The document discusses an agile coach's role in creating cultural awareness and role modeling for coherence. It provides coaching "stances" and traits of a good role model such as being respectful, not having to be an expert, looking inward, and walking the talk. It also discusses cultural awareness frameworks including the Satir change curve, results pyramid, and competing values framework. The coach's role is to help organizations through cultural change by role modeling positive behaviors rather than using authority.
The document discusses charismatic leadership, which involves a leader gathering followers through personality and charm rather than formal authority. Charismatic leaders pay attention to their environment and tailor their message accordingly. They are persuasive and inspire commitment in followers, though overreliance on the leader can be risky if successors are lacking when the leader departs. Examples of charismatic past and present leaders include John F. Kennedy, Martin Luther King Jr., Winston Churchill, Steve Jobs, and Bill Gates.
Sir Richard Branson uses participative leadership to enact change at Virgin by envisioning alleviating global warming, engaging employees by listening to their ideas, and enacting changes like committing $3B over 10 years. He employs autonomous leaders who listen to employees and customers to bring out the best in people. In contrast, Alex Ferguson uses autocratic leadership for Manchester United due to little room for error in high-pressure sports.
The document summarizes a study conducted by Bill George and his colleagues where they interviewed 125 business leaders to understand how authentic leaders develop. They identified five key aspects of authentic leadership development: knowing your authentic self, defining values and principles, understanding motivations, building a support team, and integrating all aspects of life. The article shows that authentic leadership can be learned by anyone through self-reflection on life experiences and developing self-awareness with feedback. Authentic leaders achieve long-term business results by staying grounded and leading with integrity.
Charismatic leadership can be useful for encouraging employees, but it risks becoming negative if not properly managed. The document outlines five phases where a charismatic leader's impact shifts from positive to negative as they become overconfident and unwilling to accept challenges or questions from followers. To avoid these negative effects, charismatic leaders must concentrate on open communication, organizational culture, learning from mistakes and successes, self-awareness, and having a clear vision beyond just their own success. Charismatic leadership is most effective when combined with other styles and based on a conviction of shared organizational goals.
Authentic Leadership: The Key to Successful Hospital Fundraising ProgramsGood Works
This document discusses the importance of authentic leadership for successful nonprofit fundraising. It argues that many nonprofits struggle with leadership issues like lack of strategic planning, shared vision, and leadership transition plans. Authentic leaders are defined as having deep purpose and integrity while leading with heart and discipline. The key aspects of authentic leadership are discussed as self-awareness, transparency, ethics, and balanced decision-making. Building an authentic leadership approach involves discovering one's purpose and values, developing trust with stakeholders, and cultivating a passionate organizational culture centered around its mission.
The document discusses the personality traits of the Kardashian family that have contributed to their success as entrepreneurs. It outlines the big five personality traits of openness, extraversion, agreeableness, conscientiousness, and neuroticism. Each Kardashian sister exhibits traits that help explain their business ventures, with Kim being organized and detail-oriented, Khloe enjoying attention and social situations, and Kourtney generating new ideas. As a family, they have effectively leveraged their combined personalities and reality television fame into clothing lines, boutiques, and other brands.
The document discusses charismatic leadership, which involves a leader gathering followers through personality and charm rather than formal authority. Charismatic leaders pay attention to their environment and tailor their message accordingly. They are persuasive and inspire commitment in followers, though overreliance on the leader can be risky if successors are lacking when the leader departs. Examples of charismatic past and present leaders include John F. Kennedy, Martin Luther King Jr., Winston Churchill, Steve Jobs, and Bill Gates.
Sir Richard Branson uses participative leadership to enact change at Virgin by envisioning alleviating global warming, engaging employees by listening to their ideas, and enacting changes like committing $3B over 10 years. He employs autonomous leaders who listen to employees and customers to bring out the best in people. In contrast, Alex Ferguson uses autocratic leadership for Manchester United due to little room for error in high-pressure sports.
The document summarizes a study conducted by Bill George and his colleagues where they interviewed 125 business leaders to understand how authentic leaders develop. They identified five key aspects of authentic leadership development: knowing your authentic self, defining values and principles, understanding motivations, building a support team, and integrating all aspects of life. The article shows that authentic leadership can be learned by anyone through self-reflection on life experiences and developing self-awareness with feedback. Authentic leaders achieve long-term business results by staying grounded and leading with integrity.
Charismatic leadership can be useful for encouraging employees, but it risks becoming negative if not properly managed. The document outlines five phases where a charismatic leader's impact shifts from positive to negative as they become overconfident and unwilling to accept challenges or questions from followers. To avoid these negative effects, charismatic leaders must concentrate on open communication, organizational culture, learning from mistakes and successes, self-awareness, and having a clear vision beyond just their own success. Charismatic leadership is most effective when combined with other styles and based on a conviction of shared organizational goals.
Authentic Leadership: The Key to Successful Hospital Fundraising ProgramsGood Works
This document discusses the importance of authentic leadership for successful nonprofit fundraising. It argues that many nonprofits struggle with leadership issues like lack of strategic planning, shared vision, and leadership transition plans. Authentic leaders are defined as having deep purpose and integrity while leading with heart and discipline. The key aspects of authentic leadership are discussed as self-awareness, transparency, ethics, and balanced decision-making. Building an authentic leadership approach involves discovering one's purpose and values, developing trust with stakeholders, and cultivating a passionate organizational culture centered around its mission.
