1) The document discusses the qualities of values-based leadership, highlighting six vital qualities: accepting challenges and risks, mastering listening and speaking, living by one's values, giving away authority, recognizing the best in others, and having a vision to inspire others.
2) It notes that values-based leaders live according to the values they profess, rather than having inconsistent words and actions. They empower their employees and help them achieve their strengths.
3) The document advocates that strong leadership requires having a vision for the future and convincing others to share that vision through inspiration. Values-based leadership is guided by core principles.
- HR leaders can become trusted business partners and advisers to CEOs by employing strategies like becoming a deep generalist with business expertise, listening deeply to understand various perspectives, and always making the business case for HR initiatives by connecting them to financial performance and business objectives.
- Top HR executives provided examples of how they advised demanding CEOs during difficult periods and major decisions at companies like American Airlines, IBM, and Toys 'R Us by participating broadly and offering wise counsel based on understanding the full business.
- The strategies identified, like gaining broad experience, prioritizing listening, and focusing on the bottom line, allow HR professionals to evolve from technical experts to strategic partners valued for their business wisdom.
The document discusses a leadership development program for university honors students called the LeaderShape Institute. It describes the program's learning objectives, which focus on developing skills like vision, communication, ethics and relationships. Surveys were given to participants before and after the program to measure changes. The results showed increases in students' self-assessment of various leadership abilities. The program appeared to positively shape how students define leadership. Next steps discussed continuing reflection and assessing leadership development over time.
Sonny Iqbal of Egon Zehnder sent me this wonderful book by Claudio Fernandez Araoz. This is about leadership, it is about hiring great people, it is about figuring out what to look for in great candidates.
The book offers some simple but effective tips on how this can be done.
This document discusses strategies for finding and assessing talent. It suggests focusing on traits like judgment, resilience and curiosity rather than just credentials. Sources of talent have expanded from just print ads and referrals to include social networks, company websites and public talent portfolios. Assessing candidates requires observing them over time and asking open-ended "how" and "why" questions to understand traits like problem-solving ability. Non-traditional resumes with niche skills can succeed if the right traits are present. Public portfolios now allow employers to identify talent anywhere in the world. Overall it encourages looking beyond surface credentials to find special traits and abilities.
Here are some suggestions for improving your 360 degree feedback results through storytelling:
1. Share stories that illustrate your leadership values in action. Telling anecdotes about how you helped employees through a difficult situation or achieved an important goal as a team can help others understand what's important to you as a leader.
2. Use stories to provide constructive feedback. Rather than just listing someone's weaknesses, share a brief story about a time they excelled at something and relate it back to an area they could still improve. This frames the feedback positively.
3. Tell stories about your learning and growth. Let others know that you're always looking to develop by recounting lessons learned from past mistakes or successes. This shows humility
The document discusses key attributes of great leadership according to studies conducted by Harvard. It identifies emotional awareness as the prime attribute, which allows leaders to choose the right people, influence stakeholders, and have authenticity, vision, and passion. Additional qualities of great leaders discussed include integrity, dedication, humility, openness, creativity, fairness, and assertiveness. The document emphasizes that leadership requires developing others and having a "follower-centric" approach.
The document discusses leadership and management. It defines leadership as establishing a vision and strategy, communicating the vision, motivating action, and aligning people to realize the vision. Management is defined as planning, organizing, controlling, and problem solving to efficiently operate systems and produce consistent results. While both are important, leadership creates new systems for managers to manage and drives necessary change, while management ensures day-to-day operations. The document also discusses debates on whether leadership is innate or can be learned and developed over time.
The document discusses key factors for organizational success, including effective leadership, a clear mission and goals, strong communication, and focusing on talent and people. It emphasizes creating trust and a positive work environment. Other topics covered include understanding and managing risk, avoiding complacency through training, and maintaining an optimistic mindset.
- HR leaders can become trusted business partners and advisers to CEOs by employing strategies like becoming a deep generalist with business expertise, listening deeply to understand various perspectives, and always making the business case for HR initiatives by connecting them to financial performance and business objectives.
- Top HR executives provided examples of how they advised demanding CEOs during difficult periods and major decisions at companies like American Airlines, IBM, and Toys 'R Us by participating broadly and offering wise counsel based on understanding the full business.
- The strategies identified, like gaining broad experience, prioritizing listening, and focusing on the bottom line, allow HR professionals to evolve from technical experts to strategic partners valued for their business wisdom.
The document discusses a leadership development program for university honors students called the LeaderShape Institute. It describes the program's learning objectives, which focus on developing skills like vision, communication, ethics and relationships. Surveys were given to participants before and after the program to measure changes. The results showed increases in students' self-assessment of various leadership abilities. The program appeared to positively shape how students define leadership. Next steps discussed continuing reflection and assessing leadership development over time.
Sonny Iqbal of Egon Zehnder sent me this wonderful book by Claudio Fernandez Araoz. This is about leadership, it is about hiring great people, it is about figuring out what to look for in great candidates.
The book offers some simple but effective tips on how this can be done.
This document discusses strategies for finding and assessing talent. It suggests focusing on traits like judgment, resilience and curiosity rather than just credentials. Sources of talent have expanded from just print ads and referrals to include social networks, company websites and public talent portfolios. Assessing candidates requires observing them over time and asking open-ended "how" and "why" questions to understand traits like problem-solving ability. Non-traditional resumes with niche skills can succeed if the right traits are present. Public portfolios now allow employers to identify talent anywhere in the world. Overall it encourages looking beyond surface credentials to find special traits and abilities.
Here are some suggestions for improving your 360 degree feedback results through storytelling:
1. Share stories that illustrate your leadership values in action. Telling anecdotes about how you helped employees through a difficult situation or achieved an important goal as a team can help others understand what's important to you as a leader.
2. Use stories to provide constructive feedback. Rather than just listing someone's weaknesses, share a brief story about a time they excelled at something and relate it back to an area they could still improve. This frames the feedback positively.
3. Tell stories about your learning and growth. Let others know that you're always looking to develop by recounting lessons learned from past mistakes or successes. This shows humility
The document discusses key attributes of great leadership according to studies conducted by Harvard. It identifies emotional awareness as the prime attribute, which allows leaders to choose the right people, influence stakeholders, and have authenticity, vision, and passion. Additional qualities of great leaders discussed include integrity, dedication, humility, openness, creativity, fairness, and assertiveness. The document emphasizes that leadership requires developing others and having a "follower-centric" approach.
