My recent presentation to the South Bay OD Network group - thanks for a rich discussion about how the leaders we need today must have different capabilities than the leaders of the last 20 years.
Leadership success is all about the how leaders perceived by his team. The most important thing is leading by example. The holistic and inclusive approach to leadership is the best way forward in leading the people. This presentation is all about Islamic Perspective on Leadership.
www.ccl.org/Transformations
Transformations is a tool for human development based in the work of Bill Torbert & Elaine Herdman Barker in partnership with the Center for Creative Leadership.
Webinar Series Archive is here: http://www.leadingeffectively.com/leadership-explorer/introductory-webinars-for-explorers-and-essentials/
This document discusses various topics related to the role and responsibilities of a Scrum Master. It begins by explaining that a Scrum Master is responsible for helping the team perform at its highest level by removing impediments and facilitating meetings. The document then discusses how a Scrum Master acts as a servant leader without authority, using techniques like active listening and influence. It also addresses how a Scrum Master can motivate a team using intrinsic motivation approaches. The document connects various topics through diagrams and explains concepts like delegation styles, improvement katas, and adapting a facilitation strategy based on a team's competence level. It emphasizes that as a Scrum Master, one gives up command and control to empower the team.
The 7 Duties of Great Software ProfessionalsJurgen Appelo
Some call it "craftsmanship", others prefer to speak of maturity, competence, excellence or skill. No matter what you call it, the software development community is in need of people with a professional attitude towards their work. From self-motivation to goal setting, from connecting with peers to delegating work, there are a number of crucial behaviors that software testers and developers need to adopt to be able to call themselves "professionals".
This document discusses the concept of leadership and why leading by example is important, especially in Africa. It notes that while Africa has abundant natural resources, its people remain impoverished due to issues like colonialism and ineffective leadership. True leadership is defined as influencing others through inspiration rather than power or position. The document outlines false ideologies that prevent leading by example, like viewing leadership as superiority or defining oneself by position. It proposes ways to lead by example, such as taking responsibility, demonstrating integrity, and living by principles. Leading by example is important as it creates a vision for others to follow, enables economic and political development, shifts paradigms, and raises ethical standards.
Transformations Activities January 2017 SU Lead6060, from George SharpCharles Palus
From George Sharp Ed.D., Stockton University
"I engaged the 23 leaders in the first cohort in a six-hour adventure involving the Transformation and Catalyst cards I purchased from The Center for Creative Leadership in November.(www.ccl.org/transformations). During class as well as after the class in the form of email messages, I received very positive feedback from a number of the participants about the use of the cards. Keep in mind that we have integrated a vertical leadership perspective and reflection into each course in the program. So, this was the sixth time that the 23 leaders in this cohort worked in this arena, in some way, and from some perspective. But, it was the first time they were introduced to the cards. (Based upon the feedback, it is apparent that my challenge now is to create several new reflective adventures to reinforce and expand their understanding as they continue their respective growth journey's.)"
Leadership success is all about the how leaders perceived by his team. The most important thing is leading by example. The holistic and inclusive approach to leadership is the best way forward in leading the people. This presentation is all about Islamic Perspective on Leadership.
www.ccl.org/Transformations
Transformations is a tool for human development based in the work of Bill Torbert & Elaine Herdman Barker in partnership with the Center for Creative Leadership.
Webinar Series Archive is here: http://www.leadingeffectively.com/leadership-explorer/introductory-webinars-for-explorers-and-essentials/
This document discusses various topics related to the role and responsibilities of a Scrum Master. It begins by explaining that a Scrum Master is responsible for helping the team perform at its highest level by removing impediments and facilitating meetings. The document then discusses how a Scrum Master acts as a servant leader without authority, using techniques like active listening and influence. It also addresses how a Scrum Master can motivate a team using intrinsic motivation approaches. The document connects various topics through diagrams and explains concepts like delegation styles, improvement katas, and adapting a facilitation strategy based on a team's competence level. It emphasizes that as a Scrum Master, one gives up command and control to empower the team.
The 7 Duties of Great Software ProfessionalsJurgen Appelo
Some call it "craftsmanship", others prefer to speak of maturity, competence, excellence or skill. No matter what you call it, the software development community is in need of people with a professional attitude towards their work. From self-motivation to goal setting, from connecting with peers to delegating work, there are a number of crucial behaviors that software testers and developers need to adopt to be able to call themselves "professionals".
This document discusses the concept of leadership and why leading by example is important, especially in Africa. It notes that while Africa has abundant natural resources, its people remain impoverished due to issues like colonialism and ineffective leadership. True leadership is defined as influencing others through inspiration rather than power or position. The document outlines false ideologies that prevent leading by example, like viewing leadership as superiority or defining oneself by position. It proposes ways to lead by example, such as taking responsibility, demonstrating integrity, and living by principles. Leading by example is important as it creates a vision for others to follow, enables economic and political development, shifts paradigms, and raises ethical standards.
