The document describes a leadership development program that uses portfolios and consultations to help participants improve their leadership skills. It involves assessments, workshops on real leadership challenges, and follow up discussions to help participants apply what they learned and develop strategies for continued growth. Research cited found that follow up after training is critical for changing behaviors and achieving results, otherwise there is often a "knowing-doing gap" where knowledge does not translate to actions.
This is based on the article 'The Surprising Power of Peer Coaching' of Harvard Business Review by Brenda Steinberg and Michael D. Watkins, published on April 14, 2021.
This presentation deals with mentoring and caring for students in an academic institution. It prescribes different steps for introducing a mentoring programme in an educational institution and also shares a case study.
Learning organization and change management power pointJack Onyisi Abebe
This presentation discusses how learning organizations link to change management with projected barriers, critical factors for organizational learning, change management and the theories of organizational learning.
A Coaching Culture Blueprint to Restore Organizational Health and Performance...HR Network marcus evans
Presentation delivered by Marguerite Samms, MN, CPT, ACC, Executive Director Leadership Institute and Transformation Center, Intermountain Healthcare at the marcus evans Corporate Learning & Talent Development Summit 2018 in Palm Beach FL.
Leadership Development Program Impact on Employee RetentionShawn C. Petty
(OSTICON 2015 Presentation by Dr. Tunde Ogidan, Brownsville ISD) ~ This session will provide an understanding of how leadership development programs aid with reducing the turnover rate to help employers retain good employees and sustain their programs.
Culture Is Everyone's Responsibility Infographic by Denise Lee YohnDenise Yohn
For an organization to achieve its desired culture, everyone must have a clear, consistent, common understanding of it -- and everyone must work together in a deliberate and coordinated effort to cultivate it. While each person or group is accountable in their own way, everyone shares accountability for achieving the desired culture.
Learn more in Denise's HBR article: https://hbr.org/2021/02/company-culture-is-everyones-responsibility
This is based on the article 'The Surprising Power of Peer Coaching' of Harvard Business Review by Brenda Steinberg and Michael D. Watkins, published on April 14, 2021.
This presentation deals with mentoring and caring for students in an academic institution. It prescribes different steps for introducing a mentoring programme in an educational institution and also shares a case study.
Learning organization and change management power pointJack Onyisi Abebe
This presentation discusses how learning organizations link to change management with projected barriers, critical factors for organizational learning, change management and the theories of organizational learning.
A Coaching Culture Blueprint to Restore Organizational Health and Performance...HR Network marcus evans
Presentation delivered by Marguerite Samms, MN, CPT, ACC, Executive Director Leadership Institute and Transformation Center, Intermountain Healthcare at the marcus evans Corporate Learning & Talent Development Summit 2018 in Palm Beach FL.
Leadership Development Program Impact on Employee RetentionShawn C. Petty
(OSTICON 2015 Presentation by Dr. Tunde Ogidan, Brownsville ISD) ~ This session will provide an understanding of how leadership development programs aid with reducing the turnover rate to help employers retain good employees and sustain their programs.
Culture Is Everyone's Responsibility Infographic by Denise Lee YohnDenise Yohn
For an organization to achieve its desired culture, everyone must have a clear, consistent, common understanding of it -- and everyone must work together in a deliberate and coordinated effort to cultivate it. While each person or group is accountable in their own way, everyone shares accountability for achieving the desired culture.
Learn more in Denise's HBR article: https://hbr.org/2021/02/company-culture-is-everyones-responsibility
In this webinar delivered for the IIC&M Bettina Pickering explains why coaches are in effect leaders, and leaders should adopt a coaching style.
She covers the
- key qualities that great coaches and leaders have in common
- 3 core coaching/leadership qualities with practical examples drawn from her research of interviewing/surveying 30 coaches globally
- self-leadership and a process to develop each quality further
Leading in the Age of Interaction: Tools That RecreatePaul Schumann
This is Part 5 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.
Leadership development is on the forefront of grantmaker and capacity builders' minds, particularly as organizations navigate the current realities they face. This webinar was for experienced capacity builders who are interested in exploring coaching as a leadership development strategy. CompassPoint shared what they have learned about how coaching can help nonprofit leaders succeed along with highlights from the Coaching and Philanthropy Project and their own work incorporating coaching into several leadership development programs.
This Power Point presentation shares the various methods to provide professional development to teachers and teacher assistants. The presentation also discusses the effects of quality coaching and the components of practice-based coaching. And finally, the Power Point presentation provides the three Ps of programmatic support to educational staff -- preparation, policies, and processes.
The strategic leadership training course covers the basics, principals, and abilities important for key and senior administration parts. While setting real methodologies for an association would advance with time and continually change in light of various occasions, characterizing the gauge, even in a wide and general framework, can roll out a huge improvement in the result activities of the association.