The document discusses leadership and management. It defines leadership as establishing a vision and strategy, communicating the vision, motivating action, and aligning people to realize the vision. Management is defined as planning, organizing, controlling, and problem solving to efficiently operate systems and produce consistent results. While both are important, leadership creates new systems for managers to manage and drives necessary change, while management ensures day-to-day operations. The document also discusses debates on whether leadership is innate or can be learned and developed over time.
The document discusses key factors for organizational success, including effective leadership, a clear mission and goals, strong communication, and focusing on talent and people. It emphasizes creating trust and a positive work environment. Other topics covered include understanding and managing risk, avoiding complacency through training, and maintaining an optimistic mindset.
A Culture of Ownership at Genesis Health SystemJoe Tye
The document outlines Joe Tye's presentation to Genesis Health System on building a culture of ownership. It discusses the importance of employee engagement and developing core values and behaviors within an organization. Examples are provided of strategies to create ownership among employees and foster positive cultural change.
The document discusses perspectives from executives on whether leaders are born or made. It finds that most executives believe it is a mix of both nature and nurture. Those who believe leaders are more innate ("Borns") think traits are important, while those who believe leaders are more developed ("Mades") think experiences are important. Both groups believe leadership development opportunities are important. While Borns and Mades share some views of good leadership, Borns tend to focus more on the individual leader while Mades emphasize influencing and developing others.
In an informal survey Karl Bimshas Consulting asked established leaders to rank the leadership attributes they considered crucial for an ideal leader to possess. They were then asked to select which attributes they had.
This chapter introduces the concept of leadership and provides a framework for understanding it. It defines leadership as inspiring others to achieve goals and distinguishes it from management, which focuses more on maintaining stability. The chapter outlines nine common leadership roles and explains that leadership skills can be developed through conceptual knowledge, examples, experiential exercises, feedback, and practice. It also notes that while leadership offers satisfactions like prestige, it also involves frustrations like stress and limited authority relative to responsibility. The chapter aims to provide a foundation for understanding leadership.
As wary confidence grows in the economic recovery, anxiety is starting to bubble around workforce loyalty and retention. This concern is justified. But it shouldn’t be new.
Leadership lessons from a great American Leader. Powell understands the difference between authority and leadership. Excellent ideas to use as meeting starters.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible sometimes means making difficult decisions that upset people; leaders must be accessible to problems from subordinates; don't blindly follow experts or get stuck in outdated ways of thinking; focus on attracting and developing talented people rather than organizational structure or titles; have optimism which inspires others; make decisions once you have 40-70% of information rather than waiting for 100%; put decision-making power in the hands of those doing the work rather than rear echelon analysts; and find people who work hard but also maintain balance and have fun. Ultimately, leadership requires making tough choices that can result in a lonely role.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible may mean making difficult decisions that upset people; leaders should make themselves accessible to solve problems; don't blindly follow experts or get stuck in outdated ways; focus on attracting and developing talented people; simplify solutions so everyone understands; and make decisions with 40-70% of information rather than waiting for 100% certainty. Effective leadership requires balancing priorities, having fun but also being prepared for loneliness in decision making.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible may mean making difficult decisions that upset people; leaders should make themselves accessible to solve problems; don't blindly follow experts or get stuck in outdated ways of thinking; focus on attracting and developing talented people rather than organizational structure or titles; have optimism which inspires others; and make clear, simplied decisions once you have 40-70% of the information rather than waiting for 100% certainty. Effective leadership requires balancing priorities, having fun but also being prepared for the loneliness of responsibility.
General Colin Powell provides 11 lessons on leadership. Some key points:
- Being a responsible leader means making tough decisions that will upset some people. Trying to please everyone leads to mediocrity.
- Real leaders are accessible and help solve their employees' problems, rather than creating barriers to communication.
- Leaders should not be swayed by experts or elites who are detached from reality.
- Good leaders pay attention to details but also encourage challenging the status quo.
- Success depends more on attracting the best people than on plans, organization charts or management theories.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible may mean making difficult decisions that upset people; leaders should make themselves accessible to solve problems; don't blindly follow experts or get stuck in outdated ways; focus on attracting and developing talented people rather than organizational structure; have optimism which inspires others; and make clear, simplifed decisions once you have 40-70% of the information. Effective leadership requires balancing priorities, taking risks, and ultimately making tough choices that feel lonely.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: being responsible sometimes means making difficult decisions that will upset people; a leader must be accessible to their employees and address their problems; do not be afraid to challenge experts, even in their own field; pay attention to details while also encouraging new ideas; and make decisions once you have 40-70% of the information rather than waiting for 100% certainty. Effective leadership involves taking responsibility, accessibility, challenging status quos, attention to details, timely decision making, and more.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: being responsible sometimes means making difficult decisions that will upset people; leaders should make themselves accessible to solve problems reported by subordinates; leaders should not be swayed by experts and elites and instead focus on accomplishing the mission; and leadership involves attracting talented people and empowering them to succeed or fail based on their efforts and contributions. The overall message is that effective leadership requires making tough choices, focusing on goals over processes, and enabling others to achieve great things through a combination of responsibility, accessibility, optimism, and talent development.
1) While active CEOs are highly sought after for board seats, a survey found that 79% of directors said that in practice, active CEOs are no better than non-CEO board members due to CEOs being too busy with their own companies.
2) Over 50% of directors think board turnover is too low and that it is difficult to remove underperforming directors who stay on boards too long. Nearly half of companies also do not engage in succession planning for their board of directors.
3) The survey highlighted issues such as nearly 20% of lead directors being chosen by the CEO rather than independently, and skepticism about "professional directors" who sit on multiple boards full-time.
General Colin Powell provides 18 lessons on leadership in his document "A Leadership Primer". Some of the key points made in the lessons include:
- Being a responsible leader means making tough decisions that will inevitably upset some people. Trying to please everyone leads to mediocrity.
- Real leaders make themselves accessible to problems brought by subordinates, showing concern for their efforts and challenges.
- As companies grow, leaders must resist becoming too detached from operational details or inbred in their thinking.
- Effective leaders focus on attracting and empowering talented people, not just organizational structure or management theories.
- Leaders must be flexible and not bound by stereotypes, tailoring their approach to each situation's unique demands and mission
Photos from the 10th Annual Pancake Breakfast at Sykora Family Ford in West, Texas.
Every year on Christmas Eve, the owners and employees of Sykora Family Ford host this "family reunion." Everyone is invited and about 1000 people attend.
The company is celebrating its 10th anniversary on June 7, 2017. The event will commemorate 10 years since the founding of the company. Employees, partners, and other guests are invited to attend the celebration on June 7th.