Transformations Activities January 2017 SU Lead6060, from George SharpCharles Palus
From George Sharp Ed.D., Stockton University
"I engaged the 23 leaders in the first cohort in a six-hour adventure involving the Transformation and Catalyst cards I purchased from The Center for Creative Leadership in November.(www.ccl.org/transformations). During class as well as after the class in the form of email messages, I received very positive feedback from a number of the participants about the use of the cards. Keep in mind that we have integrated a vertical leadership perspective and reflection into each course in the program. So, this was the sixth time that the 23 leaders in this cohort worked in this arena, in some way, and from some perspective. But, it was the first time they were introduced to the cards. (Based upon the feedback, it is apparent that my challenge now is to create several new reflective adventures to reinforce and expand their understanding as they continue their respective growth journey's.)"
The document discusses various concepts related to leadership and management. It begins with a quote about empowering oneself and others. It then provides definitions of leadership as influencing others to achieve goals and as an interaction between the leader, followers, and situation. The differences between a leader and manager are outlined, with leaders seen as more innovative and inspiring. Several leadership theories are then summarized, including the Great Man theory, trait theory, behavioral theories, and contingency theories. Different leadership styles like coercive, authoritative, affiliative, democratic, pacesetting and coaching are defined. The document concludes with discussions of motivation theories from McGregor, Maslow, McClelland, and Herzberg.
Are Leaders Born? Or Are They Made? - Linked 2 LeadershipLinked 2 Leadership
The document discusses whether leaders are born or made by compiling opinions on the topic from LinkedIn users. Many respondents believe that leadership skills can be learned and developed with experience, but that some innate qualities are required to become a truly exceptional leader. Others argue that both nature and nurture contribute to effective leadership abilities. In general, there are views that leadership traits come from both inborn tendencies and environmental/learning factors.
The document discusses whether leaders are born or made. It includes responses from multiple individuals who believe leaders can be both born with inherent qualities and made through training and experience. Many responders argue that while some leadership traits may be innate, leadership is ultimately a set of skills that can be learned and improved over time through practice, mentoring and developing experience in different situations.
This document discusses followership and leadership. It provides quotes and questions about defining leadership, leadership role models, why someone should follow a leader, the foundations and transition from followership to leadership. It also discusses situational leadership, sources of power for leaders, and how to build trust and cohesion in a team. The overall message is that leadership requires getting others to willingly follow through inspiration and ethical conduct.
The document discusses a presentation on developing gravitas in public speaking given by Catherine Glynn and Jeremy van Meter of Voce Veritas. Gravitas refers to speaking with seriousness, confidence, and presence. The presentation will cover techniques for improving body language, breathing, posture, use of pauses, and developing an effective elevator pitch and mantras. Glynn and van Meter are experienced acting coaches who help executives strengthen their communication skills.
This cycle represents the ongoing process of leadership. A leader continually refines their vision, sets goals aligned with that vision, plans concrete steps to achieve those goals, takes action by working diligently, and seeks counsel from others to improve. Repeating this cycle allows the leader to continuously learn and grow in their abilities.
Leaders can be born with inherent qualities or learn and develop skills over time. The document discusses two main theories - the trait theory, which believes leadership qualities are innate, and the behavioral theory, which argues leadership can be taught. While some are predisposed to leadership, research concludes both nature and nurture play a role, as successful leaders improve their skills continuously. Leaders must have the right traits but also adapt their behaviors to different situations.
Level 5 leadership is the highest level in a hierarchy of leadership capabilities. It is an essential factor in transforming a good organization into a great one. Level 5 leaders achieve results through a paradoxical combination of personal humility and intense professional will. They focus on the success of the organization above all else and set it up for enduring success beyond their own tenure through succession planning.
This document discusses leadership skills and theories. It addresses what leadership is, identifies traits and skills of effective leaders, and examines key leadership theories like trait theory, behavioral theory, and transformational theory. It also discusses the roles and responsibilities of team leaders in the workplace, including guiding team members, setting objectives, and clarifying roles. The document emphasizes developing one's own leadership potential through self-assessment, getting feedback, and creating an action plan to improve skills.
This document analyzes whether leaders are born or made through education and experience. It discusses theories of leadership and presents research showing that while some natural traits are beneficial, leadership skills can be learned and improved upon. The paper aims to demonstrate that individuals can become effective leaders by committing to continuous self-study, training, and gaining experience over time. A survey of executives found that while integrity was important, leadership programs were highly valued and most leaders participated in training to strengthen their skills.
Collaboration Explorer Webinar Dec 2016 CCL LabsCharles Palus
Collaboration Explorer™ is a prototype brought to you by CCL Labs at the Center for Creative Leadership. We invite your feedback and stories of application. Contact Charles J. Palus, palusc@ccl.org. or David Magellan Horth, horthd@ccl.org
This tool is designed to help people talk about and improve collaboration in their group or organization, and to learn about the principles, practices, and action logics supporting a collaborative leadership culture.
For stories and information visit our support blog at www.leadingeffectively.com/leadership-explorer/category/collaboration/
Collaboration Explorer is based in part on the work of Dr. Edward Marshall with colleagues at the Center for Creative Leadership.