The document discusses the personality traits of the Kardashian family that have contributed to their success as entrepreneurs. It outlines the big five personality traits of openness, extraversion, agreeableness, conscientiousness, and neuroticism. Each Kardashian sister exhibits traits that help explain their business ventures, with Kim being organized and detail-oriented, Khloe enjoying attention and social situations, and Kourtney generating new ideas. As a family, they have effectively leveraged their combined personalities and reality television fame into clothing lines, boutiques, and other brands.
This document summarizes a presentation on women in leadership. It provides an overview of the presenter's experience and credentials in education and administration over 25 years. The presentation then covers several theories of leadership, including trait theory, transactional versus charismatic leadership, transformational leadership, and servant leadership. It emphasizes developing key leadership traits like self-confidence and emotional intelligence. The presentation concludes with advice on developing leadership potential and managing organizations in a diverse, changing world.
Discovering Your Authentic Leadership by Dr. Yasmin DaviddsYasmin Davidds
1) Discovering your authentic leadership requires understanding your life story and using difficult experiences to find meaning and purpose.
2) Interviewing over 125 leaders, researchers found that authentic leaders developed from their life stories, not universal traits. They used challenges to inspire others.
3) Knowing your authentic self involves examining your experiences through feedback to understand blind spots and how others see you, in order to lead effectively.
After more than 35 years of research, what educators and authors Jim Kouzes and Barry Posner have learned about leadership applies just as much for young people as it does for senior executives. What is required of young people is that they have the motivation and desire to step forward to become the best leaders they can be.
Richard Branson is an English business magnate who founded Virgin Group, which controls more than 400 companies. He has built an empire of over $25 billion across a variety of industries through his daring and entrepreneurial spirit. Branson is known for his adventurous streak and record-breaking attempts, such as crossing the Atlantic and English Channel. As a leader, he emphasizes inspiring employees and customers through bold vision, treating work as fun, and being willing to admit mistakes. Branson advocates listening to employee and customer feedback to facilitate innovation.
Authentic Leadership - Focusing on Strengths and SolutionsTim Bright
This document discusses authentic leadership and focuses on strengths and solutions. It defines authentic leadership as being true to yourself and outlines different approaches. It advocates shifting management approaches from continuous improvement focused on problems and weaknesses, to a solutions focus and strengths-based development that looks at what is working well. The key message is to be yourself more with skill, get to know yourself and others better, and help teams identify and build on their strengths for improved performance and engagement.
Leadership is defined as influencing others to work enthusiastically for common good. Effective leaders mobilize others to achieve extraordinary goals, transform values into actions, and create climates where people succeed. They engage in five practices: modeling the way, inspiring a shared vision, challenging processes, enabling others to act, and encouraging hearts. Leaders build credibility and trust by aligning actions with values, keeping promises, and recognizing contributions which optimizes employee engagement and business outcomes.
This document discusses charismatic leadership. It defines charismatic leadership as leaders who possess extraordinary qualities that attract followers. Charismatic leadership works best in times of crisis when leaders offer solutions. However, charismatic leaders also have weaknesses like lacking succession plans, being overconfident, and failing to admit mistakes. Overall, the document examines the strengths and weaknesses of charismatic leadership.
Trust and authentic leadership - Stroh lecture at UC Santa CruzBills.com
The document discusses the importance of trust in leadership and organizations. It explores who and what individuals trust, and how trust is built between people and groups. The speaker discusses how trust can be established through transparency, fairness, effective communication, and living up to shared values. Leaders can influence trust in an organization through their actions and building a consistent culture where people feel respected and valued. The speaker emphasizes the importance of vulnerability, empathy, and caring in establishing trust over time.
This document outlines an agenda for a leadership workshop on developing leadership skills based on the Five Practices of Exemplary Leadership. The workshop will introduce the five practices - modeling the way, inspiring a shared vision, enabling others to act, challenging the process, and encouraging the heart. It will discuss each practice in turn and include activities for participants. Research shows these five practices can be learned and are exhibited by successful leaders worldwide. The workshop aims to help participants strengthen their own leadership abilities.
Leadership is an important skill, but even more important is the ability to lead well. A strong leader inspires, encourages, and empowers those around them. Here we share with you several of the skills associated with successful leaders and what it means to embody those abilities as a truly great leader.
The document discusses the Business Scouts program, which aims to mentor youth and develop their skills to become entrepreneurs and future business owners. It outlines the core values of the program, which are commitment, respect, integrity, collaboration, growth, innovation and creativity. It also discusses the path members take from junior levels to becoming business owners themselves, developing skills like self-leadership, social presence, confronting challenges and mentoring others. The overall goal is to nurture critical thinking and problem solving skills to succeed in the business world.
1. The document discusses theories of charismatic and transformational leadership. It defines charisma and outlines characteristics of charismatic leaders such as vision, risk-taking, and unconventional behavior.
2. Transformational leadership is defined as motivating followers to higher levels of morality through inspiration. Characteristics of transformational leaders include idealized influence, intellectual stimulation, and individualized consideration.
3. The theories of charismatic and transformational leadership are compared, noting differences in their focus, benefit sharing, and succession planning.
Authentic leadership was coined by Bill George in his 2003 book during the Enron and WorldCom scandals. It is based on being genuine, earning trust through honesty, and staying true to one's own personality and values. There are four key elements: being true to yourself in how you work without facade; being motivated by a larger purpose beyond ego; making values-based decisions rather than popularity-seeking ones; and achieving sustainable long-term results. To develop authentic leadership requires understanding oneself, leading with compassion, drawing on experiences, building strong relationships, and having an openness to learn and grow. However, being authentic does not guarantee making the right decision for all situations and some people's authentic selves may not be positive
Like people, organizations are diverse and experience ongoing change. Because of this, different organizations benefit from different leadership styles at different stages of their lives. Leaders who understand their own strengths, weaknesses, and personalities recognize which type of field will benefit most from their particular leadership style. This ability benefits both organization and leaders themselves.