Through the strategic leadership training course, you will figure out how to drive through the usage of systems as opposed to giving others a chance to take control of your choices.
As a strategic pioneer, you are capable to utilize every one of the assets of your association at its best method to deliver the most outcomes.
Audience: Course designed for :
Senior and principal managers Middle managers
who are on the track to senior Positions Executives
Directors and decision makers Both public and
private sectors can benefit from this training course
Price: $1,699.00 Length: 2 Days
Trainees will also learn:
The main challenges outside the organization that could affect the performance of the organization
How to deal with these challenges?
What are the key strategies and tactics you need to use to accomplish the best results?
Emotional intelligence in leadership
Different dynamic approach by using creative and innovative methods
Persuasion and influencing skills and tactics to achieve your goals
The goal of the strategic leadership training course is to teach you the core components of leadership, vision, purpose, strategy, and values. Over the strategic leadership training course, we will help you discover and develop specific skills and strategies suitable and necessary for your own organization.
Training objectives:
Understand the theory and practice of leading a workplace
Build strong partnerships and external/internal networks to foster a sustainable relationship with other organizations and companies
Influence others to yield better results and achieve business goals
Develop strategic thinking and planning skills to lead creativity and positive change
Develop research skills to always stay updated and informed about what is related to the business
Develop greater and broader awareness and competencies
Develop better skills of monitoring, supporting, and performance
Establish norms and regulations
Use the resources in the most effective way
Take more reasonable risks
Share knowledge
Learn more about course outline, pricing etc. Call us today: +1-972-665-9786
Strategic Leadership Training
https://www.tonex.com/training-courses/strategic-leadership-training/
Coach Approach to Leadership - Conversations for SuccessRay Lamb
Defining coaching for leaders, and a guide to coaching conversations for successful leadership using a 'coach approach' what, why and how of coaching for leaders
A leader’s primary role is to develop talent by driving employee engagement,
which leads to productivity and positive organizational outcomes. With research
showing us that approximately 70% of the workforce is currently disengaged,
developing leaders who can drive employee engagement in order to produce
results is critical.
This advanced course seeks to teach leaders how to be career agents in order to
drive performance and results. Topics covered include how to facilitate win-win
conversations with employees, how to create career advancement plans with
employees that are grounded in behaviors and how to provide projects and
assignments that foster employee skill development.
A course is also available for HR professionals on how to create career agent
systems and mindsets to support leaders.
Course Objectives:
Following the completion of this course, participants will be able to:
1. Understand the employee engagement problem and how it impacts
performance.
2. Understand what it means to be a career agent.
3. Apply techniques for being a career agent including:
a. Asking one simple question.
b. Facilitating win-win conversations with employees.
c. Creating advancement plans with employees through goal-setting.
d. Designing assignments and projects to foster skill development and
increase engagement through “flow”.
The HR training includes the following objectives:
1. Understand and design ways to train leaders on what it means to be a career
agent through their behaviors.
2. Provide tools and processes to facilitate career agent conversations
including how to tie your performance management process to this system.
3. Understand and apply methods for recruiting and promoting individuals
who model a career agent mindset through their behaviors.
In this webinar delivered for the IIC&M Bettina Pickering explains why coaches are in effect leaders, and leaders should adopt a coaching style.
She covers the
- key qualities that great coaches and leaders have in common
- 3 core coaching/leadership qualities with practical examples drawn from her research of interviewing/surveying 30 coaches globally
- self-leadership and a process to develop each quality further
Leading in the Age of Interaction: Tools That RecreatePaul Schumann
This is Part 5 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.
Leadership development is on the forefront of grantmaker and capacity builders' minds, particularly as organizations navigate the current realities they face. This webinar was for experienced capacity builders who are interested in exploring coaching as a leadership development strategy. CompassPoint shared what they have learned about how coaching can help nonprofit leaders succeed along with highlights from the Coaching and Philanthropy Project and their own work incorporating coaching into several leadership development programs.
This Power Point presentation shares the various methods to provide professional development to teachers and teacher assistants. The presentation also discusses the effects of quality coaching and the components of practice-based coaching. And finally, the Power Point presentation provides the three Ps of programmatic support to educational staff -- preparation, policies, and processes.
The strategic leadership training course covers the basics, principals, and abilities important for key and senior administration parts. While setting real methodologies for an association would advance with time and continually change in light of various occasions, characterizing the gauge, even in a wide and general framework, can roll out a huge improvement in the result activities of the association.
Through the strategic leadership training course, you will figure out how to drive through the usage of systems as opposed to giving others a chance to take control of your choices.
As a strategic pioneer, you are capable to utilize every one of the assets of your association at its best method to deliver the most outcomes.