The Leadership Explorer Webinar Series Archive is at: http://www.leadingeffectively.com/leadership-explorer/introductory-webinars-for-explorers-and-essentials/
LEADERSHIP -"Leaders are made, not born - And here is how." from Ole DamMilson Munakami
The document provides information from Ole Dam & Associates, a leadership consulting firm. It discusses various aspects of leadership such as developing leadership abilities, qualities of good leaders, emotional intelligence, and creating vision. It aims to help readers develop their competence and leadership within their organization.
Emotions Explorer featuring Elena Svetieva PhD, an emotion scientist specializing in emotion expression and behavioral measurement of emotion.PhD, University at Buffalo, State University of New York.
Emotions Explorer™ is a tool designed to surface and explore emotions and related feelings. Emotions are a factor in leadership effectiveness — in individual motivation, team performance, conflict and collaboration. Becoming more emotionally intelligent is to be more aware of emotions and better manage our responses. Emotions Explorer is in beta testing in CCL Labs at the Center for Creative Leadership, and we would like your feedback. Contact us at info@ccl.org .
More at: http://www.leadingeffectively.com/leadership-explorer/category/emotions-explorer/
Webinar Series Archive is here: http://www.leadingeffectively.com/leadership-explorer/introductory-webinars-for-explorers-and-essentials/
Leadership abilities are influenced by both innate qualities and environmental factors. While core leadership skills can be learned, truly exceptional leaders seem to possess innate talents for inspiring others. Most contributors believe that great leadership requires both natural predispositions and a commitment to ongoing learning and development.
Leadership Metaphor Explorer CCL Labs Webinar SeriesCharles Palus
Leadership Metaphor Explorer™ is a deck of postcard-size cards illustrated with a rich variety of drawings and captions designed to provoke insights and different perspectives about leadership, in support of creative conversations. By CCL Labs at the Center for Creative Leadership (David Magellan Horth, Charles J. Palus, Steadman Harrison, Lyndon Rego).
More on Leadership Metaphor Explorer here: http://www.leadingeffectively.com/leadership-explorer/category/metaphor/
Webinar Series Archive is here: http://www.leadingeffectively.com/leadership-explorer/introductory-webinars-for-explorers-and-essentials/
Level 5 leaders blend humility and fierce resolve, producing sustained excellence. They are modest yet drive results through inspired standards. They focus on the organization, not themselves, and set up successors for even greater success. Level 5 leadership, along with other factors like getting the right people and culture of discipline, can transform good organizations into great ones.
The document describes the key characteristics of level 5 leadership as exhibited by leaders who were able to transform good companies into great ones. It discusses that level 5 leaders are humble and driven, taking responsibility for failures. They build disciplined people and thought through confronting brutal facts, developing a clear hedgehog concept, and creating a culture of discipline. Technologies are used to accelerate momentum established through the flywheel effect of consistent, long-term efforts in the right direction defined by the hedgehog concept.
This document discusses factors that contribute to the development of leadership skills. It summarizes that leadership is complex and influenced by a variety of variables, including personal traits, drives for power, training, experience, intelligence, competence, power, circumstances, and the needs of followers. The document then examines specific leadership traits, leadership drives, the debate around whether leaders are born versus made, formative experiences that shape leaders, the importance of both experience and training, different sources of power for leaders, and factors that enable charismatic leadership.
The document discusses various concepts related to leadership including leadership styles, theories of leadership, factors that affect leadership style, and qualities of effective leaders. It describes different leadership styles such as autocratic, benevolent, laissez-faire, and team leadership. It also discusses theories of leadership including trait theories and invitational leadership. Additionally, it outlines qualities like honesty, confidence, communication skills, and relationship building that effective leaders possess.
Sample slides from workshops (slideshare)Michael Short
The document contains slides from a presentation on organizational culture and team dynamics. It discusses topics like psychological safety, defining culture and values, leadership challenges, and building effective teams. The slides use exercises and metaphors to explore how a team views its past, present and future, and to develop a shared understanding of its culture and ways of working.
The document discusses various concepts related to leadership and management. It begins with a quote about empowering oneself and others. It then provides definitions of leadership as influencing others to achieve goals and as an interaction between the leader, followers, and situation. The differences between a leader and manager are outlined, with leaders seen as more innovative and inspiring. Several leadership theories are then summarized, including the Great Man theory, trait theory, behavioral theories, and contingency theories. Different leadership styles like coercive, authoritative, affiliative, democratic, pacesetting and coaching are defined. The document concludes with discussions of motivation theories from McGregor, Maslow, McClelland, and Herzberg.
Are Leaders Born? Or Are They Made? - Linked 2 LeadershipLinked 2 Leadership
The document discusses whether leaders are born or made by compiling opinions on the topic from LinkedIn users. Many respondents believe that leadership skills can be learned and developed with experience, but that some innate qualities are required to become a truly exceptional leader. Others argue that both nature and nurture contribute to effective leadership abilities. In general, there are views that leadership traits come from both inborn tendencies and environmental/learning factors.
The document discusses whether leaders are born or made. It includes responses from multiple individuals who believe leaders can be both born with inherent qualities and made through training and experience. Many responders argue that while some leadership traits may be innate, leadership is ultimately a set of skills that can be learned and improved over time through practice, mentoring and developing experience in different situations.
