Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
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/
Examining a global NGO’s collective capacity to leadCharles Palus
Examining a global NGO’s collective capacity to lead, featuring Patrick Sweet, Cindy McCauley, & Robert Burnside. 1) Identify groups whose shared work is central to the organization’s success. 2) Invite group members to complete the DAC survey about leadership outcomes in their group. 3) Compile and analyze responses from 920 individuals, and create focus groups for DAC best practices.
http://cop.ccl.org/connected/connect/webinar-archive/
Change is non only constant but also continuous. As project and program managers, we need to constantly adopt to changes in Technology, Leadership, Marketplace, and Environment.
In one of the NC PMI leadership meetings Steve Winterbottom, Vice President of Cisco Systems, spoke about the change and how we can manage the changes to be a successful leader.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
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/
Examining a global NGO’s collective capacity to leadCharles Palus
Examining a global NGO’s collective capacity to lead, featuring Patrick Sweet, Cindy McCauley, & Robert Burnside. 1) Identify groups whose shared work is central to the organization’s success. 2) Invite group members to complete the DAC survey about leadership outcomes in their group. 3) Compile and analyze responses from 920 individuals, and create focus groups for DAC best practices.
http://cop.ccl.org/connected/connect/webinar-archive/
Change is non only constant but also continuous. As project and program managers, we need to constantly adopt to changes in Technology, Leadership, Marketplace, and Environment.
In one of the NC PMI leadership meetings Steve Winterbottom, Vice President of Cisco Systems, spoke about the change and how we can manage the changes to be a successful leader.
#EntAnon (Entrepreneurs Anonymous, www.entanon.com) workshop facilitated by Insights Ireland consultant Laurence Knell (@laurenceknell) at the Bank Of Ireland premises Grand Canal Square in #Dublin (@BoIStartups) 10 February 2016.
To be able to effectively and sustainably test in Agile projects the test activities must be properly integrated in the Agile approach. To be efficient and effective automation is essential. In this webinar Rik will cover subjects like Footholds for testing from the Manifesto, the role of Product Owner, Scrum Master and Agile team members, Test Strategy and Test Levels (e.g. E2E-testing), TMap & ISTQB (Agile Extension) and DevOps.
Key Takeaways:
1) Be adaptive
2) Use a risk-based approach
3) Testing activities must be automated as much as possible
www.eurostarconferences,com
http://testhuddle.com/resource/integrate-test-activities-in-agile/
This is a copy of my Power Point presentation on the topic of Organizational Culture Theory and Critical Theory. This lecture was taught at Suffolk University Communication Department on March 22, 2011.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
ELC 2015 Innovative Leadership Development pre conference workshop slidesChris Jansen
One day pre-conference workshop at EARCOS Leadership Conference in Bangkok Nov 2015. Co-facilitating with Brian O'Maoileoin, Primary Principal from United World College (Singapore - Dover).
In the Leadership Lab, the theory gives way to practice, as fellows participate in a series of project-based exercises and managerial simulations designed to create the mixture of urgency and ambiguity that frequently accompanies real life leadership challenges. Fellows then analyze the decisions and behaviors they exhibited under such conditions, to build greater self-
awareness.
Motivations, outcomes and implications of structured professional development...SEDA
Professional Development (PD) in Higher Education in the Irish Context
Collaborative PD in action
Benefits of Collaborative approach to PD
Next steps - Round table discussions
Debrief & implications for practice
Shared Leadership: A Tool for Innovation, Engagement, and InclusionMax Freund
For years, nonprofit leaders have questioned the utility of traditional models of top-down staff leadership structures. But the growing body of research on alternatives – from co-directorship to distributed leadership to self-organizing teams – has been difficult to sort through. In this highly participatory session, participants will explore emerging models, the research on what works (and what doesn’t), and how capacity builders can help organizations adopt leadership structures that work. As the session exercises build upon the previous ones, participants are asked to attend the full session.
Session offered at the 2015 conference of the Alliance for Nonprofit Management by Mike Allison (Michael Allison Consulting), Sean Thomas-Breitfeld (Building Movement Project), and Max Freund (LF Leadership).
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
Report from Learning Leader Symposium in conjunction with the MACPA Innovation Summit. Featuring Learning Trends from Julie Duda @ Bersin, Vinay Nilakantan @ Meridian, Tom Hood @MACPA. Panel of CPA Firm Learning Leaders and a facilitated discussion by Pam Devine & Laura Dorsey-Shaner.