A Culture of Ownership at Genesis Health SystemJoe Tye
The document outlines Joe Tye's presentation to Genesis Health System on building a culture of ownership. It discusses the importance of employee engagement and developing core values and behaviors within an organization. Examples are provided of strategies to create ownership among employees and foster positive cultural change.
The document discusses perspectives from executives on whether leaders are born or made. It finds that most executives believe it is a mix of both nature and nurture. Those who believe leaders are more innate ("Borns") think traits are important, while those who believe leaders are more developed ("Mades") think experiences are important. Both groups believe leadership development opportunities are important. While Borns and Mades share some views of good leadership, Borns tend to focus more on the individual leader while Mades emphasize influencing and developing others.
In an informal survey Karl Bimshas Consulting asked established leaders to rank the leadership attributes they considered crucial for an ideal leader to possess. They were then asked to select which attributes they had.
This chapter introduces the concept of leadership and provides a framework for understanding it. It defines leadership as inspiring others to achieve goals and distinguishes it from management, which focuses more on maintaining stability. The chapter outlines nine common leadership roles and explains that leadership skills can be developed through conceptual knowledge, examples, experiential exercises, feedback, and practice. It also notes that while leadership offers satisfactions like prestige, it also involves frustrations like stress and limited authority relative to responsibility. The chapter aims to provide a foundation for understanding leadership.
As wary confidence grows in the economic recovery, anxiety is starting to bubble around workforce loyalty and retention. This concern is justified. But it shouldn’t be new.
Leadership lessons from a great American Leader. Powell understands the difference between authority and leadership. Excellent ideas to use as meeting starters.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible sometimes means making difficult decisions that upset people; leaders must be accessible to problems from subordinates; don't blindly follow experts or get stuck in outdated ways of thinking; focus on attracting and developing talented people rather than organizational structure or titles; have optimism which inspires others; make decisions once you have 40-70% of information rather than waiting for 100%; put decision-making power in the hands of those doing the work rather than rear echelon analysts; and find people who work hard but also maintain balance and have fun. Ultimately, leadership requires making tough choices that can result in a lonely role.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible may mean making difficult decisions that upset people; leaders should make themselves accessible to solve problems; don't blindly follow experts or get stuck in outdated ways; focus on attracting and developing talented people; simplify solutions so everyone understands; and make decisions with 40-70% of information rather than waiting for 100% certainty. Effective leadership requires balancing priorities, having fun but also being prepared for loneliness in decision making.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible may mean making difficult decisions that upset people; leaders should make themselves accessible to solve problems; don't blindly follow experts or get stuck in outdated ways of thinking; focus on attracting and developing talented people rather than organizational structure or titles; have optimism which inspires others; and make clear, simplied decisions once you have 40-70% of the information rather than waiting for 100% certainty. Effective leadership requires balancing priorities, having fun but also being prepared for the loneliness of responsibility.
General Colin Powell provides 11 lessons on leadership. Some key points:
- Being a responsible leader means making tough decisions that will upset some people. Trying to please everyone leads to mediocrity.
- Real leaders are accessible and help solve their employees' problems, rather than creating barriers to communication.
- Leaders should not be swayed by experts or elites who are detached from reality.
- Good leaders pay attention to details but also encourage challenging the status quo.
- Success depends more on attracting the best people than on plans, organization charts or management theories.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible may mean making difficult decisions that upset people; leaders should make themselves accessible to solve problems; don't blindly follow experts or get stuck in outdated ways; focus on attracting and developing talented people rather than organizational structure; have optimism which inspires others; and make clear, simplifed decisions once you have 40-70% of the information. Effective leadership requires balancing priorities, taking risks, and ultimately making tough choices that feel lonely.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: being responsible sometimes means making difficult decisions that will upset people; a leader must be accessible to their employees and address their problems; do not be afraid to challenge experts, even in their own field; pay attention to details while also encouraging new ideas; and make decisions once you have 40-70% of the information rather than waiting for 100% certainty. Effective leadership involves taking responsibility, accessibility, challenging status quos, attention to details, timely decision making, and more.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: being responsible sometimes means making difficult decisions that will upset people; leaders should make themselves accessible to solve problems reported by subordinates; leaders should not be swayed by experts and elites and instead focus on accomplishing the mission; and leadership involves attracting talented people and empowering them to succeed or fail based on their efforts and contributions. The overall message is that effective leadership requires making tough choices, focusing on goals over processes, and enabling others to achieve great things through a combination of responsibility, accessibility, optimism, and talent development.
1) While active CEOs are highly sought after for board seats, a survey found that 79% of directors said that in practice, active CEOs are no better than non-CEO board members due to CEOs being too busy with their own companies.
2) Over 50% of directors think board turnover is too low and that it is difficult to remove underperforming directors who stay on boards too long. Nearly half of companies also do not engage in succession planning for their board of directors.
3) The survey highlighted issues such as nearly 20% of lead directors being chosen by the CEO rather than independently, and skepticism about "professional directors" who sit on multiple boards full-time.
General Colin Powell provides 18 lessons on leadership in his document "A Leadership Primer". Some of the key points made in the lessons include:
- Being a responsible leader means making tough decisions that will inevitably upset some people. Trying to please everyone leads to mediocrity.
- Real leaders make themselves accessible to problems brought by subordinates, showing concern for their efforts and challenges.
- As companies grow, leaders must resist becoming too detached from operational details or inbred in their thinking.
- Effective leaders focus on attracting and empowering talented people, not just organizational structure or management theories.
- Leaders must be flexible and not bound by stereotypes, tailoring their approach to each situation's unique demands and mission
Photos from the 10th Annual Pancake Breakfast at Sykora Family Ford in West, Texas.
Every year on Christmas Eve, the owners and employees of Sykora Family Ford host this "family reunion." Everyone is invited and about 1000 people attend.
The company is celebrating its 10th anniversary on June 7, 2017. The event will commemorate 10 years since the founding of the company. Employees, partners, and other guests are invited to attend the celebration on June 7th.
Forward Design is a full-service event production company based in Kyiv, Ukraine established in 2001. They provide services including corporate sets, TV sets, stage sets, exhibition stands, tents and structures, creation of space designs, stage management, and technical direction. Their in-house team handles projects from concept to completion, including drawings, construction, treatments, transportation, installation and on-site support. They have experience designing and building sets and exhibits for corporate events, television shows, concerts, and exhibitions.