This document discusses followership and leadership. It provides quotes and questions about defining leadership, leadership role models, why someone should follow a leader, the foundations and transition from followership to leadership. It also discusses situational leadership, sources of power for leaders, and how to build trust and cohesion in a team. The overall message is that leadership requires getting others to willingly follow through inspiration and ethical conduct.
The document discusses a presentation on developing gravitas in public speaking given by Catherine Glynn and Jeremy van Meter of Voce Veritas. Gravitas refers to speaking with seriousness, confidence, and presence. The presentation will cover techniques for improving body language, breathing, posture, use of pauses, and developing an effective elevator pitch and mantras. Glynn and van Meter are experienced acting coaches who help executives strengthen their communication skills.
This cycle represents the ongoing process of leadership. A leader continually refines their vision, sets goals aligned with that vision, plans concrete steps to achieve those goals, takes action by working diligently, and seeks counsel from others to improve. Repeating this cycle allows the leader to continuously learn and grow in their abilities.
Leaders can be born with inherent qualities or learn and develop skills over time. The document discusses two main theories - the trait theory, which believes leadership qualities are innate, and the behavioral theory, which argues leadership can be taught. While some are predisposed to leadership, research concludes both nature and nurture play a role, as successful leaders improve their skills continuously. Leaders must have the right traits but also adapt their behaviors to different situations.
Level 5 leadership is the highest level in a hierarchy of leadership capabilities. It is an essential factor in transforming a good organization into a great one. Level 5 leaders achieve results through a paradoxical combination of personal humility and intense professional will. They focus on the success of the organization above all else and set it up for enduring success beyond their own tenure through succession planning.
This document discusses leadership skills and theories. It addresses what leadership is, identifies traits and skills of effective leaders, and examines key leadership theories like trait theory, behavioral theory, and transformational theory. It also discusses the roles and responsibilities of team leaders in the workplace, including guiding team members, setting objectives, and clarifying roles. The document emphasizes developing one's own leadership potential through self-assessment, getting feedback, and creating an action plan to improve skills.
This document analyzes whether leaders are born or made through education and experience. It discusses theories of leadership and presents research showing that while some natural traits are beneficial, leadership skills can be learned and improved upon. The paper aims to demonstrate that individuals can become effective leaders by committing to continuous self-study, training, and gaining experience over time. A survey of executives found that while integrity was important, leadership programs were highly valued and most leaders participated in training to strengthen their skills.
Collaboration Explorer Webinar Dec 2016 CCL LabsCharles Palus
Collaboration Explorer™ is a prototype brought to you by CCL Labs at the Center for Creative Leadership. We invite your feedback and stories of application. Contact Charles J. Palus, palusc@ccl.org. or David Magellan Horth, horthd@ccl.org
This tool is designed to help people talk about and improve collaboration in their group or organization, and to learn about the principles, practices, and action logics supporting a collaborative leadership culture.
For stories and information visit our support blog at www.leadingeffectively.com/leadership-explorer/category/collaboration/
Collaboration Explorer is based in part on the work of Dr. Edward Marshall with colleagues at the Center for Creative Leadership.
The Leadership Explorer Webinar Series Archive is at: http://www.leadingeffectively.com/leadership-explorer/introductory-webinars-for-explorers-and-essentials/
LEADERSHIP -"Leaders are made, not born - And here is how." from Ole DamMilson Munakami
The document provides information from Ole Dam & Associates, a leadership consulting firm. It discusses various aspects of leadership such as developing leadership abilities, qualities of good leaders, emotional intelligence, and creating vision. It aims to help readers develop their competence and leadership within their organization.
Emotions Explorer featuring Elena Svetieva PhD, an emotion scientist specializing in emotion expression and behavioral measurement of emotion.PhD, University at Buffalo, State University of New York.
Emotions Explorer™ is a tool designed to surface and explore emotions and related feelings. Emotions are a factor in leadership effectiveness — in individual motivation, team performance, conflict and collaboration. Becoming more emotionally intelligent is to be more aware of emotions and better manage our responses. Emotions Explorer is in beta testing in CCL Labs at the Center for Creative Leadership, and we would like your feedback. Contact us at info@ccl.org .
More at: http://www.leadingeffectively.com/leadership-explorer/category/emotions-explorer/
Webinar Series Archive is here: http://www.leadingeffectively.com/leadership-explorer/introductory-webinars-for-explorers-and-essentials/
Leadership abilities are influenced by both innate qualities and environmental factors. While core leadership skills can be learned, truly exceptional leaders seem to possess innate talents for inspiring others. Most contributors believe that great leadership requires both natural predispositions and a commitment to ongoing learning and development.
Leadership Metaphor Explorer CCL Labs Webinar SeriesCharles Palus
Leadership Metaphor Explorer™ is a deck of postcard-size cards illustrated with a rich variety of drawings and captions designed to provoke insights and different perspectives about leadership, in support of creative conversations. By CCL Labs at the Center for Creative Leadership (David Magellan Horth, Charles J. Palus, Steadman Harrison, Lyndon Rego).
