyMedia Corp International
Keith Wilkinson, GM People & Culture, Origin Energy gave HR leaders a presentation at the HR Leaders Resources Summit on resourcing in a competitive global market.
He explains why HR needs to change strategy and how.
Lynas Corporation - Building a new business and creating an organisation that...Media Corp International
Lynas Corporation tell their story on how they manage to attract and keep employees amidst a negative media environment where they are being claimed to dump radioactive waste
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
4. Human Capital Development Framework
Potential
Performance
VP
Name / Photo
Rating: H/H
Successor 1 & 2
Name / Photo
Rating: M/H
Successor 1 & 2
Name/Photo
Rating: L/M
Successor 1 & 2
Name / Photo
Rating: H/H
Successor 1 & 2
7. Trust Conversations
Relationship
s
“I rely on my
manager to
deliver”
“I trust my
team to
perform”
Do we, do they…
….
talk, listen, ask ?
Civility,
empathy,
honesty &
visibility
8. Transformational Leadership
(coping with change,
giving focus, energy &
direction)
(coping with complexity, giving
order and predictability)
Set Direction
Align People
Motivate
& Energising
Performance
Conversations
Plans / Budgets
Controlling &
Problem
Solving
Risk Mgt
= Engagement . .
Source: J. Kotter (2001) “What Leaders Really Do” Harvard Business Review: Dec 2001
9. Leadership Development Options
Training
Job Experiences
Business Forums
Projects
Job Placement/
Secondments
Volunteer Work
Competency
Framework
Peer Sharing
360 Feedback
Leader/Manager
Coach/Mentor
1:1’s
10%
20%
70%
Acting Positions
Rotations
Committees
Networking
Professional Associatio
Self Study
• Formal Learning
• Learning from Others
• On the Job learning
11. Leaders catalyse others towards
exceptional performance through
ongoing conversations – coaching for
success…..
Outputs =
Focussed collaboration
Clarity
Shared understanding
Ongoing, frequent
conversations
12. Phase 2 Building Leadership Capability
Phase 1 Building shared meaning &
purpose
Phase 3 Maintaining Momentum / Celebrating
Success
1.Team Performance Plans
created
2.Leaders 1:1
Development Plan
3.Mindset + Behaviours
captured = common
language
Outputs
March
April
July/Aug
Leadership
Mindset
Leadership
Mindset
Performance
Mindset
Performance
Mindset
Leader as
Coach
Leader as
Coach
Leader
Assimilatio
n
Leader
Assimilatio
n
Objective
Setting
Development
Planning
Objective
Setting
Development
Planning
Leader
Reconnect
Leader
Reconnect
Story
Telling
Celebrating
Success
Story
Telling
Celebrating
Success
13.
14.
15.
16.
17. Leader as Coach
• Growth vs. Fixed Mindset
• Situational Leadership
• Engagement
• Coaching skills practice
• Conversation framework
18. Leader Assimilation
Six questions
-What do we know?
-What do we want to know?
-What is Dave doing that helps us reach
our maximum potential as leaders?
-What would you like to see Dave do less
of?
-What challenges will Dave be facing?
-What is missing in our team and if it was
present, would make a difference?
One of Australia’s largest domestic natural gas producers ASX Top 20 company, market cap A$11b Approx 113,000 shareholders More than 3,000 employees 2012 sales revenue $3,220mil 2012 net profit after tax $519mil International operations: Offices in Adelaide, Brisbane, Perth, Sydney, Jakarta, Hanoi, Port Moresby, New Delhi, Dhaka and Singapore
Business – is about ‘performance’ Great Leaders ‘engage’ their teams through an inspiring style of leadership Engaged employees give greater discretionary effort, which leads to a better performance Leaders develop others as Leaders Whitbread – 60,000 employees $ profit PTI – 25000 hotel rooms Marriott – 60 hotels Costa Coffee – 500 coffee shops David Lloyd – 50 Leisure centres easyJet – 7500 employees / 20 countries / 5 disciplines Santos – 2500 emp/2500 cont - $
Discussion today: Including robust and objective data into existing talent management Assessing and supporting key capabilities critical capabilities from a leadership perspective multifaceted leadership development – case study
Integrating robust and objective data into existing talent management / succession planning processes PPF – Art and science, Digital Talent review and Org Plus, Tech Ladder, competency assessments 7 Slides prepared by BU/Discipline VP and HRM for presentation and discussion with CEO: The Technical Ladder framework enables:- Team members to identify individual development needs The organisation to identify training requirements for each discipline- Petroleum/ Facilities Engineering, Geoscience. The organisation to identify staff for specific projects depending upon competency requirements Staff progression via input into the promotions process (Note that Technical Ladder data is one of a number of inputs into this process).