1) How student organization can affect the leadership developm.docxmonicafrancis71118
1) How student organization can affect the leadership development (leadership traits) of a
student., person.
2) Why students take on leadership role in the student union (organization)
3) Forcus on Erasmus in Sweden
4) The potential of student organizations for developing leadership
5) Volunteer
6) What motivation do students have when taking a leadership role a volunterely
7) The Significance of Student Organizations to Leadership Development
8) Motivation Factors for Students’ Pursuit of Leadership Positions
9) The effect
10) How can the leadership position in Erasmus student network affects the development of a
leadership skills of an individual (student) – qulitative
11) What leadership skills could be debeloped as a result of taking a leadership role in
Erasmus student network
12) To what extent does taking a leaderhip position in ESN effect the development of
leadership skills
13) What motivates students to take on a leadership role within a student organization
14) The effect of student organization pn leadership development of a student
Role of student organizations in developing leadership capacity in students,
By participating in a student organization students learn how to:
1) Recruit new members (persuasion, communication, charisma)
Determine why your membership numbers are low and the kind of members you
want to recruit.
Develop a personalized recruitment and marketing plan for your student organization.
2) Find ways to get funding (planning, making deals)
3) Learn how to be creative with your current funding and how to gather funds from
additional sources your organization has access to.
4) Become familiar with the forms and channels at UNL that allow your organization to
manage its funds.
5) Engage and motivate members
6) Discover ways to motivate and engage your members to remind them why they
joined your organization.
7) Develop a sense of community in your organization and retain more of your current
members for the next academic year.
8) 4) Make your programs great
9) 5) Lead with purpose
10) Is the leadership team of your organization working together to meet common goals?
Are your student leaders aware of each other’s strengths and how to best use them
strategically for the success of your student group?
11) Assess each leader’s skills and strengths and learn how to utilize them effectively to
achieve the goals of the organization.
12) Become more successful leaders inside and outside of your student organization.
Gain practical experience in safe environmentt,
Engage with diverse group of people,
True leaders – the one of the same status and experience but stand out from the crowd –
respected and they vote for him/her.
Voluntarily basis
Why important?
Learn more about yourself – Self leadership – voluntarily
You can understand more about yourself, your strengths, interests, and goals. Whether it is
developing a new idea, multitasking, or helping others, you can find out w.
Co-Design for innovation - Keynote address @ SSPA (Social Service Providers A...Chris Jansen
An opportunity to share the co-design processes we are developing at www.leadershiplab.co.nz and their application in several case studies - Grow Waitaha, the LinC Project and the Leading Collaborative Partnerships programme
LinC Project: Parlimentary Select Committee to Mental Health Social ServicesChris Jansen
This presentation firstly focussed on an "outside view" such as the LinC Project objectives, deliverables and outcomes before moving to an "inside view" as a summary of emerging learning from the LinC Project Case Study including the benefits of collaborative funding, governance, delivery and evaluation
http://www.leadershiplab.co.nz/current-projects/linc-leadership-in-communities-project-2015-2016/
http://www.lincproject.org.nz/projects
Developing the leadership of our peers through asking them "expanding questions" rather than just problem solving and giving advice.....not easy but very powerful! #ELC15Bangkok @IdeacreationNZ
2013 EARCOS #1 Designing a change initiative: Leveraging the cynefin frameworkChris Jansen
Workshop #1 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
1. 1
INTASE Leadership Conference Singapore 2014
Chris Jansen – University of Canterbury, New Zealand
www.leadershiplab.co.nz
www.ideacreation.org
Building a leadership incubator
22. www.thinkbeyond.co.nz
Structure & support systems
Leadership engagement
Partnering with learners
Ongoing conversation
The connected world
Extending beyond current
knowledge base, industry and
thinking
22
24. Structure & support systems
Leadership engagement
Partnering with learners
Ongoing conversation
The connected world
Extending beyond current
knowledge base, industry and
thinking
24
Paulo Friere
1. Problem (what’s our focus?)
2. Own story (what’s your experience of this?)
3. Expert (lets consider this framework)
4. Critique (what makes sense in my world?)
5. How have I changed? (what’s different?)
25. Design Principles
Principle One: Embed learning in work contexts (create a
learning programme rather than an event)
Principle Two: Transfer greater development ownership to
the participant (participant in the ‘drivers seat’)