More on Leadership Metaphor Explorer here: http://www.leadingeffectively.com/leadership-explorer/category/metaphor/
Webinar Series Archive is here: http://www.leadingeffectively.com/leadership-explorer/introductory-webinars-for-explorers-and-essentials/
Level 5 leaders blend humility and fierce resolve, producing sustained excellence. They are modest yet drive results through inspired standards. They focus on the organization, not themselves, and set up successors for even greater success. Level 5 leadership, along with other factors like getting the right people and culture of discipline, can transform good organizations into great ones.
The document describes the key characteristics of level 5 leadership as exhibited by leaders who were able to transform good companies into great ones. It discusses that level 5 leaders are humble and driven, taking responsibility for failures. They build disciplined people and thought through confronting brutal facts, developing a clear hedgehog concept, and creating a culture of discipline. Technologies are used to accelerate momentum established through the flywheel effect of consistent, long-term efforts in the right direction defined by the hedgehog concept.
This document discusses factors that contribute to the development of leadership skills. It summarizes that leadership is complex and influenced by a variety of variables, including personal traits, drives for power, training, experience, intelligence, competence, power, circumstances, and the needs of followers. The document then examines specific leadership traits, leadership drives, the debate around whether leaders are born versus made, formative experiences that shape leaders, the importance of both experience and training, different sources of power for leaders, and factors that enable charismatic leadership.
The document discusses various concepts related to leadership including leadership styles, theories of leadership, factors that affect leadership style, and qualities of effective leaders. It describes different leadership styles such as autocratic, benevolent, laissez-faire, and team leadership. It also discusses theories of leadership including trait theories and invitational leadership. Additionally, it outlines qualities like honesty, confidence, communication skills, and relationship building that effective leaders possess.
Sample slides from workshops (slideshare)Michael Short
The document contains slides from a presentation on organizational culture and team dynamics. It discusses topics like psychological safety, defining culture and values, leadership challenges, and building effective teams. The slides use exercises and metaphors to explore how a team views its past, present and future, and to develop a shared understanding of its culture and ways of working.
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.
Leadership & Management Development Module - May 2010GraemeDB
Stephen Covey said that whatever is at the center of our life will be the source of our security, guidance, wisdom, and power. Leadership is about looking outward and inspiring others through affirming their worth, while management looks inward and focuses on planning and problem solving. Effective leadership comes from being a leader, not just pretending or emulating styles, and requires accountability and taking time to listen to others.
Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to "lead" or guide other individuals, teams, or entire organizations. Specialist literature debates various viewpoints, contrasting Eastern and Western approaches to leadership, and also (within the West) United States versus European approaches. U.S. academic environments define leadership as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task"
Leadership development occurs through five levels: position, permission, production, relationship, and reproduction. Effective leaders inspire enthusiasm rather than fear, empower others, and prioritize people development. Integrity is the most important leadership ingredient - a leader's words and actions must be aligned. Leaders must solve problems by ensuring people know what to do, how to do it, and why it's important through overcoming obstacles. Attitude is a key asset, and leaders adjust to challenges rather than complaining. Qualities of good leaders include honesty, delegation, communication, confidence, commitment, and inspiration. Strategic thinking for teams involves developing a mission, vision, goals, objectives and using governance tools like a constitution.
The document discusses organizational change in an agile world. It provides perspectives on managing resistance to change by understanding the reasons for reactions to change. It also outlines approaches for executing change, including establishing a vision and direction, building skills and incentives, creating plans and tracking progress, and using improvement approaches like the Toyota Kata.
This document discusses leadership qualities and types of leaders. It defines organizational leaders and the basic elements of leadership, including influencing others to achieve goals or tasks. The document outlines key leadership functions such as defining tasks, planning, motivating, organizing, and leading by example. It also differentiates between a leader and boss and provides tips for developing leadership skills and a people-oriented approach.
Guiding Change for Professionals Henley Business School (HBS) Alumni 14 Oct-2014Assentire Ltd
Supporting slides used as part of the Henley Business School Alumni SIG Event organised by the Leadership of Organisational Change Committee.
Held on the 14th of October 2014 at AECOM, Mid City Place, 71 – 77 High Holborn London WC1V 6QS.
Original event details: http://www.henley.ac.uk/events/guiding-change-for-professionals
The document discusses various models and principles of followership. It begins by outlining four principles of followership, noting that everyone takes on follower roles at some point. It then examines the Potter and Rosenbach followership model, which categorizes followers into politician, partner, subordinate, and contributor roles based on their focus on performance and relationships. Next, it analyzes the Curphy followership model, which evaluates followers based on their critical thinking and engagement levels, identifying four follower types: criticizer, self-starter, slacker, and brown-noser. The document concludes by discussing the role of leaders in bringing about social change and qualities of effective social work leaders.
This document discusses Ruimin Zhang, the leader of Haier, and whether leaders are born or made. It analyzes Zhang's life history and leadership style. Zhang displays qualities of both a charismatic and transformational leader, inspiring motivation and encouraging trust among employees. The document recommends that Zhang continue innovating management techniques to seize opportunities and serve as a model for Asian leaders.
The Quality Manager Needs to be a Leader.pptxScottDSiders1
Quality Managers at environmental testing laboratories need to be Leaders. This training presentation broadly covers the topic and provides insights on leadership types, characteristics and application in the laboratory.