If you want to join the next generation of leaders, prepare to face formidable challenges. Human leaders – the ninth type of leader – are future-oriented. Digitally savvy and ready to experiment in rapidly changing environments, they’re brilliant at problem-solving. They’re also adept at mitigating the social and environmental impacts of their organizations.
Bernadette Boas shares her experiences, lessons learned, and tips for igniting the true leader within women who want to pursue and achieve their career, business and life goals, once and for all.
Bernadette presents her story, advice and thought leadership in both keynote and training workshop form for small to corporate size companies and women associations.
The document summarizes key concepts from a presentation on leadership fundamentals and succession planning. It discusses various leadership models such as authentic, crucible, and Level 5 leadership. It also covers developing deep smarts, understanding different leadership states, and examining how context impacts leadership approaches. Exercises are provided for attendees to reflect on strengthening their own leadership skills based on concepts from the presentation.
Sir Richard Branson is an English businessman who founded Virgin Group, which contains over 360 companies. Some of his most notable companies include Virgin Records, Virgin Atlantic Airways, Virgin Mobile, and Virgin Galactic. Branson dropped out of school at age 16 to start his first business, Student Magazine. He went on to found Virgin Records and build a multi-billion dollar empire across various industries. Branson is known for his innovative approach, taking on huge challenges, and treating his employees well by empowering them and valuing their ideas and feedback.
The document discusses leadership in the 21st century. It defines leadership as influencing others to work diligently toward achieving goals by clearly stating your vision, explaining your plan, and instilling confidence and optimism. It also discusses the High Performance Development Model, which focuses on eight core competencies to develop highly-skilled leaders, including personal mastery, technical skills, interpersonal effectiveness, and organizational stewardship. Additionally, it emphasizes that facilitative leaders coach, mentor, sponsor, teach, and lead by facilitating and providing feedback to help others achieve their goals.
The document discusses leadership in the 21st century. It defines leadership as influencing others to work diligently toward achieving goals by clearly stating your vision, explaining your plan, and instilling confidence and optimism. It also discusses the High Performance Development Model, which provides a framework for developing leaders through a focus on eight core competencies like personal mastery, technical skills, and organizational stewardship. Overall, the document emphasizes that to be an effective leader, others must trust and have faith in you.
This document summarizes a presentation on women in leadership. It provides an overview of the presenter's experience and credentials in education and administration over 25 years. The presentation then covers several theories of leadership, including trait theory, transactional versus charismatic leadership, transformational leadership, and servant leadership. It emphasizes developing key leadership traits like self-confidence and emotional intelligence. The presentation concludes with advice on developing leadership potential and managing organizations in a diverse, changing world.
Discovering Your Authentic Leadership by Dr. Yasmin DaviddsYasmin Davidds
1) Discovering your authentic leadership requires understanding your life story and using difficult experiences to find meaning and purpose.
2) Interviewing over 125 leaders, researchers found that authentic leaders developed from their life stories, not universal traits. They used challenges to inspire others.
3) Knowing your authentic self involves examining your experiences through feedback to understand blind spots and how others see you, in order to lead effectively.
After more than 35 years of research, what educators and authors Jim Kouzes and Barry Posner have learned about leadership applies just as much for young people as it does for senior executives. What is required of young people is that they have the motivation and desire to step forward to become the best leaders they can be.
Richard Branson is an English business magnate who founded Virgin Group, which controls more than 400 companies. He has built an empire of over $25 billion across a variety of industries through his daring and entrepreneurial spirit. Branson is known for his adventurous streak and record-breaking attempts, such as crossing the Atlantic and English Channel. As a leader, he emphasizes inspiring employees and customers through bold vision, treating work as fun, and being willing to admit mistakes. Branson advocates listening to employee and customer feedback to facilitate innovation.
Authentic Leadership - Focusing on Strengths and SolutionsTim Bright
This document discusses authentic leadership and focuses on strengths and solutions. It defines authentic leadership as being true to yourself and outlines different approaches. It advocates shifting management approaches from continuous improvement focused on problems and weaknesses, to a solutions focus and strengths-based development that looks at what is working well. The key message is to be yourself more with skill, get to know yourself and others better, and help teams identify and build on their strengths for improved performance and engagement.
Leadership is defined as influencing others to work enthusiastically for common good. Effective leaders mobilize others to achieve extraordinary goals, transform values into actions, and create climates where people succeed. They engage in five practices: modeling the way, inspiring a shared vision, challenging processes, enabling others to act, and encouraging hearts. Leaders build credibility and trust by aligning actions with values, keeping promises, and recognizing contributions which optimizes employee engagement and business outcomes.
This document discusses charismatic leadership. It defines charismatic leadership as leaders who possess extraordinary qualities that attract followers. Charismatic leadership works best in times of crisis when leaders offer solutions. However, charismatic leaders also have weaknesses like lacking succession plans, being overconfident, and failing to admit mistakes. Overall, the document examines the strengths and weaknesses of charismatic leadership.
Trust and authentic leadership - Stroh lecture at UC Santa CruzBills.com
The document discusses the importance of trust in leadership and organizations. It explores who and what individuals trust, and how trust is built between people and groups. The speaker discusses how trust can be established through transparency, fairness, effective communication, and living up to shared values. Leaders can influence trust in an organization through their actions and building a consistent culture where people feel respected and valued. The speaker emphasizes the importance of vulnerability, empathy, and caring in establishing trust over time.