Michigan Mentoring Month and National Mentoring Month are designed to generate a concentrated burst of national, statewide, and local media activity. Combine this with community-based activities and you have the recipe to successfully recruit new mentors.
The document discusses Retail Employees' Day, an annual event celebrated in India and Turkey to honor retail employees. It notes that the event has grown over the years, with more brands, malls, and people participating annually. Suggested activities to celebrate employees include thank you notes, certificates, parties, and workshops. Customer engagement ideas incorporate thank you trees, post-it walls, and social media contests. The event aims to boost employee motivation and engagement.
This document discusses emerging trends in technology that will shape the digital world over the next decade, including business event processing, cloud computing, and crowdsourcing. It also examines how abundance of technology like bandwidth and storage is disrupting traditional business models and the transition from scarcity to an abundance economy. Finally, it explores how tools that empower users to generate content and businesses will change how people use the internet.
The document outlines the role of a managing art director at Habitat for Humanity International in conceptualizing and directing various design projects over several years, including marketing collateral, annual reports, displays, campaigns, and events. They worked closely with various departments and partners to produce high-quality, on-brand materials that supported Habitat's mission and raised awareness. The art director's work was well-received and led to expanded initiatives.
SIEGER INDIA, Specialized in executing both domestic and commercial events within stipulated time frame. We have gained the trust of Industry majors, MNC’s and government organizations.
With over nine years of experience in Corporate Inbound & Outbound Training, Event Management & Advertising, we work with you from Concept to Completion and reduce your stress and pressure of organizing the event, leaving you to get along with your every day work.
The document discusses employee celebrations in the workplace. It suggests that companies should plan celebrations to boost morale and engagement among staff. Celebrations could include holidays, work anniversaries, or milestones to foster camaraderie and appreciation for employees.
10th Annual Carol Dyer Memorial "Light the Way to a Cure" Luminaria Eveningelbrwo
The document discusses plans to promote the 10th Annual Carol Dyer Memorial "Light the Way to a Cure" Luminaria Evening event organized by the Bar Harbor YB's in honor of their friend Carol Dyer who passed away from brain cancer in 2001. It outlines strategies like maintaining an active blog and social media presence on Facebook, Twitter and Flickr to share the personal stories of organizers, promote the event, and provide inspiration to the cancer advocacy community. The goal is to raise over $50,000 as in past years through the sale of luminary bags to honor those lost to cancer and support cancer research.
Hsc 10th anniversary celebration non board copyginalewiswatts
This document outlines plans for HSC's 10th anniversary celebration called "The HSC Big 10", which will involve community improvement projects over 10 days at 10 locations. Volunteers will complete projects like weatherizing buildings, gardening, and cooking classes. The goal is to bring communities together, honor HSC's service, and inspire continued leadership in affordable housing. Locations and dates will be finalized by May 31st with a budget of $3,000 per project, requiring support from housing staff, volunteers, and donated professional services.
This one stop shop focuses on creating innovative, result oriented events that fulfill the needs of our clients. No matter what the requirements may be, our first priority lies in gaining an in-depth understanding of what you hope to achieve and what we can do to deliver results that exceed all expectations.
Brand promotion, product launch, TV Commercials, On air promotions, Radio Promotions, Still photoshoot promotions, Out Of the Home Promotion, Award Function, stall fabrication in exhibitions, conferences, Events and promotions.
Faithworks Christian Church Global is celebrating its 10th anniversary on August 21, 2016 at 1:30PM at the J.F. Diaz Memorial Stadium in Gutinang Bayan, San Mateo, Rizal, Philippines. The anniversary celebration will be presented by Ptr. Dick Carumba. Faithworks Christian Church Global can also be found online at their website, Facebook, Twitter, and Instagram pages.
This issue of 360 Magazine explores workplace trends and how companies are adapting their office spaces. It discusses the rise of "fourth places" like coworking spaces beyond just traditional offices or third places. A study reveals that small companies are leading the way in innovative office design. The issue also profiles a company that successfully integrated sustainability goals into its new workspace. Throughout, it emphasizes how rethinking office design can maximize assets, boost collaboration and innovation, and engage employees in the new economy.
Herman Miller is an office furniture company founded in 1905. It has experienced both hardships and success over the years. More recently, it has faced challenges from the recession and shift toward more home working. The document evaluates alternatives for Herman Miller's future business model, including maintaining the status quo, improving the current model, or focusing on marketing and research & development. It recommends a combined approach of improving the current model while also investing more in marketing and R&D. A three-phase implementation plan is outlined focusing on the home office market in the short term, establishing a low-cost subsidiary and marketing campaign in the medium term, and partnerships and green initiatives in the long term.
Employee Appreciation Day occurs once every year in March, but recognizing employee achievements with special events and celebrations should be a year-round mission. Our eBook, A Guide to Employee Appreciation, gives managers and team leaders tips on comfortably planning a celebration, as well as specific event ideas.
WELCOME TO EVENTS PLANNING & MARKETING OF ARK BRAND ACTIVATION
Ark Brand Activation is one of the leading full-service event management companies in South India offering professional and personalized services to a host of clients since 2008. The company has evolved into a specialist Promotional event management company.
Ark exploded into the event management scene less than a decade ago, but has been shaping up the entertainment landscape with its impressive clientele, spectacular sets, magnificent shows and never-before-thought-of concepts. Our clients benefit from our in-depth experience & knowledge in a number of industries and businesses. We, as experienced professionals bear the responsibility to ensure every event from start to finish is designed to make you happy. We look into all the aspects that need to be taken care of from the most obvious to the finest details that meet your level of satisfaction.
We look forward to a long-term association with you
Ark started off with just product promotion activities and eventually expanded its capability spectrum to handle concept based ,product launches, Out door media, Dealer Boards, Road shows, corporate events, conferences, seminar arrangements, venue selection, entertainment, celebrity co-ordination and celebrity participation, exhibition stall designing and stall fabrication, award ceremonies, dealer meets, annual general meetings, fun parties, theme based events etc.,
The company offers comprehensive services to ensure everything is taken care from concept to completion well within the budget and deadline. Ark has a professional team with hands-on experience and creative skills to ensure every aspect of the event is handled with finesse. From designing to execution to co-ordination… what you need is what we deliver. Every show conducted by Ark stands a tall testimony to its conceptualization skills, creative execution capabilities, eye for details and the passion to deliver excellence.
Ark is a vertically integrated event management company. Meaning, you get everything under one roof. No outsourcing, no third party dependence. From Promotion to Branding to designing to Fabrication to props to furniture to lighting…. you get everything within your budget. Hence you save your time and money with Ark.