This document discusses the differences between leadership and management. It provides definitions and examples of each:
- Leadership involves providing vision and motivating people, while management focuses on ensuring tasks are completed through others.
- A leader-manager combines both roles by thinking long-term, constantly striving for improvement beyond their immediate responsibilities, and emphasizing vision and values over status quo.
- Successful leadership requires followers, communication within the situation, and developing skills at multiple levels from position to respect. Important ingredients include priorities, integrity, and creating positive change.
- Reflecting on a service learning project, the document examines lessons around personal success, learning, and developing a sense of civic responsibility. Principles of
Lessons from lockdown
Tuesday 8 September 2020
presented by
Ian Cribbes and Vicki Griffiths
with the content co created also by Tim Lyons and Sarah Coleman
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/lessons-from-lockdown-webinar/
Rod Willis discusses resistance to change from a leader's perspective based on research of 15 seasoned practitioners representing over 55 change programs. The research found that over 65% of challenges to change were related to issues below the typical "barrier to change" focus on skills and awareness, such as interpersonal relationships, team dynamics, and understanding human motivation. An innovation audit framework was developed and tested to help organizations better understand group dynamics, relationships, and individual drivers to more successfully manage change initiatives.
The Quality Manager Needs to be a LeaderScottDSiders1
Training presentation on the Quality Manager's necessary role as a leader within accredited environmental testing laboratories. Discusses quality management leadership, leadership styles and characteristics of a leader. Provides references for further study and ways to determine your leadership style. Utilize this presentation as you see fit.
The Quality Manager Needs to be a Leader (edited 03252023).pptxScottDSiders1
Leadership training presentation for Quality Managers at environmental testing laboratories. Discusses why a quality manager needs to be a leader, leadership styles and characteristics of a leader.
Presentations for the Virginia Agriculture Leaders Obtaining Results (VALOR) program. Highlights perceptions of leadership, principles of strengths-based leadership, and framework for courageous followership.
This document discusses employee motivation in 3 paragraphs:
1) It defines motivation and discusses theories of motivation including Maslow's hierarchy of needs, McGregor's XY theory, and McClelland's motivational needs theory focused on achievement, affiliation, and power.
2) It discusses factors that motivate employees both externally like salary and benefits, and internally like achievement and responsibility.
3) It covers reasons for demotivation and why employees leave jobs, such as lack of learning opportunities, feedback, and challenges or bad bosses. The document aims to understand what drives employee actions and how to motivate maximum performance.
Aronagh managing performance hr forum pakistan 28112013_finalBettina Pickering
Managing staff performance in an international environment. overview of the challenges of effectively managing performance across borders and cultures, share practical insights and actions that you can take to manage and improve cross border and cross cultural performance in your organisation. The presentation addresses issues regarding expats, international project team dynamics and cross border line management, you will have an opportunity to ask questions at the end.
What you will learn :
•The one surprising key factor to building a strong multi-cultural team
•Key elements on how to fostering cultural intelligence to prevent conflicts and misunderstandings
•How to use values to motivating staff from different cultures
•Tips on how to deal with poor performance across borders
Similar to Growing Change Agile Leaders - Why, What and How (20)
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
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Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
2. OUR JOURNEY TODAY
• Shortage of leaders
• Knowing what’s needed
• Broadening our aperture
• Personality type
• Leadership Intelligence
• Five part strategy
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
4. IN A WORLD OF RELENTLESS CHANGE
Shorter
Time
To
Market
Constant
Innovation
New
Business
Models
Frequent
Reorganizations
Contingent
Labor
Stakeholders
&
Steering
Committees
Globalization
Operational
Excellence
Flexible
Workforce
Evolving
Customer
Needs
Big
Data
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
5. L E A D E R S A R E M O R E I M P O R TA N T T H A N E V E R
6. THE GROWING SHORTAGE OF LEADERS
6
• Demand v. Supply
• Quality
DEMAND
• Development
SUPPLY
(c) 2013 Pam Fox Rollin and Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
7. DEMAND: WHAT “THE EXPERTS” SAY
Organizations have huge needs
• Many leadership openings
• Few organizations have adequate
succession plans
• Many succession candidates fail
• “Grow your own” is best, but takes a
long time
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
8. SUPPLY: DEMOGRAPHICS (US)
The pool is shrinking
• Many people expected to retire
• Most senior management
• Not as many in replacement generation,
and “they are different”
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
9. QUALITY IS DISAPPOINTING
Not enough, not good enough
• Senior executives doubt execution
ability
• Massive spending on leadership training,
with disappointing results
• Global leaders increasingly dissatisfied
with development offered
• Circumstances worse at multi-nationals
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
10. LEADING IS MORE DEMANDING
•
•
•
•
•
•
Global roles
Multi-functional and multi-disciplinary
Managing ‘experts’
Information widely distributed
Technology enabled
Geographically dispersed
• Relentless change
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
12. WHERE ARE ALL THE LEADERS?
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
13. WHO DO WE SEE?
Need for
leaders
Perceived
pool
“Leaders
are…”
Educated
White men
Older
Right experience,
Right “fit”
(c) 2013 Pam Fox Rollin and Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
?