This document outlines an agenda for a leadership workshop on developing leadership skills based on the Five Practices of Exemplary Leadership. The workshop will introduce the five practices - modeling the way, inspiring a shared vision, enabling others to act, challenging the process, and encouraging the heart. It will discuss each practice in turn and include activities for participants. Research shows these five practices can be learned and are exhibited by successful leaders worldwide. The workshop aims to help participants strengthen their own leadership abilities.
Leadership is an important skill, but even more important is the ability to lead well. A strong leader inspires, encourages, and empowers those around them. Here we share with you several of the skills associated with successful leaders and what it means to embody those abilities as a truly great leader.
The document discusses the Business Scouts program, which aims to mentor youth and develop their skills to become entrepreneurs and future business owners. It outlines the core values of the program, which are commitment, respect, integrity, collaboration, growth, innovation and creativity. It also discusses the path members take from junior levels to becoming business owners themselves, developing skills like self-leadership, social presence, confronting challenges and mentoring others. The overall goal is to nurture critical thinking and problem solving skills to succeed in the business world.
1. The document discusses theories of charismatic and transformational leadership. It defines charisma and outlines characteristics of charismatic leaders such as vision, risk-taking, and unconventional behavior.
2. Transformational leadership is defined as motivating followers to higher levels of morality through inspiration. Characteristics of transformational leaders include idealized influence, intellectual stimulation, and individualized consideration.
3. The theories of charismatic and transformational leadership are compared, noting differences in their focus, benefit sharing, and succession planning.
Authentic leadership was coined by Bill George in his 2003 book during the Enron and WorldCom scandals. It is based on being genuine, earning trust through honesty, and staying true to one's own personality and values. There are four key elements: being true to yourself in how you work without facade; being motivated by a larger purpose beyond ego; making values-based decisions rather than popularity-seeking ones; and achieving sustainable long-term results. To develop authentic leadership requires understanding oneself, leading with compassion, drawing on experiences, building strong relationships, and having an openness to learn and grow. However, being authentic does not guarantee making the right decision for all situations and some people's authentic selves may not be positive
Like people, organizations are diverse and experience ongoing change. Because of this, different organizations benefit from different leadership styles at different stages of their lives. Leaders who understand their own strengths, weaknesses, and personalities recognize which type of field will benefit most from their particular leadership style. This ability benefits both organization and leaders themselves.
If you want to join the next generation of leaders, prepare to face formidable challenges. Human leaders – the ninth type of leader – are future-oriented. Digitally savvy and ready to experiment in rapidly changing environments, they’re brilliant at problem-solving. They’re also adept at mitigating the social and environmental impacts of their organizations.
Bernadette Boas shares her experiences, lessons learned, and tips for igniting the true leader within women who want to pursue and achieve their career, business and life goals, once and for all.
Bernadette presents her story, advice and thought leadership in both keynote and training workshop form for small to corporate size companies and women associations.
The document summarizes key concepts from a presentation on leadership fundamentals and succession planning. It discusses various leadership models such as authentic, crucible, and Level 5 leadership. It also covers developing deep smarts, understanding different leadership states, and examining how context impacts leadership approaches. Exercises are provided for attendees to reflect on strengthening their own leadership skills based on concepts from the presentation.
Sir Richard Branson is an English businessman who founded Virgin Group, which contains over 360 companies. Some of his most notable companies include Virgin Records, Virgin Atlantic Airways, Virgin Mobile, and Virgin Galactic. Branson dropped out of school at age 16 to start his first business, Student Magazine. He went on to found Virgin Records and build a multi-billion dollar empire across various industries. Branson is known for his innovative approach, taking on huge challenges, and treating his employees well by empowering them and valuing their ideas and feedback.
The document discusses leadership in the 21st century. It defines leadership as influencing others to work diligently toward achieving goals by clearly stating your vision, explaining your plan, and instilling confidence and optimism. It also discusses the High Performance Development Model, which focuses on eight core competencies to develop highly-skilled leaders, including personal mastery, technical skills, interpersonal effectiveness, and organizational stewardship. Additionally, it emphasizes that facilitative leaders coach, mentor, sponsor, teach, and lead by facilitating and providing feedback to help others achieve their goals.
The document discusses leadership in the 21st century. It defines leadership as influencing others to work diligently toward achieving goals by clearly stating your vision, explaining your plan, and instilling confidence and optimism. It also discusses the High Performance Development Model, which provides a framework for developing leaders through a focus on eight core competencies like personal mastery, technical skills, and organizational stewardship. Overall, the document emphasizes that to be an effective leader, others must trust and have faith in you.
This document discusses building leadership skills and organizational greatness. It covers topics like choosing the right people, discovering individual strengths, developing trustworthy leadership, and empowering others. The goal is to learn principles from successful leaders to guide organizations to higher performance through vision, discipline, passion and conscience.
This document discusses various aspects of leadership including definitions, styles, traits, qualities and values. It defines leadership as influencing others to achieve organizational goals through the interaction between leaders, followers and the situation. It describes six main leadership styles and lists some common leadership values. It also discusses entrepreneurial skills and how developing these in youth can help address unemployment issues. Overall it provides a broad overview of different elements that comprise effective leadership.