How Businesses Can Use Instagram - Social Media Day San DiegoJenn Herman
As a presentation to businesses owners at Social Media Day San Diego, here is why Instagram is important, how to format your Instagram profile, what to share on Instagram, and how to use Instagram successfully.
Focused properly, leadership charisma fosters an environment where every one of your people has a positive and energetic attitude, is emotionally and intellectually committed to your vision, and is inspired to contribute his or her very best. Watch this 60 minute webinar and learn how any leader can become more personally charismatic - and how any leader can harness that charisma to achieve superior bottom-line results for their businesses.
What You Will learn:
The impact of Leadership on Employee Engagement
Six Critical Behaviors of Engaging & Productive Leaders
Key Drivers of Individual Performance
Concept Schools Turning Students Into LeadersGeorge Brymer
This document discusses turning students into leaders and the top 10 skills future leaders will need to possess. Some of the key skills discussed include: taking risks, failing and learning from mistakes, speaking multiple languages, sharing knowledge with others, and resolving conflicts. The overall message is that leadership skills can be developed in students by teaching them skills like risk-taking, learning from failures, collaboration, and resolving conflicts.
This document provides 7 ideas for effective leadership:
1. Create a clear vision of the future that inspires and motivates people.
2. Define and communicate core values to guide behavior and create the desired culture.
3. Engage employees by listening to them, giving them autonomy, and making them feel valued to increase productivity and loyalty.
4. Solicit feedback and ideas from all levels to challenge the status quo and drive innovation.
5. Develop other leaders within the organization rather than just followers.
6. Take action on ideas and visions rather than just discussing them.
7. Effective leadership requires initiative and faith in a better future rather than maintaining the status quo
Talk given in March 2013 at Dublin City Public Libraries as part of their public lecture series on career development. Prepared and delivered by John Deely BA MSc, Occupational Psychologist with Pinpoint (www.pinpoint.ie)
Building a Culture of Ownership on a Foundation of ValuesJoe Tye
The document provides an overview of a presentation on building a culture of ownership in healthcare organizations. It discusses the importance of establishing a strong foundation of core values and using those values to design the "invisible architecture" or culture of the organization. It emphasizes engaging employees by moving from a culture of mere accountability to one of true ownership. The presentation covers assessing culture, aligning personal and organizational values, and using the "Twelve Core Action Values" framework to take effective action and foster leadership throughout the organization.
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.
Five characteristics of trusting workplaces that help organizations get and keep loyal customers are: 1) having the right people in the right jobs; 2) clearly communicating a consistent vision; 3) basing the culture on defined values rather than rules; 4) habitually listening to employees and customers; and 5) focusing on employees' strengths. Trusting workplaces establish processes and coach employees to implement the "Law of Psychological Reciprocity" where people tend to reciprocate the trust and treatment they receive.
This treatise was my final paper for Ethical Leadership at Northeastern University, MA.
It is by no means exhaustive of my beliefs about ethical leadership but gives a broad overview of what is important.
I hope it inspires you to pursue great ethical leadership.
Matt
Personality traits are strongly linked to leadership abilities. Research shows the five main personality traits of Adjustment, Ascendance, Likeability, Prudence, and Intellect/Openness can predict leadership ratings. Managers with poor personalities negatively impact employee satisfaction, while good personalities have positive business outcomes. However, it is estimated that 50-75% of current managers may lack strong leadership skills due to a focus on technical abilities over personality during the hiring process. To be most effective, organizations should select for personalities that will enable good management and leadership.
The document provides an overview of a webinar about leadership stress. It discusses how stress can impact leaders and organizations. It aims to help participants understand the effects of stress on leader performance, evaluate stress levels in leaders, and set actions to reduce destructive stress. The webinar covers measuring and managing stress levels using assessments and predictive models. It also discusses individual and team analysis to avoid stress.
As SH&E professionals move to become more integrated into the business environment it is even more crucial that the pure technical disciplines typically associated with the profession are complimented by a strong set of relevant leadership and business skills. In this presentation we will examine the various traits and core attributes that need to be displayed by the SH&E Professional not only to provide clear direction within their area of influence but also to gain credibility, and achieve alignment, with the rest of the organization.
Stephen Gates Leadership%20presentation%20 %20 Chamber%20of%20 Commerce%20 No...Maureen Frost
This document provides an agenda and overview for a presentation on "Spark-full" Leadership for challenging times. The presentation discusses why spark-full leadership is important, the difference between management and spark-full leadership, and definable characteristics that spark-full leaders need to display. It also covers releasing discretionary energy from teams. Key points include that spark-full leadership inspires people to achieve shared goals, looks inward for responsibility, understands team dynamics, and aligns values and behaviors with rewards.
The document discusses leadership and the idea of "The Greatest Leader." It argues that the greatest leaders are often not famous but instead lead smaller organizations where they can make a meaningful difference in people's lives. These leaders value serving their followers over seeking public recognition. In contrast, many famous leaders desire attention and fame more than real impact. The greatest leaders choose to lead places where they can directly help others rather than aspire to positions of great publicity.
Great Leadership Makes a Great WorkplaceFlashPoint
This document summarizes a presentation about leadership and employee engagement. It discusses research showing that leadership has a significant impact on engagement. The presentation describes the Five Practices of Exemplary Leadership: Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart. It provides examples of how each practice can increase employee engagement when demonstrated by leaders. The overall message is that great leadership creates a great workplace and leads to great organizational results.
This document discusses key concepts of leadership including:
1. The four functions of management are planning, organizing, leading, and controlling. Effective planning sets goals and strategies to achieve objectives.
2. Different leadership styles exist depending on the situation, including styles focused on tasks versus people. Situational leadership adapts to different situations.
3. Effective leaders inspire and motivate followers, create other leaders, and take action rather than just planning. Good leadership requires vision, engagement, role modeling, and continuous improvement.
The document discusses three characteristics - Authenticity, Belief, and Credibility - that are essential for aspiring executives to possess in order to advance their careers. It defines each characteristic and provides tools and strategies to develop them. Authenticity involves understanding one's inherent personality and flexibly adapting behaviors to different situations without compromising values. Belief centers around having self-worth and certainty in one's abilities. Credibility is earned through consistent results and strong relationships that lead to endorsements from key supporters. The document advises developing these three ABCs to climb the career ladder successfully.