Identifying critical capabilities from a leadership perspective to recruit the right talent and deliver on business strategy - EGON Zender assessment to determine six above. Potential model – Engagement – Resilience – Conversations – Mindfulness – Unconscious Bias – Santos Competencies – Functional and Technical Assessing and supporting key capabilities of high potential or future talent for leadership development PPF, Civility, MBA, Individual IDPs, exec coaching
KFCD video
The relationship between employees and their manager is key A company might have a world-class performance management system in place, but the system is only as effective as the managers who implement it. Companies that want to increase organizational and employee performance and productivity should invest in getting the right managers in place and support them in engaging their employees. Engagement: = balance of Leadership and Management activities
Potential model – Engagement – Resilience – Conversations – Mindfulness – Unconscious Bias – Santos Competencies – Functional and Technical Leader as Coach, Facet 5, Civility, Leader Assimilations PPF, Civility, MBA, Individual IDPs, Exec coaching Rotations / secondments – internal and with JV’s
Implementing a multifaceted leadership development strategy that contributes to overcoming succession hiccups CASE STUDY example AD group in GLNG.
Leadership Assessments Self assessments: Facet 5 Live 360’: Leader Assimilations
Vision - how do we build urgency Visualisation Exercise CEO is taking a group of investors through a presentation which outlines what your team as delivered: – picture yourself there “– how would the CEO describe the contribution your team has made, what would he say about its importance and why its stands out as the most significant achievement of 2015. “ - What challenges did you overcome – why are you proud of your achievement – what does it mean to you personally.
We have just spent time focussing on our A & D vision – so that we have collective clarity of What needs to be delivered and Why A & D exists. Transformational Leaders – have the ability to create meaning and purpose for others through the stories they tell. Compelling: They have a human element or suspense and touch and ideally touch on a problem or challenge that needs to fixed . Concise: Less is best – people only remember a finite amount before our ever efficient NeoCortex files it in “uninteresting” or “too much information” category. – Stick to 3 key messages – what would someone remember and easily translate over a BBQ conversation. Remember too it matters less what you say, but how you say it… ie lead into the idea of consistent/ authentic story telling Consistent: Your story needs to be authentic and quintessiently you – however it also needs to be consistent with the messages people are hearing from other leaders – ambiguity = trust erosion. So find you own voice, just make sure your singing form the same sheet music.
1. Leader as Coach (Coaching skills) This is our back to basics offering. This one day program is focusses on up skilling leaders to have conversations which “lift the bar” on employee performance. Growth vs. Fixed Mindset (Leadership paradigm) Situational Leadership (Model/Self Assessment profiling tool) KFCD (Engagement/Coaching) GROW (Conversation Framework)
Request open, candid feedback from the team – explain that a culture of open, feedback and is something he is passionate about and this is an opportunity for the team to provide some collective, specific feedback to Dave on how he can be most effective in leading the team to achievement in 2013 and beyond, AR – Brief Overview of Leadership Assimilation Process Focus in on feedback around Dave’s personal impact as a Leader (ie not about discussing/ debating business strategy etc) Reinforce confidentiality – individuals will not be personally identified (unless you choose to be) Purpose is to provide constructive specific feedback to assist Dave in leading the A & D team in the most effective manner At the conclusion Dave and the Team will explore the priority themes and agree an action plan moving forward
Measure, Recognise & celebrate behaviours that lead to success?