The document summarizes a leadership conference with several speakers. Welby Altidor discussed nurturing creativity in companies and building trust to foster creative courage. Vince Molinaro talked about leadership accountability and the behaviors of accountable leaders. Dr. Tasha Eurich covered the importance of self-awareness, particularly the seven pillars of internal self-awareness. Amanda Lang emphasized the need for an engaging culture that allows questions to foster innovation and change. Joe Biden concluded the event by stressing that leadership requires making tough decisions and owning the consequences.
The document introduces an entrepreneurship course covering various topics like finding role models and teams, generating business ideas, planning, branding, pitching, marketing, accounting and more. It provides brief biographies of entrepreneurs like Sergey Brin, Surinder Arora, Richard Reed and Sophi Tranchell. It discusses what motivates entrepreneurs and the optimal number of founders for a startup. Finally, it covers how to find co-founders and mentors as well as a personality assessment tool called the Belbin questionnaire that identifies 8 team roles.
In this innovative book Jürgen Salenbacher shares his unique personal coaching method designed to develop creative thinking and innovation. The method, which originated as a career management tool, can be used by anyone who wishes to explore what they have to offer the world. In five succinct chapters Salenbacher reveals how to use brand positioning methodology to discover where to go next
ROI Online is a new-age internet marketing company that revolves around a core set of values and beliefs. Our culture code is implemented internally within our organization as well as through our customers.
Learning objective: Achieve clarity and confidence as your most authentic self
Authenticity is the harmonious alignment between one's internal values and beliefs and their external behavior. Embracing authenticity in leadership involves aligning professional actions with personal ethics, values, and personality. Trust is built when leaders remain true to themselves, making it easier to achieve goals. In this session, we will explore the authenticity paradox in the workplace, learn to lead authentically, and identify practical ways to embody authenticity in your leadership role.
By the end of this session, attendees will be able to:
1. Differentiate between constructive and detrimental authentic behaviors.
2. Identify your core values and understand their influence on your leadership actions.
3. Establish trust and transparency in your team as an authentic leader while navigating the authenticity paradox.
4. Cultivate a team that embraces individual and collective strengths and authenticity.
The document discusses key aspects of leading with kindness. It covers big ideas like the Golden Rule, having high expectations, and the importance of truth. It also discusses what kind leaders do like helping others grow, being clear about objectives, and focusing on personal connections rather than charisma. Traits of kind leaders are discussed as well, including compassion, integrity, and humility. The document stresses that leaders should serve as examples and prepare the next generation of leaders by building their self-confidence, awareness, and determination.
Agile Munich - using values for agile transformationBirgit Mallow
This document discusses using values to transform organizations in an agile manner. It outlines an agenda for a workshop on this topic, including discussions of values, beliefs, behaviors and how they relate to Scrum values and agile principles. Cultural transformation tools are presented, including assessing values and their alignment with behaviors. Moving individual and team development are key goals. Questions are posed to help reflection on values and progress.
This document discusses key elements of organizational culture including vision, values, practices, people, narrative, and place. It provides examples of vision statements from different companies and discusses how values should reflect the organization's identity and guide decision-making. The document also addresses how practices and people shape the culture by reinforcing the vision and values. It emphasizes focusing on employee development, recognition, and creating a motivational work environment.
“Culture” was named the most popular word of the year in 2014 by Merriam-Webster. It has since become one of the most important words in corporate boardrooms, a hot topic in general and smokin’ hot in internal audit circles. But why? And why now?
Our session will focus on answering these questions to help us understand how we got to this point and where we go from here. In addition, we will discuss these questions about organizational culture:
- What is Culture?
- What is Our REAL Culture?
- What is Our Desired Culture?
- How do We Turn Our Desired Culture into Reality?
This document provides guidance on positioning leaders internally through executive branding. It recommends conducting an audit of current employee perceptions of the leader and their internal social media presence. Based on the audit findings and the leader's strengths, a positioning statement should be developed outlining the leader's style and how it aligns with organizational needs. An implementation plan is then outlined to communicate the leader's brand internally and externally through actions, viewpoints shared on internal social media, and by playing to their strengths. The last point emphasizes that a leader's celebrity is increasingly important alongside an organization's brand.
The document provides guidance on modeling the way as a leader. It emphasizes clarifying values, setting an example, focusing on excellence, building trustworthiness, and growing through feedback. Leaders should tend to their own areas, be experts in basics, and get feedback to improve. The document also discusses inspiring a shared vision, challenging processes through innovation and risk-taking, empowering others through collaboration and clear roles/responsibilities. Overall it outlines best practices for leadership according to the "Leadership Field Guide".
The document discusses leadership in the 21st century. It defines leadership as influencing others to work toward achieving goals. Effective leadership requires clearly stating a vision, explaining plans to achieve the vision, and instilling confidence and optimism. The document also discusses the High Performance Development Model, which focuses on eight core competencies to develop highly skilled leaders. These competencies include personal mastery, technical skills, interpersonal effectiveness, and organizational stewardship.
Riding on the Currents of Innovation to Supercharge Employee RelationsJoris Claeys
Organizations don't innovate! People do!
Breaking down silos – making things happen!
Building the NEW! Cultivate change! Do it with PASSION!
Enabling intrapreneurship through innovation champions, change agents and wave makers!
Leaders need to cultivate, hone-in and strategically unleash intrapreneurship across their organization or team.
Key to cultivating intrapreneurship is transparency: foster a healthy environment, where intrapreneurs flourish
Many want what innovation delivers, but aren’t prepared to do what it takes!
Organizations and leadership need to be AGILE – ADAPTIVE – RESPONSIVE
Creating an agile culture fosters forward thinking innovation!