Leadership Development PlanGrading RubricMGMT 6012.91BOr.docxDIPESH30
Leadership Development Plan
Grading Rubric
MGMT 6012.91B
Organization Behavior and Leadership
Spring 2015
Instructor: Dr. Charles W. Creamer
The focus of the paper is derived from the seminal article (George, B., Sims, P., McLean, A.N., & Mayer, D. 2007. Discovering Your Authentic Leadership. HBR.).
Specifically, you are being asked to respond to the questions that appear in this article on page 134. Here you will find eight (8)-questions that you must respond to in an astute and thorough manner.
The following represent the guidelines for your paper:
1. Present a cover page which you should have in your possession from the prototype provided to you.
2. Your paper should include an Abstract which should not exceed 140 words in total.
3. Utilize the questions as subtopics and then proceed to respond to same.
4. Refrain whenever possible from using the pronoun (I) except in your conclusion.
5. The total number of pages is up to you, but someone in the class will establish the “gold standard” so please be ever-cognizant of this.
6. The submission must include at least two (2)-scholarly sources (3-if you prefer). Bear in mind that Anonymous, http, and Wikipedia will not be accepted and your grade will be adversely affected.
7. The final submission must include a conclusion which should be at least ¾ of the page in length.
8. You must have a References listing to accompany the submission.
9. The ENTIRE paper must be APA 5th edition compliant.
The grading rubric for this project is as follows:
Does the submission have clarity? 30 percentage points
Is the verbal presentation exemplary? 25 percentage points
Does the writer thoroughly answer the question(s) presented? 20 percentage points
Is the paper free of spelling and grammar errors? 10 percentage points
Is the document APA compliant? 10 percentage points
Does the document have the required number of 5 percentage points
scholarly sources?
Total ----- 100 percentage points
Please be aware that this submission also requires a 3 to 5 minute classroom oral presentation which will be performed on the last day of class.
Good luck and I’m certain that you will find this assignment that will be one that serves you very well in both your personal and professional lives.
For your convenience, below is the link to the aforementioned article.
Thanks.
Dr. Creamer
George - authentic leadership.pdf
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hbr.org | February 2007 | Harvard Business Review 129
URING THE PAST 50 YEARS, leadership scholars have con-
ducted more than 1,000 studies in an attempt to deter-
mine the definitive styles, characteristics, or personality
traits of great leaders. None of these studies has produced
a clear profile of the ideal leader. Thank goodness. If scholars
had produced a cookie-cutter l ...
This document discusses strategies for leading Generation Y or Millennial workers. It begins by providing historical context about Gen Y by comparing milestone events from when they were born in the 1980s and 1990s to earlier generations. It then discusses tendencies of Gen Y workers such as their sense of entitlement, use of technology, and short attention spans. The document recommends giving Gen Y workers clear goals, frequent feedback, opportunities to work collaboratively, and recognizing their contributions to reduce social loafing. It concludes by noting generational differences often come down to perspectives on the best ways of working.
This document provides an overview of the key responsibilities and duties of nonprofit board members. It discusses the duties of care, loyalty, obedience, and managing accounts. It emphasizes that board members are responsible for oversight of the organization's mission, finances, and legal compliance. It also notes that while staff are not board members' employees, boards are still responsible for ensuring ethical behavior from staff. Overall, the document outlines the fiduciary duties and legal obligations of serving on a nonprofit board of directors.
The document provides an overview of corporate governance responsibilities for nonprofit boards. It discusses the fiduciary duties of care, loyalty, obedience, and managing accounts that boards must fulfill. It also notes that while nonprofits are not subject to Sarbanes-Oxley, the law served as a warning for all organizations to strengthen oversight of finances, ethics, and accountability. Overall, the document outlines best practices and increasing expectations for nonprofit boards to professionally govern organizations and protect their assets and missions.
This document provides an agenda and background materials for a nonprofit board retreat in 2011. The objectives for the retreat are to review board member responsibilities, discuss the board's "front burner" issues, and review the board's contract. Several quotes are included that discuss the importance of strong governance, ethics, and fiduciary duty for nonprofit boards. The document emphasizes that being a board member requires active participation, oversight of operations and finances, avoiding conflicts of interest, and ensuring legal and ethical compliance.
This document discusses four generations currently in the workforce: the Silent Generation, Baby Boomers, Generation X, and Generation Y. It provides details on the defining historical events and experiences that shaped each generation, and how those experiences influence each generation's work values and styles. For example, the Silent Generation is described as conforming and risk-averse, while Baby Boomers are portrayed as wanting to enact social change. The document also notes challenges that arise from having a multigenerational workforce, such as different communication preferences and work-life balances across age groups.
This document discusses an alternative economic model called "Franciscanomics" that is inspired by the teachings and actions of St. Francis of Assisi. It suggests that individual acts of kindness, charity and integrity could help restore faith in the economy and address issues like unemployment, poverty and homelessness from the ground up. The document argues that even small, ordinary actions when multiplied could make a meaningful difference, just as St. Francis and the early Franciscans helped reform corrupt systems through compassionate works.
This document discusses the four main generations currently in today's workforce: the Silent Generation, Baby Boomers, Generation X, and Millennials. Each generation grew up during different eras and were shaped by significant events of their time. As a result, they have differing values, work ethics, and views of the world. Managing a multigenerational workforce can be challenging due to these generational differences, but research also shows that age alone does not determine job performance. Understanding each generation can help organizations better engage and retain all age groups.
This document discusses rebuilding from the recession through principles of "Franciscanomics". It provides context on the state of the economy from 2010-2011, including headlines declaring both the end and continuation of the recession. It discusses challenges like high unemployment, corporate scandals, income inequality, and the debate around trickle-down economics. It suggests rebuilding through principles like helping one another, restoring integrity, and proving there are still honorable people working to solve social problems.
This document discusses generational differences in the modern multigenerational workforce. It outlines key events and attributes of four main generations currently in the workforce - the Silent Generation, Baby Boomers, Generation X, and Generation Y. There are intergenerational conflicts as each generation has a different perspective and approach to work based on the historical context in which they came of age. Managing a multigenerational workforce requires understanding these differences to effectively engage and retain talent from all generations.
Putting Together the Pieces of Leadership discusses various skills needed for effective leadership, including listening, communication, and developing future leaders. The document covers listening skills like understanding different listening roles, body language cues, and overcoming listening illusions. It also discusses the importance of communication, such as giving the right information to employees, avoiding jargon, and using stories to inspire others. Developing future leaders involves teaching students skills like taking risks, dealing with failure, and beating stress. Overall, the document provides guidance on listening, communicating, and cultivating leadership skills in others.