Principle Three: Create a learning community to maximise
peer interaction and collaborative learning
25
26. Fresh insights often arise at the boundary between systems.
Foodstuffs
NZ Post
CDHB
Hawkins
MSD
Officemax
CCC
Pegasus
Payglobal
NZDF
CCDHB
Airways
NZTA
SIAPO
Electronz
CHCH
Radiology
Konica Minolta
Ballantynes
CHCH Art
gallery
Opus
CERA
26
27. Design Principles
Principle One: Embed learning in work contexts (create a
learning programme rather than an event)
Principle Two: Transfer greater development ownership to
the participant (participant in the ‘drivers seat’)
Principle Three: Create a learning community to maximise
peer interaction and collaborative learning
Principle Four: Leverage participant diversity to create
cross-pollination of learning and collaboration
27
29. Leadership Development Processes – An
organisational checklist
1. Do you have clear expectations of leadership competencies,
behaviours and skills? Leaders at all levels?
2. When do leaders set goals related to their leadership and the
organisations strategic intent?
3. How are leaders supported in their development of these goals?
4. What leadership development options are available? (study, courses,
programmes, coaching, peer groups, external and internal etc)
5. How do leaders gather feedback on their progress in their leadership
from those who they lead?
6. When and how do you celebrate successes and progress?
www.ideacreation.org 29
30. Leadership Learning Programme – simple
Pre –
workshop
online
surveys and
reading
First
workshop
Change
inquiry
Critical
friend
On-going
inquiry
linked to PM
Peers
Action
learning
group
Critical
friend
Blog
Action
learning
group
Second
workshop
Critical
friend
Prototyping
30
31. Leadership Learning Programme - comprehensive
Pre
work
First
workshop
Change
inquiry
Critical
friend
On-going
inquiry
linked to PM
Peers
Action
learning
group
Second
workshop Critical
friend
interaction
360
Profile
On-going
coaching and
goal setting
Prototyping
event
Present and
celebrate
projects
Goal review
Learning
Management
System- Blog
Action
learning
groups
31
32. Social enterprise
incubator
Selection
Induction
Forum 2
(1 day)
Strengths
Finder
Profile and
coaching
Dragons
Den – funds
for
sustainable
projects
Developmental evaluation
Collate and showcase
stories through multiple
media channels (press,
blogs, facebook, twitter..)
Action learning groups ALG
(8 members, 5 groups, 2 hours/session)
ALG’s becoming increasingly
self managing
Ongoing ALG’s
Digital influence
incubator
Formulate tools and
resources and mentor
communities and
businesses
Additive content workshops (2
hours on 6 occasions, open
attendance)
Follow up
coaching
Delivery team action learning group
Projects in communities
Collaborative projects
Forum 3
(2 days)
Project mentors 8 hours /person
Existing ongoing community projects
Forum
1
(2 days)
Connecting
Sharing
expertise
Complexity
frameworks
Project
logistics
Showcase
Ignite talks
Evaluation
Negotiate
next steps
Dragons
den
funding
Information
sharing
Project
design
Mentor
allocation
$2000 matched fund per person
COHORT PLAN
33. The Leadership Circle 360 Assessment tool –
individual profile based on peer feedback
33
34. Action Learning Groups / Professional Learning groups
34
Action learning groups are designed to support leaders to connect with each
other and provide peer support and challenge
• 6-8 team members
• Meets for 2-3 hours every 4-6 weeks
• Each session involves leaders having a set timeframe to communicate
with peers regarding what they are learning about themselves and how
they are progressing with their leadership initiatives and receive feed
forward from peers.
• Initially facilitated and becomes progressively self managing
Dual focus;
• Reflection by participants on their leadership with the support and
challenge of peers
• ALG group members practicing the skills of insight-generating dialogue
(the ability to suspend advice giving and instead use generative
questioning to expand others thinking)
www.ideacreation.org
42. Leading Change from the Middle Workshop
Learning Objectives (2 day intro workshop 2014)
42
This workshop will help middle leaders juggle multiple perspectives in leading
complex change by exploring a range of frameworks and tools to influence the
behaviour of complex systems. You will have the opportunity to:
• diagnose deeply embedded challenges in your own setting using systems
thinking tools;
• grow your leadership capability to foster engagement and lead cultural
change across your organisation;
• explore ways to unleash organisational agility and adaptability;
• design and lead positive and successful school wide improvement initiatives
through exploring a range of frameworks and tools to influence the behaviour
of complex systems;
• design a personalised change initiative for your organisation through peer
prototyping
• apply and adopt your learning immediately in your own leadership sphere of
influence.
www.ideacreation.org