Capacities bring forward your uniqueness, through emphasizing on your strengths and knowing your limitations for ourselves, team, company and ultimately the extended enterprise in which you operate. Resulting in effective collaboration – co-creation – co-design
Adaptive innovation cultures and human innovation capacities encourage ability to spot unique opportunities.
Landscape of the future
Why the career ladder no longer matters!
From hierarchy to lattice!
More companies look at alternative structures & why you should too.
CXO’s should experiment with ‘next stage’ organizations.
TEAL is the new green+blue addressing
all 5P’s of thrivable sustainability
This would be amazing! but we could never do this because …
“People from all ranks sense but hide the real pains, that something is broken in the way we run organizations. We need to create a whole ecosystem of support for organizations going Teal” – Frederic Laloux
“The ground beneath us is shifting at an accelerating rate. The implications for strategy are profound!” – John Hagel
“The truly creative changes and the big shifts occur right at the edge of chaos. Creativity is not an option, it’s an absolute necessity!” – Sir Ken Robinson
It’s imperative to bring creativity to learning!
Enabling us to be innovative!
Without change of mindset
real magic cannot be expected!
think, lead & act without the box
amaze – attract – advance
Speaking engagement at
PMAP Regional Conference 201508 – People Management Association of the Philippines
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
Creativity is a leadership quality that should be an essential part of the job description. Leaders may not need to be creative themselves, but they need to understand key elements of the creative process.
We outline a fundamentally different approach for organizational change: one where valuing people is integral to building lasting success.
Agile and Lean are a means to an end. Once we are clear what our goals are and our approach is consistent with what we truly value, then we may hope for success.
When we simplify the Agile Manifesto’s “Individuals and Interactions over Processes and Tools” we get “People over Process”. Agile is about people. It’s about a people-first culture. Lean is simliar.
Sadly, many organizations are mired in organizational debt: mistrust, politics and fear. Changing the process won’t fix this. We need to go to the root of it - to find a way to talk about and shift to a healthier culture: one that values people.
The VAST (Vulnerability, Authentic Connection, Safety and Trust) model makes the dynamics of human systems visible and clarifies where we may apply leverage to foster lasting change.
Similar to A Coach's role in creating Cultural Awareness and Role Modeling for Coherence (June 2020 Agile Denver Coaching SIG) (20)
Systems Thinking Approach to Introducing Kanban (STATIK) for Scrum teamsRichard Dolman
This document outlines an approach called STATIK (Systems Thinking Approach To Implementing Kanban) for introducing Kanban to Scrum teams. It describes 8 steps for teams to go through including understanding their purpose and customers, analyzing demand and capabilities, modeling workflow, designing service levels, designing the Kanban system, and priming the team. Each step includes acceptance criteria for stories the team can use to work through the process. The overall goal is for teams to systematically analyze their work and design a Kanban system to improve flow and productivity.
Richard dolman january 2020 webinar (agile velocity)Richard Dolman
The document discusses what to expect during an agile transformation. It outlines common challenges organizations face at different stages of agility from superficial to accelerating. Common reasons transformations fail include lack of leadership, not addressing culture change, and an inability to optimize across the entire value stream. The presentation provides strategies for dealing with failures such as having clear and aligned outcomes, cultural awareness, and leadership at all levels. It introduces the Path to Agility framework for planning an agile transformation with phases of aligning, learning, predicting, and adapting to deliver business outcomes.
Getting execs to let go of waterfall vs agile (mha 2019)Richard Dolman
Presentation for Mile High Agile 2019 conference on how to help leaders/manager let go of waterfall and embrace agile. This involves learning how to apply situational, context-specific decision-making.
@richarddolman_backlog refinement_the rodney dangerfield of scrum ceremonies(...Richard Dolman
1) The document discusses backlog refinement in Scrum, describing it as the "Rodney Dangerfield of Scrum ceremonies" since it often does not receive proper attention or respect.
2) It emphasizes that backlog refinement should focus on collaborative discovery to gain sufficient understanding of requirements before sprint planning.
3) The document provides tips for effective backlog refinement, including making the backlog visible and deep, using visuals, splitting stories, and following INVEST criteria to define good stories. It stresses the importance of collaboration, estimation, and prioritization.
@Richard dolman backlog refinement-the rodney dangerfield of scrum ceremoniesRichard Dolman
Backlog refinement is an important Scrum ceremony that allows a development team to collaboratively elaborate, decompose, estimate, and understand product backlog items before sprint planning. The document discusses how backlog refinement helps teams gain a shared understanding of requirements, rather than one person assigning work. It emphasizes that collaboratively discussing and refining items leads to better planning and quality than if work is handed off. Teams are encouraged to practice techniques like defining user roles and core requirements during the backlog refinement session.
Agile2014 conference presentation on "Smart Scaling" - how to compare scaling approaches. Our Agile Scaling Knowledgebase (ASK) and Decision Matrix help provide an objective way to compare approaches.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
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A Coach's role in creating Cultural Awareness and Role Modeling for Coherence (June 2020 Agile Denver Coaching SIG)
1. PROPRIETARY AND CONFIDENTIAL ACCELERATE AGILITY
An Agile Coach's Role in creating Cultural Awareness
and Role-Modeling for Coherence
Agile Denver Coaching SIG
June 17 2020
2. AGILE VELOCITY
INTRO
2
Richard Dolman
Enterprise Agility Coach
richard.dolman@agilevelocity.com
linkedin.com/in/richarddolman
I try to help people and
organizations unlock their hidden
potential.