This document discusses rebuilding the economy from the recession through principles inspired by St. Francis of Assisi, known as "Francis-canomics". It suggests that just as the early Franciscans helped end corrupt feudalism through compassion for the suffering, small acts of goodwill and integrity from business leaders could help restore faith in the economy and encourage job creation from the bottom up.
The document discusses effective leadership communication and challenges leaders face. It notes that leadership communication is often ineffective because the message was not received as intended. Effective communication requires mastering both listening and public speaking skills. Leaders must understand how the words and language they use can include jargon, euphemisms or be exclusionary, and instead focus on clear, inclusive communication that employees understand and will act upon.
Promoting Wellbeing - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
Rasamanikya is a excellent preparation in the field of Rasashastra, it is used in various Kushtha Roga, Shwasa, Vicharchika, Bhagandara, Vatarakta, and Phiranga Roga. In this article Preparation& Comparative analytical profile for both Formulationon i.e Rasamanikya prepared by Kushmanda swarasa & Churnodhaka Shodita Haratala. The study aims to provide insights into the comparative efficacy and analytical aspects of these formulations for enhanced therapeutic outcomes.
- Video recording of this lecture in English language: https://youtu.be/Pt1nA32sdHQ
- Video recording of this lecture in Arabic language: https://youtu.be/uFdc9F0rlP0
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
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Travel vaccination in Manchester offers comprehensive immunization services for individuals planning international trips. Expert healthcare providers administer vaccines tailored to your destination, ensuring you stay protected against various diseases. Conveniently located clinics and flexible appointment options make it easy to get the necessary shots before your journey. Stay healthy and travel with confidence by getting vaccinated in Manchester. Visit us: www.nxhealthcare.co.uk
Our backs are like superheroes, holding us up and helping us move around. But sometimes, even superheroes can get hurt. That’s where slip discs come in.
share - Lions, tigers, AI and health misinformation, oh my!.pptxTina Purnat
• Pitfalls and pivots needed to use AI effectively in public health
• Evidence-based strategies to address health misinformation effectively
• Building trust with communities online and offline
• Equipping health professionals to address questions, concerns and health misinformation
• Assessing risk and mitigating harm from adverse health narratives in communities, health workforce and health system
Cell Therapy Expansion and Challenges in Autoimmune DiseaseHealth Advances
There is increasing confidence that cell therapies will soon play a role in the treatment of autoimmune disorders, but the extent of this impact remains to be seen. Early readouts on autologous CAR-Ts in lupus are encouraging, but manufacturing and cost limitations are likely to restrict access to highly refractory patients. Allogeneic CAR-Ts have the potential to broaden access to earlier lines of treatment due to their inherent cost benefits, however they will need to demonstrate comparable or improved efficacy to established modalities.
In addition to infrastructure and capacity constraints, CAR-Ts face a very different risk-benefit dynamic in autoimmune compared to oncology, highlighting the need for tolerable therapies with low adverse event risk. CAR-NK and Treg-based therapies are also being developed in certain autoimmune disorders and may demonstrate favorable safety profiles. Several novel non-cell therapies such as bispecific antibodies, nanobodies, and RNAi drugs, may also offer future alternative competitive solutions with variable value propositions.
Widespread adoption of cell therapies will not only require strong efficacy and safety data, but also adapted pricing and access strategies. At oncology-based price points, CAR-Ts are unlikely to achieve broad market access in autoimmune disorders, with eligible patient populations that are potentially orders of magnitude greater than the number of currently addressable cancer patients. Developers have made strides towards reducing cell therapy COGS while improving manufacturing efficiency, but payors will inevitably restrict access until more sustainable pricing is achieved.
Despite these headwinds, industry leaders and investors remain confident that cell therapies are poised to address significant unmet need in patients suffering from autoimmune disorders. However, the extent of this impact on the treatment landscape remains to be seen, as the industry rapidly approaches an inflection point.
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One health condition that is becoming more common day by day is diabetes.
According to research conducted by the National Family Health Survey of India, diabetic cases show a projection which might increase to 10.4% by 2030.
3. About half of Human
Resource professionals
say they are seeing new
workers entering the
workforce lacking
overall professionalism,
written communication
skills, analytical skills, or
business knowledge.
SHRM: 2005 Future of the U.S.
Labor Pool Survey Report
4. By 2012, one out of
five workers will be
fifty-five years old
or older.
Source: Bureau of Labor Statistics
5. “Why Retention Should Become a Core Strategy Now”
Harvard Management Update, October 2003
6. “It may be time to
reconsider the ‘they
have no place else
to go’ strategy of
employee retention.”
“Why Retention Should Become a Core Strategy Now”
Harvard Management Update, October 2003
12. “
WHAT WE FOUND IN
OUR INVESTIGATION OF
ADMIRED LEADERSHIP
KOUZES & POSNER
QUALITIES IS THAT MORE
The Leadership Challenge THAN ANYTHING, PEOPLE
WANT TO FOLLOW
LEADERS WHO ARE
CREDIBLE.”
15. values-based leaders:
1 Accept Challenges and
Take Risks
Risk seeking separates values-based
leaders from the yesteryear-theory
bureaucrats who sit around supervising
the work. Why is that important?
Leadership is proactive, as people can
only follow leaders who are moving.
16. risk
Verb: To do something despite danger;
to incur the chance of harm or loss
by taking an action.
17. Risk Takers
Some people respond to challenges that are
presented…
Risk Seekers
…while others seek out opportunities to
lead.
18. First, we weigh our chances of
success.
Next, we measure the importance of
success.
We also gauge how much control we
have in the outcome.
How we We assess our own skill.
assess risk
A values-based assessment should
determines override all other assessments of risk.
how we That is: does taking this risk
demonstrate your adherence to the
take risk.
organization’s values, or not?
20. “Each day brings you opportunities to raise
important questions, speak to higher values,
and surface unresolved conflicts. Every day
you have the chance to make a difference
in the lives of people around you.”
Ronald Heifetz, Leadership on the Line
22. values-based leaders:
2 Master Both Listening
and Speaking
The way we communicate with our
employees impacts how workers
understand our messages, and what
actions, if any, they take in response.
23. “ The biggest problem
with leadership communication is
”
the that it has occurred.
—Boyd Clarke and Ron Crossland, The Leader’s Voice
31. why jargon?
Speakers sometimes invoke workplace
jargon to impress others, or to establish
their membership in an elite faction.
Some use jargon to exclude or
confuse others, or to mask their
own inexperience or lack of
knowledge.