16. IT’S A VUCA WORLD
V = VOLATILITY
U = UNCERTAINTY
C = CHAOTIC
A = AMBIGUOUS
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
17. MANY LEADERS AREN’T CUTTING IT
70 % of major initiatives fail to deliver expected value
• Top-down change does not work
• Complacency > Urgency
• Leadership coalition must be strong enough to overcome tradition
and inertia
• Difficulties of producing real and lasting change are routinely
underestimated
• Removing culture inhibitors takes enormous courage and political
capital
• Change messages are lost in a sea of general business
communications
• Victory declared too soon, and before whole organization feels it
• Ultimately the change that can be made neither addresses the root
causes or produces lasting value
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
18. WHAT DO YOU SEE AS MOST NEEDED?
Last 10 Years
•
•
•
•
•
Next 10 Years
•
•
•
•
•
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
19. LOTS OF DIFFERENT VIEWS
FROM
TO
Hierarchical authority (most senior)
Adaptable authority (best placed)
Competitive might
Creative domination
Manage to predictable results
Produce in chaotic environments
Plan implementation
Plan for readiness
Risk avoidance
Risk tolerant
Results directed
Values directed
Avoiding complexity
Maneuvering in complexity
Deciding and delegating
Leading change & transformation
Linear thinking
Adaptive thinking
Focus on producing
Focus on learning
Self-awareness; situational
awareness and adaptability
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
20. LEADERSHIP IS A PRACTICE
• Simple model, not easy
• Develop by building on
strengths
• Embrace polarity
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
21. WHAT LEADERS DO
Set direction
“Where we are
going.”
Inspire and engage
people
“Come on along.”
Mobilize execution
“How to best get the
work done.”
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
22. SET DIRECTION
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
23. INSPIRE OTHERS
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
24. MOBILIZE EXECUTION
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
25. THE NEW ESSENCE OF CHANGE
LEADERSHIP
To develop VUCA leaders … develop agility,
adaptability, innovation, collaboration,
communication, openness to change, and other,
higher-order critical thinking skills.
UNC Kenan/Flagler Executive Education, 2013
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
26. BUILDING CHANGE AGILITY
(ABILITY TO ADAPT QUICKLY AND EFFICIENTLY TO CAPITALIZE ON EMERGING BUSINESS OPPORTUNITIES)
Prioritize &
initiate
change
= Executive Mgmt
= Initiative Leaders;
People Managers
Sponsor
change
= PM, CM,
Initiative team
= ALL employees
Coach
employees
through
change
Lead
change
Assimilate
lessons
learned
Manage
change
Identify
opp’s for
change
Become
resilient
Embed
changes
Ensure
results
Manage
portfolio of
changes
= Ptf Mgt & Exec
Mgmt
= Change coach
(CM, OD, PM, HR…)
Counsel
change
leaders
(c) 2013 Erin McAuley and Sharon L Richmond. Permission granted for personal use, with slides fully intact.
27. WHAT CHANGE LEADERS DO
Set direction
“Where we are
going.”
Inspire and engage
people
“Come on along.”
Mobilize execution
“How to best get
the work done.”
•
•
•
•
•
Set strategic priorities
Understand what to solve for
Define destination
Clarify measures of success
Communicate “why” and “what”
•
•
•
•
•
•
•
Build a strong coalition of Accountables
Incorporate multiple perspectives
Embrace differences of all kinds
En-Courage participation
Welcome and understand concerns
Appeal to varying motivations
Engage people for ‘how’ and ‘when’
•
•
•
•
•
•
Allocate resources
Clarify accountabilities
Empower decision-makers
Remove barriers
Stay the course
Champion the team’s success
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
29. HOW TO SEE MORE LEADERS?
• Bias and habits of thought keep us from seeing that
we have leaders all throughout our organizations
• Neuroscience – fear vs support
• Personality type – organized vs diffuse
• Emotional intelligence – hard vs soft
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
30. NEUROSCIENCE
• People need social connections
• Our brains are wired to help us seek social pleasure and
avoid social pain
• Exclusion, rejection, disapproval, evaluation, unfairness = pain
• Caring, acceptance, encouragement, fairness, autonomy =
pleasure
• We must feel safe in order to learn and change
• Workplaces are ‘polluted’ with stress and anxiety
• Uncertainty triggers amygdala
• Lack of control decreases motivation, pain tolerance, health
• Where there is fear, there is no safety
• Drives out innovation and creativity
• Impulses override instincts
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
31. NEUROSCIENCE
We have in-built biases
• We instantly and unconsciously
recognize faces from our own
social group (in-group)
• We categorize out-group faces
faster than we can detect it
• Out-group faces activate our
amygdala – “threat and
danger” feeling leads to
characterizing
• We then mentalize – inferring
traits, motives and perspective
• We have less empathy for
different others
Bias… is an… automatic response
involving the complex neurological
interplay between prejudice--a
negative emotional reaction to outgroup members--and stereotype,
the cognitive beliefs about those
members.