Audience: Course designed for :
Senior and principal managers Middle managers
who are on the track to senior Positions Executives
Directors and decision makers Both public and
private sectors can benefit from this training course
Price: $1,699.00 Length: 2 Days
Trainees will also learn:
The main challenges outside the organization that could affect the performance of the organization
How to deal with these challenges?
What are the key strategies and tactics you need to use to accomplish the best results?
Emotional intelligence in leadership
Different dynamic approach by using creative and innovative methods
Persuasion and influencing skills and tactics to achieve your goals
The goal of the strategic leadership training course is to teach you the core components of leadership, vision, purpose, strategy, and values. Over the strategic leadership training course, we will help you discover and develop specific skills and strategies suitable and necessary for your own organization.
Training objectives:
Understand the theory and practice of leading a workplace
Build strong partnerships and external/internal networks to foster a sustainable relationship with other organizations and companies
Influence others to yield better results and achieve business goals
Develop strategic thinking and planning skills to lead creativity and positive change
Develop research skills to always stay updated and informed about what is related to the business
Develop greater and broader awareness and competencies
Develop better skills of monitoring, supporting, and performance
Establish norms and regulations
Use the resources in the most effective way
Take more reasonable risks
Share knowledge
Learn more about course outline, pricing etc. Call us today: +1-972-665-9786
Strategic Leadership Training
https://www.tonex.com/training-courses/strategic-leadership-training/
Coach Approach to Leadership - Conversations for SuccessRay Lamb
Defining coaching for leaders, and a guide to coaching conversations for successful leadership using a 'coach approach' what, why and how of coaching for leaders
A leader’s primary role is to develop talent by driving employee engagement,
which leads to productivity and positive organizational outcomes. With research
showing us that approximately 70% of the workforce is currently disengaged,
developing leaders who can drive employee engagement in order to produce
results is critical.
This advanced course seeks to teach leaders how to be career agents in order to
drive performance and results. Topics covered include how to facilitate win-win
conversations with employees, how to create career advancement plans with
employees that are grounded in behaviors and how to provide projects and
assignments that foster employee skill development.
A course is also available for HR professionals on how to create career agent
systems and mindsets to support leaders.
Course Objectives:
Following the completion of this course, participants will be able to:
1. Understand the employee engagement problem and how it impacts
performance.
2. Understand what it means to be a career agent.
3. Apply techniques for being a career agent including:
a. Asking one simple question.
b. Facilitating win-win conversations with employees.
c. Creating advancement plans with employees through goal-setting.
d. Designing assignments and projects to foster skill development and
increase engagement through “flow”.
The HR training includes the following objectives:
1. Understand and design ways to train leaders on what it means to be a career
agent through their behaviors.
2. Provide tools and processes to facilitate career agent conversations
including how to tie your performance management process to this system.
3. Understand and apply methods for recruiting and promoting individuals
who model a career agent mindset through their behaviors.
This workshop walks through the basics of job interviewing, including information on behavioral based interviewing. Designed for Athens State University Students and Alumni.
Recruiting with a Small Team and a Limited Budget -- Breakout Session at Tale...LinkedIn Talent Solutions
Panel session: Recruiting with a small team and a limited budget. Katy Harris, Talent Acquisition Manager, THE ICONIC. Allan Waldron, Resourcing Advisor, Senex Energy Limited. Cameron Fitzgerald, Talent Acquisition Manager, APAC & EMEA, Treasury Wine Estates. And Trafford Judd, Senior Customer Success Consultant, LinkedIn
You don’t need a million-dollar budget or an enormous recruiting team to succeed with your company’s hiring initiatives. Hear how three talent acquisition leaders from small to mid-sized companies have successfully built their internal recruiting functions and driven success when executing on their talent strategies. You can do more with less.
Learn more about Talent Connect Sydney: http://linkd.in/1E9S7cN
Managing talent is no longer an episodic exercise. Leading companies are taking a holistic view, from building their employer brand, to attracting new people, to developing their best people, to crafting succession strategies. Korn Ferry can deliver all this and more through a consistent methodology, IP framework, and global team of experts.
This guide provides the definitive list of Korn Ferry’s integrated talent solutions. It includes information on what each of them does and how we can use them to meet your organization’s unique needs.
Participants will be able to:
Understand the evolution of employee rewards and recognition
Understand what employees really want out of work and be able to apply this understanding to implement a process to design recognition and reward systems
Know how why effective reward and recognition systems are important through their contribution to the business bottom-line
Best Practices for Behaviour-Based InterviewingMarina Dawson
This session will provide you with the knowledge and resources you need to confidently use behavioural interviewing to hire outstanding talent. Interviews are complex interactions that require the interviewer(s) to have both clarity and processes in order to confidently hire ideal candidates. This introductory webinar covers: the core principles of behavioural interviewing from start to finish; how to use behavioural interviewing in telephone screening, in-person interviews, and reference checks; and how to get a clearer picture of each candidate's suitability by using an ideal candidate profile in combination with various question types and interviewing techniques.