32. JARGON
often includes euphemisms
used to substitute inoffensive
expressions for those
considered offensive.
33. These actions will
align our resources
with market needs and
adjust the size of our
infrastructure.
– DuPont CEO
announcing the elimination of 3,500 jobs
34. of employees are regularly confused about what their
20 percent colleagues are saying, but are too embarrassed to ask for
clarification
admitted using jargon deliberately—as a means
More than a third of either demonstrating control or gaining
credibility
found the use of jargon in office meetings both
40 percent
irritating and distracting
One
out of dismissed speakers using jargon as both pretentious and untrustworthy
ten
Source: Office Angels
35. A single voice.
A candid voice.
A genuine voice.
Your voice.
36. values-based leaders:
3 Live By The Values
They Profess
Now, since the onslaught of corporate
scandals, we conceive of business
leaders as justice-obstructing, debt-
hiding, earnings-overstating thieves who
use company funds to purchase personal
artwork and to put on lavish birthday
parties for family members.
37. “You will be confronted
with questions every day
that test your morals.
Think carefully, and for
your sake, do the right
thing, not the easy thing.”
- Dennis Kozlowski, speaking to
the St. Anselm College Class of 2002
39. Strong Fundamental Values
“We must demand of ourselves
and of each other the highest
standards of individual and
corporate integrity. We
safeguard company assets. We
comply with all company
policies and laws.”
Source: The Tyco Guide to Ethical Conduct
40. “We safeguard company assets.”
Regency mahogany bookcase, c. 1810, $105,000
George I walnut arabesque tallcase clock, $113,750
Custom queen bed skirt, $4,995
Custom pillow, $2,665
Ascherberg grand piano, c. 1895, $77,000
Chandelier, Painted Iron, c. 1930, $32,500
Pair of Italian armchairs, c. 1780, $64,278
Persian rug, 20 feet by 14 feet, $191,250
41. “We’ve got this idea
that business means
anything goes.
”
R. Edward Freeman, Director
Olsson Center for Applied Ethics
42. Used-car salesperson…slick
Politician…dishonest
Personal injury lawyer…greedy
Insurance agent…pesky
Postal worker…postal
44. Consistency between an
organization’s stated values
and its leaders’ actual behavior
is critical to credibility.
45. alignment
Once they feel aligned,
individuals can start envisioning
their place in supporting the
organization’s success.
46. When there is
discrepancy
between what leaders
say and what they do,
employees immediately
and rightly recognize
those leaders as frauds.
47. WHY BOTHER?
Eighty-two percent of workers
would rather earn less money at
an organization with ethical
business practices than receive
higher pay at a company with
questionable ethics.
LRN Ethics Study 2006
48. Employees are
searching for leaders
with integrity who prove
their credibility
continuously.
50. values-based leaders:
4 Freely Give Away Their
Authority
Why the emphasis on giving away
authority? Giving authority to others
demonstrates trust in people. Trusted
employees are more effective, creative,
and satisfied. And a funny thing happens
when you trust people—they trust you
back!
51. “Hierarchy is an
organization with its face
toward the CEO and its ass
toward the customer.”
-Kjell A. Nordström and Jonas Ridderstråle
Funky Business
52. Giving away our authority is a
personal challenge. It involves
sharing influence, prestige,
and applause, while forcing us
to deal with our personal
insecurities.
53. Once you abandon
those concerns, you
will recognize
empowering others as
its own reward.
56. Micromanaged
employees “live
down to” the
expectations set
for them, thereby
perfectly
conforming to the
micromanager’s
views of them.
57. SAT THEM FURTHER AWAY
SMILED AT THEM LESS
MADE LESS EYE CONTACT
WITH THEM
CALLED ON THEM LESS
CRITICIZED THEM MORE
GAVE THEM LESS TIME TO
ANSWER QUESTIONS
TEACHERS & WITHHELD PRAISE FOR
SUCCESSFUL ANSWERS
MICROMANAGERS
PRAISED THEM FOR
Researchers studied how teachers MARGINAL ANSWERS
behaved toward students for whom
DEMANDED LESS WORK
they had low expectations. They: FROM THEM
58. Leaders who consider
themselves effective
are less apt to micromanage
high
and more likely to set
expectations for their
employees.
59. values-based leaders:
5 Recognize the Best in
Others
Values-based leaders recognize that each
person’s talents are unique and that a
person’s best opportunity for growth is in
exploiting those strengths.
60. What prevents
our employees
from doing what
they do best?
Usually, our
emphasis on what
they do worst.
61. Gallup
survey
question:
! Strongly Agree
“At work do (20 percent)
you have the
opportunity to do
what you do best
every day?”
62. ! Strongly Agree
38 percent more likely to work in business units
with higher productivity
50 percent more likely to work in business units
with lower turnover
44 percent more likely to work in business units
with high customer satisfaction scores
Source: Now, Discover Your Strengths Marcus
Buckingham and Donald Clifton
63. When we force our
employees to strive for
proficiency in
everything, we miss the
opportunity for them to
achieve greatness
or mastery in something—
in the one area where they
may, indeed, achieve just
that.
64. Identifying each person’s strongest
talents permits everyone the
opportunity to contribute what they do
BEST.
66. values-based leaders:
6 Have a Vision and Convince
Others To Share it
We often describe children as having
wild or active imaginations. The best
leaders never outgrow their
imaginative gift.
67. “The age-old secret to
generating buy-in is to
strategically design, target, and
deliver a story that projects a
positive future.”
Mark S. Walton
Generating Buy-In: Mastering the Language of Leadership
68. Good leaders
have a vision.
They hold in Have a
their minds
pictures of Vision
what is
possible.
69. Great leaders
convince
Convince others to share
Others to their vision by
articulating it in
Share It memorable and
inspirational
ways.
70. Old story:
Two stonemasons are
working on the same
project. An observer
asks, “What are you
doing?”
The first stonemason
replies: “I’m cutting stone.”
The second stonemason
replies: “I’m building a great
cathedral.”
71. “If you want to build a ship, don’t drum up
people to collect wood and don’t assign them
tasks and work, but rather teach them to long
for the endless immensity of the sea.”
72. Churchill
“Before you can inspire
with emotion, you must
be swamped with it
yourself. Before you can
move their tears, your
own must flow. To
convince them, you
must yourself believe.”
74. vital
SIX
integrities
! Accept challenges and take risks
! Master both listening and speaking
! Live by the values they profess
! Freely give away their authority
! Recognize the best in others
! Have a vision and convince others
to share it
values-based leadership