Like other emotional reactions,
prejudice develops in the
amygdala and is "learned quickly”
David Amodio, Patricia Devine
Journal of Personality and Social
Psychology
Reported in TIME Magazine, May 2012
Google: ProjectImplicit
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
32. GOOD NEWS
• We can improve cognitive control
• Mindfulness practice – increase awareness
• Enhance control functions – vigilance, clear action plans,
practice behaviors
• Set clear and fair procedures to offset categorical thinking
• We can reframe someone into ‘in group’
• Create sub-teams
• Highlight “like me” vs “not like me”
• Common goals to create identity
• We can capitalize on diversity
• Leverage different views, experiences (as well as
knowledge) to benefit the group
• Decrease anxiety about differences to increase empathy
Findings from David Amodio, Patricia Devine. For more, visit www.amodiolab.org
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
33. CREATE A LEARNING ENVIRONMENT
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
34. DIFFERENCES AFFECT PERFORMANCE
Interpersonal
Congruence
High
Average
High Performance
Low
Average
Low Performance
Low
Diversity
High
83 teams of 4-6 graduate students across 9 weeks together
(c) 2013 Pam Fox Rollin and Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
35. WHAT DOES THIS MEAN?
“Differences are normal and OK”
“I am seen here as I see myself”
“I want to learn from others”
Diversity becomes productive
(c) 2013 Pam Fox Rollin and Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
36. LEADERSHIP COMES IN ALL TYPES
ISTJ:
Responsible Executors
ISTP:
Nimble Pragmatists
ESTP:
Dynamic Mavericks
ESTJ:
Efficient Drivers
ISFJ:
Dedicated Stewards
ISFP:
Practical Custodians
ESFP:
Enthusiastic
Improvisers
• ESFJ:
Committed Builders
•
•
•
•
•
•
•
¡
¡
¡
¡
¡
¡
¡
¡
¡
¡
¡
INFJ: Insightful Motivators
INFP: Inspired Crusaders
ENFP: Impassioned
Catalysts
ENFJ: Engaging Mobilizers
INTJ:
Visionary Strategists
INTP: Expansive Analyzers
ENTP: Innovative Explorers
ENTJ: Strategic Directors
Age and maturity
Power and status
Values and motivation
(c) 2013 Sharon L Richmond. Introduction to Type and Leadership
Permission granted for personal use, with slides fully intact.
37. (c) 2013 CPP, Inc, and Sharon L Richmond. Permission granted only for personal use.
38. PERSONALITY TYPE AND LEADERSHIP
• Making good decisions in ambiguous conditions
• Communicating and pursuing a clear vision
• Building effective working relationships
• Making full use of each person’s abilities
• Being adaptable and open to change – and
helping other do the same
• Tolerating and inviting healthy disagreements and
conflict
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
39. HOW CAN TYPE HELP GROW LEADERS?
• Many ways to lead
• Everyone has the potential: will & skill
• Choice is critical
• Blind spots are related to type preferences
• Conscious and intentional development take
energy and patience, and reinforcement
•
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
40. EQ: WHY LEADERS DERAIL
Four key derailers1
1.
2.
3.
4.
Problems with interpersonal relationships
Failure to meet business objectives
Failure to build and lead a team
Inability to change or adapt during a transition
EQ abilities differentiate those who succeed
1
Center for Creative Leadership, Van Velsor and Leslie, 1995
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
41. HOW EQ HELPS GROW LEADERS
• Understanding Self improves confidence and
courage
• Understanding Others improves empathy,
compassion, valuing differences, knowledge of
motivators and priorities
• Managing Self improves communication,
innovation, and influencing
• Managing Social Interactions – adds it all up for
improved collaboration and innovation, as well as
mobilizing for execution
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
42. HOW CAN YOU GROW MORE AGILE
LEADERS IN YOUR WORKPLACE?
• Small group discussion
• Call outs
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
44. CULTIVATE LEADERS
• Broaden your images of “leader”
• Update competency models
• Review succession Hi-Po’s
• Measure outcomes (advances)
• Leverage past investments
• Personality type
• Interpersonal skills
• EQ / Resilience skills
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
45. HELP LEADERS EXPAND THEIR ROLE
Target-Driven:
Let’s deepen
your learning
Facilitating
Coaching
Leading
Sports
Coaching
Training
Helper-Driven:
Here’s what you
need to learn
Mentoring
Consulting
Supervising
Helper-Driven:
Do as I say
Target-Driven:
Do as you will
(c) 2013 Pam Fox Rollin and Sharon L Richmond.
Please do not use without explicit permission. Pending publication.
46. HELP LEADERS WALK THEIR TALK
• Define clear behavioral indicators of what the values
look like in action
• Build a feedback-rich culture (skills and courage)
• Provide an interpersonal awareness curriculum that
includes engaged executives
• Provide leaders with coaching on their own behaviors
• Provide regular feedback loop to leaders – so they know
how they are being perceived and can self-correct
• Teach leaders to coach others for development
• Eliminate stacked rank evaluations
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.
47. FIVE PART STRATEGY
1. Have leaders as cultural exemplars.
2. Systems fully aligned to support behaviors
3. Leaders learn how to coach for growth
4. Hi-po leaders get top projects, with best exec
sponsors to develop them
5. Leaders advance only when proven
Leaders developing leaders.
(c) 2013 Sharon L Richmond.
Permission granted for personal use, with slides fully intact.