As an enterprise agility coach and
trainer, I get to work with awesome
people, who inspire and challenge me.
richard@agiledenver.org
5. AGILE VELOCITY
1. YOU DON’T HAVE TO BE A BIG SHOT.
1. SET THE BAR HIGH.
1. INSPIRE OTHERS.
1. LOOK IN THE MIRROR.
1. STAND FOR SOMETHING.
1. WALK THE TALK.
1. INTEGRITY MATTERS.
1. BE RESPECTFUL.
1. BELIEVE IN YOURSELF.
1. HOLD PEOPLE ACCOUNTABLE.
1. NOBODY’S PERFECT - CERTAINLY NOT ME!
1. YOU’RE JUDGED BY THE COMPANY YOU KEEP.
1. YOUR SOUL IS NOT FOR SALE.
Role-Modeling
13 Traits of a good Role Model
BE RESPECTFUL
The Golden Rule - Treat others as you want to be treated.
YOU DON’T HAVE TO BE A BIG SHOT
You don’t have to be in a position of authority or an “expert” to be a role model.
In fact, as a Coach, we have virtually zero authority, but our influence can be
great if we model positive behaviors and practices.
LOOK IN THE MIRROR
Look to see if you’re sending the wrong message. Do you actions align with
your words?
WALK THE TALK
Ensure that your words and actions are consistent.
NOBODY’S PERFECT - CERTAINLY NOT ME!
Accept responsibility for your actions. Get good at the “Failure Bow”. When you
make a mistake, admit fault and show you mean it by taking corrective action.
source: www.franksonnenbergonline.com
6. AGILE VELOCITY
Satir curve - 6 Stages of Change
Status Quo
New /
“Foreign”
event
New Status Quo
Don’t judge.
Don’t try to “fix” them.
Fear needs exploring and
normalizing!
We continue to validate, accept
and respect our client during
this turbulent phase
Integration is where we
develop new possibilities,
reevaluate and let go of old
ways of being.
This is the time where we get
to reflect back all the positive
changes we're seeing!
8. AGILE VELOCITY
Cultural Awareness - Competing Values Framework
Robert Quinn and Kim Cameron, University of Michigan
Culture Type: Clan
Orientation: Collaborative
Leader Type: Facilitator,
Mentor, Team Builder
Value Drivers: Commitment,
Communication, Development
Theory of Effectiveness: Human
development and participation
produce effectiveness
Culture Type: Adhocracy
Orientation: Creative
Leader Type: Innovator,
Entrepreneur, Visionary
Value Drivers: Innovative outputs,
Transformation, Agility
Theory of Effectiveness:
Innovativeness, vision, and new
resources produce effectiveness
Culture Type: Hierarchy
Orientation: Controlling
Leader Type: Coordinator,
Monitor, Organizer
Value Drivers: Efficiency,
Timeless, Consistency and
Uniformity
Theory of Effectiveness: Control
and efficiency with capable
processes produce effectiveness
Culture Type: Market
Orientation: Competing
Leader Type: Hard driver,
Competitor, Producer
Value Drivers: Market share, Goal
achievement, Profitability
Theory of Effectiveness:
Aggressively competing,
customer focus produce
effectiveness
Brief intro of my background.
Ask everyone to post 1-3 words that speak to their view of Coaching or a Challenge they have as a Coach.
Emphasis on Role Modeling
Point out - - - - - > lines mean this is not an explicit, conscious stance, like the others.
It’s “in the background”. It’s how we, as Coaches carry ourselves and how we show up for others.
As such, I’ve found it harder than expected to maintain a high level of “modeling integrity” at times.
*For me, this is not just about modeling Agile or Lean principles. It’s also about modeling behaviors that include empathy, curiosity, humility, resilience, etc.
elaborate…
I assume we’re all familiar with the “ACI Coaching Competency model.
Anyone not familiar, I’m happy to discuss at the end of the session.
Emphasis on Transformation Mastery
*Point out personal development and change as well as organizational
*Reiterate that both models include Mentoring which can be closely linked to Role Modeling.
*Adapted from post by Frank Sonnenberg
YOU DON’T HAVE TO BE A BIG SHOT
You don’t have to be in a position of authority or an “expert” to be a role model. In fact, as a Coach, we have virtually zero authority, but our influence can be great if we model positive behaviors and practices.
SET THE BAR HIGH.
Have high expectations for others and yourself. Avoid the tendency to adjust the target downward just to accommodate mediocrity.
INSPIRE OTHERS.
When you’re a role model, every message you send is critical. Don’t wait for the stars to align to demonstrate good behavior.
LOOK IN THE MIRROR.
Look to see if you’re sending the wrong message. Do you actions align with your words?
STAND FOR SOMETHING.
Good role models have the strength of their convictions. They believe what they say and say what they believe.
WALK THE TALK.
Ensure that your words and actions are consistent.
INTEGRITY MATTERS.
Good role models are open, honest, and trustworthy. Make sure to finish what you start and follow through on commitments.
BE RESPECTFUL.
The Golden Rule - Treat others as you want to be treated.
BELIEVE IN YOURSELF.
Be confident in who you are and what you represent. But balance that confidence with humility.
HOLD PEOPLE ACCOUNTABLE.
Don’t accept bad behavior. Speak up against abuses. Life isn’t a spectator sport.
NOBODY’S PERFECT - CERTAINLY NOT ME!
Accept responsibility for your actions. Get good at the “Failure Bow”. When you make a mistake, admit fault and show you mean it by taking corrective action.
YOU’RE JUDGED BY THE COMPANY YOU KEEP.
Surround yourself with people of high character and integrity.