To replay the full one-hour webinar, including audio, visit: http://charityvillage.com/elearning/webinars/past-webinars/best-practices-for-behaviour-based-interviewing.aspx.
Best Practices for Developing Your Emerging LeadersBizLibrary
In this webinar, Jeremy Lieb of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
How to Unlock the Hidden Value in Your Emerging Leaders | WebinarBizLibrary
Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Among the key challenges many employers face:
They don’t have strategic level initiatives in place to capture and retain the knowledge that’s about to leave
They don’t have replacement talent ready to step into leadership as these roles open up
They can’t engage and retain early career talent long enough to fill leadership roles
What if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
Building Leadership Development from Scratch - ASTD 2011Benjamin McCall
This presentation covers 3 main points:
1. What should you think about when creating or adjusting your leadership efforts.
2. The content you may want to include within a program, and
3. What metrics should you include,
Coaching Employees for High Performance (Webinar by Fuel50 & Quantum Workplace)Fuel50
Check out the full webinar at http://f50.li/cehp. Today, more than ever, providing opportunities for professional development and career growth is critical to engaging and retaining productive and high-performing employees. In fact, 100% of HR leaders identified improving leader coaching conversations as a top priority for them in 2017 and 70% of employers say their career development processes are ineffective at providing career advancement opportunities.
Learn about the Leaders As Teachers Institute that provides tools and resources to develop or improve a Leaders As Teachers programs. See how top performing companies benefit from the approach. Meet Ed Betof, Executive Director and author of "Leaders As Teachers." Also learning about the Leadership Operating System, Leadership Process Maturity Models, Leadership Scorecard and Thought Leader Director to aid those responsible for building powerful, performance outcome focused, leadership development programs.
Best Practices for Developing Your Emerging LeadersBizLibrary
Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Unfortunately, most employers don’t have strategic-level initiatives in place to capture and retain the knowledge that's about to leave, and they don't have replacement talent ready to step into leadership as these roles open up.
Employers also feel they can't engage and retain early career talent long enough to fill leadership roles…but what if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?
In this webinar you'll learn:
5 ways to unlock the hidden value in your emerging leaders
The business impact of investing in your current talent
How to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others
5 Ways to Unlock the Hidden Value in Your Emerging Leaders BizLibrary
Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Unfortunately, most employers don’t have strategic-level initiatives in place to capture and retain the knowledge that's about to leave, and they don't have replacement talent ready to step into leadership as these roles open up.
Employers also feel they can't engage and retain early career talent long enough to fill leadership roles…but what if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?
In this webinar you'll learn:
- 5 best practices to unlock the hidden value in your emerging leaders
- The business impact of investing in your current talent
- How to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others
4. Implementation Why should anyone want to be led by me ? Leadership Context Statement Assessments PRE - WORK DISCUSSIONS Assessment Results FOLLOW UP (THREE MONTHS) LEADERSHIP DEVELOPMENT PORTFOLIO FEEDBACK LEADERSHIP DEVELOPMENT CONSULTATION Consultants Feedback Why should anyone want to be led by me ? Context Statement Assessment Results Consultants’ Feedback Your Analysis of Feedback Your Strategic Plan for Leadership Development LEADERSHIP DEVELOPMENT PORTFOLIO PLAN
5. Assessment of Current State of Development is Key Lominger Leadership Architect Center for Creative Leadership Benchmarks: 360
15. The difference is follow-through Less effective No Change More Effective Less effective No Change More Effective Less effective No Change More Effective Goldsmith, M: “Ask, Learn, Follow-up, and Grow,” in Hesselbein et al: Leaders of the Future, 1996 ” Consistent or periodic follow-up had a dramatic, positive impact.” percent percent percent
16.
17.
18. Reasons Why Training and Development Fails Phillips, JJ and Phillips, PP: Training , September 2002
23. Results Only 40% of Managers of the control group reported that they were aware of the goals their direct reports set as a result of the training. In contrast, all of the managers of the follow-through group were aware of their reports’ goals Awareness of Goals
24. Results 35% of students in the control group reported that they never discussed the course even once with their managers. In contrast, only 3% of the follow-through group failed to discuss the course. The number of discussions also were increased in the follow-through group. Discussions
25. Results Managers were asked to indicate the extent to which the course had improved their reports’ management skills. 12% of the follow-through group, but none of the control group were rated ‘markedly improved’ - the highest rating. Change in Effectiveness