YOUR SOUL IS NOT FOR SALE.
Listen to your conscience. That’s why you have one.
Pair-Share activity - Which of these resonate most with you and why?
Virginia Satir - 6 Stages of Change
New “Foreign” event - Like starting an Agile Transformation!
Resistance to Change
I my experience, most resistance is born out of uncertainty and a fear or threat that they’re going to lose control.
Change is hard for most, so it's important not to rush people at this stage.
Don’t try to “fix” them, instead hold them "Naturally Creative, Resourceful and Whole".
Chaos
By "Chaos" Virgina Satir was referring to "the system is now operating in ways we cannot predict".
Once the client has begun exploring their own beliefs, motivations, needs, vision and goals they are already moving to a state of chaos - the process of change has begun!
Fear needs exploring and normalising
What this means for us as the coach: Virginia Satir used this stage and considered it vital for deep and lasting change. It's important to note that this stage is where we, the coach, are most likely to get stuck with a client. [If we do get stuck, we can ask for help from a colleague or mentor - while respecting confidentiality of course.] Fear needs exploring and normalizing!
In summary: This phase is where we work with our clients to shift and heal limiting beliefs and perceptions about themselves, their life and the world. We continue to validate, accept and respect our client during this turbulent phase, reminding them of the inner and outer resources they already possess. We normalise stress and fear as an essential part of change, and help them renegotiate their outdated rules, beliefs and coping mechanisms.
Integration
What this means for our clients: Integration is where our clients develop new possibilities, reevaluate and let go of old ways of being. During this stage they'll come up with new ideas, reconsider their beliefs, integrate dormant parts of themselves and explore new ways of looking at themselves and their life. Our clients will have more energy and enthusiasm. They'll see new futures for themselves - beginning to let go of what doesn't serve them, and really go for what they want!
What this means for us as the coach: This is a fun stage for coaches - a stage where a new place of being emerges for our clients. As coaches we can reflect back what we see, encourage the client to connect with what's important, what they want and to try new things. We stretch them (within reason!) to be and do more. How coaches help the client in this stage: This is the time where we get to reflect back all the positive changes we're seeing!
Practice
What this means for our clients: This is the stage where the clients implement and strengthen their new state by practicing! It can be challenging and disheartening in the beginning. And as our clients stick at it, they improve and they begin to feel proud and exhilarated!
What this means for us as the coach: As the client implements and practices their new ideas, they need support. The pull of old patterns is strong. We can encourage the client to connect with their inner strength, remind them what is possible, and point out where they may be slipping back into old ways of thinking and being (obviously without judgement!).
It’s not about changing the culture.
It’s about being aware of your culture and understanding its ability to enable or hinder change.
What is Organizational Culture? - It’s the beliefs, rituals, behaviors and the stories we tell.
Above the line: Traditional Management, Task focused, People as “resources”
Below the line: Leadership, Culture, Growth mindset, People as “resourceful”
An Agile Transformation, like most change initiatives, requires learning new ways of thinking and working.
Change happens by enabling new Experiences for people that changes their Beliefs (about what is possible), which then leads to new Actions being taken (i.e. Psychological Safety empowers people to experiment and try new approaches).
This is how you achieve sustainable, impactful Results.
Leaders and Managers need to be able to be role-models, to model the behaviors they want to inspire in others.
i.e. Being culturally aware that the current Command and Control culture, or archetype, is in competition with the idea of self-organizing teams (a central Agile tenant). Acknowledging this helps us make smarter decisions and helps us handle the difficulties more effectively.
David Marquet story -
During our Leadership Is Language webinar w/ David Marquet and Andy Worshek, Andy talked about how the real test for David’s leadership by Intent approach was - not in how he responded the first time a sailor made a critical mistake - but rather how he responded the second and third time. He pointed out that the rest of the officers and crew truly started to trust his leadership style when he demonstrated and modeled his consistent behavior. They Experienced it and began to Believe it and their Actions and Results became a reflection of that. That is a real Culture shift.
David also shared an anecdote of how, eventually, when they would go through simulation exercises with other submarines, he knew he had the advantage because his officers and crew would be making the decisions and responding to changes better and faster than the others who were still operating in a traditional command and control cultures on other submarines.
Image: The Results Pyramid from Partners in Leadership
CVF:
Individual Leadership Behaviors -- enable --
Specific Types of Culture and Competencies -- that lead to --
Specific Outcomes and Value for the org…
Questions to explore the “dominant characteristics” in understanding Culture:
Organizational Orientation - What values and norms define us?
Leadership style - How does leaders lead?
Team Management - How do frontline managers and staff interact?
Organizational Glue - What holds us together?
Value Drivers - What is our strategic emphasis?
Theory of Effectiveness - How do we succeed?
It’s not as simple as saying “You need to shift your style to ‘X’”
Personal Activity: Examine each of the Leader types and consider how you might model a shift in that thinking or an action one could take.
What triggers should a leader pay attention to in order to be aware of their tendency?
How would be be able to see coherence in our thinking?
Pair-Share activity:
Think of someone you’re coaching now (or recently)... What is their core style?
What could you do to Coach them to think or behave differently if the desire was to shift the culture in a different direction? What could you do as a Coach to model the behavior and/or mindset of a different Style that they might aspire to?
Overview of P2A
Satir curve as the backbone of “path”
Explain each Stage - ALPAA
Explain 3 Levels - Org | System | Team
Brief reference to Business Outcomes, Agile Outcomes and Agile Capabilities
Tie it back to Coaching and individual, culture and role modeling.