The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.
Jacinta Ashworth, Research Consultant from Compass Partnership and Mike Hudson, Director from Compass Partnership explore how senior leadership teams are structured, managed and developed and the qualities needed in your leadership team to ensure your organisation thrives.
Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference
Có thể nói rằng, Tư duy Đột phá (Breakthrough
Thinking) là “phần mềm dành cho trí não”, là những
nguyên tắc và quy trình mới để hoạch định, thiết kế, tái cấu
trúc, cải tiến và tìm giải pháp cho mọi vấn đề mà bạn gặp
phải. Tư duy Đột phá khai mở tầm nhìn về mục tiêu và
giúp bạn đạt được mục tiêu mà không phải mất quá nhiều
thời gian và nguồn lực vào việc thu thập các dữ liệu.
Tư duy Đột phá mở rộng quá trình sáng tạo đến các
hoạt động như xác định đúng các mục đích cần đạt được,
đề xuất nhiều phương án độc đáo, sáng tạo, và triển khai
các hệ thống cần thiết cho việc thực hiện giải pháp.
Với Tư duy Đột phá, bạn sẽ suy nghĩ thông minh hơn,
mà không phải mất nhiều công sức.
Có lẽ đã có hàng trăm quyển sách giới thiệu những giải
pháp tuyệt vời và những chương trình được xem là “chẩn
đoán căn bản” mà các công ty được điều hành tốt nhất hay
những người tỉnh thức nhất đã khám phá ra trong quá trình
đi tìm câu trả lời cho các vấn đề của họ. Nhưng có bao giờ
bạn thực sự học hỏi được từ đó, một cách chính xác, làm
như thế nào để tới được “mỏ vàng của sự sáng tạo” như sự
hứa hẹn chứa đầy ánh hào quang kia?
This document provides an outline for a presentation on approaches to critical reading and writing. It discusses identifying one's writing style, using reading to inform writing, techniques for critical reading like annotating and summarizing texts, using free writing to develop ideas, various methods for planning writing like outlining and mind mapping, developing and signposting arguments, citing sources, and making time for writing. The presentation aims to help attendees reflect on their writing practices and reading approaches, and provide strategies for planning, structuring, and improving academic writing.
The document discusses leadership and teamwork. It defines leadership as influencing others to accomplish a mission while motivating and developing people. Several leadership theories are described, including traits theory, great man theory, behavioral theory, and contingency theory. Different leadership styles like autocratic, democratic, laissez-faire, and paternalistic are also outlined. The stages of team development from forming to performing are presented. Effective team meetings and decision making processes are discussed. The differences between a leader and manager are defined.
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
Leadership Development Program Impact on Employee RetentionShawn C. Petty
(OSTICON 2015 Presentation by Dr. Tunde Ogidan, Brownsville ISD) ~ This session will provide an understanding of how leadership development programs aid with reducing the turnover rate to help employers retain good employees and sustain their programs.
1. The document discusses using action learning to develop shared leadership skills. It describes action learning as working in groups to address real organizational problems while developing leadership competencies through reflective questioning.
2. Key elements of action learning that build shared leadership include focusing on complex problems requiring diverse perspectives, group sizes that allow full participation, and reflective questioning that emphasizes listening to others.
3. Studies found that action learning projects helped organizations generate solutions, direction, and commitment around complex issues by developing capabilities like engaging across boundaries and understanding the organization systemically.
Có thể nói rằng, Tư duy Đột phá (Breakthrough
Thinking) là “phần mềm dành cho trí não”, là những
nguyên tắc và quy trình mới để hoạch định, thiết kế, tái cấu
trúc, cải tiến và tìm giải pháp cho mọi vấn đề mà bạn gặp
phải. Tư duy Đột phá khai mở tầm nhìn về mục tiêu và
giúp bạn đạt được mục tiêu mà không phải mất quá nhiều
thời gian và nguồn lực vào việc thu thập các dữ liệu.
Tư duy Đột phá mở rộng quá trình sáng tạo đến các
hoạt động như xác định đúng các mục đích cần đạt được,
đề xuất nhiều phương án độc đáo, sáng tạo, và triển khai
các hệ thống cần thiết cho việc thực hiện giải pháp.
Với Tư duy Đột phá, bạn sẽ suy nghĩ thông minh hơn,
mà không phải mất nhiều công sức.
Có lẽ đã có hàng trăm quyển sách giới thiệu những giải
pháp tuyệt vời và những chương trình được xem là “chẩn
đoán căn bản” mà các công ty được điều hành tốt nhất hay
những người tỉnh thức nhất đã khám phá ra trong quá trình
đi tìm câu trả lời cho các vấn đề của họ. Nhưng có bao giờ
bạn thực sự học hỏi được từ đó, một cách chính xác, làm
như thế nào để tới được “mỏ vàng của sự sáng tạo” như sự
hứa hẹn chứa đầy ánh hào quang kia?
This document provides an outline for a presentation on approaches to critical reading and writing. It discusses identifying one's writing style, using reading to inform writing, techniques for critical reading like annotating and summarizing texts, using free writing to develop ideas, various methods for planning writing like outlining and mind mapping, developing and signposting arguments, citing sources, and making time for writing. The presentation aims to help attendees reflect on their writing practices and reading approaches, and provide strategies for planning, structuring, and improving academic writing.
The document discusses leadership and teamwork. It defines leadership as influencing others to accomplish a mission while motivating and developing people. Several leadership theories are described, including traits theory, great man theory, behavioral theory, and contingency theory. Different leadership styles like autocratic, democratic, laissez-faire, and paternalistic are also outlined. The stages of team development from forming to performing are presented. Effective team meetings and decision making processes are discussed. The differences between a leader and manager are defined.
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
Leadership Development Program Impact on Employee RetentionShawn C. Petty
(OSTICON 2015 Presentation by Dr. Tunde Ogidan, Brownsville ISD) ~ This session will provide an understanding of how leadership development programs aid with reducing the turnover rate to help employers retain good employees and sustain their programs.
1. The document discusses using action learning to develop shared leadership skills. It describes action learning as working in groups to address real organizational problems while developing leadership competencies through reflective questioning.
2. Key elements of action learning that build shared leadership include focusing on complex problems requiring diverse perspectives, group sizes that allow full participation, and reflective questioning that emphasizes listening to others.
3. Studies found that action learning projects helped organizations generate solutions, direction, and commitment around complex issues by developing capabilities like engaging across boundaries and understanding the organization systemically.
1. The document discusses using action learning to develop shared leadership skills. It describes action learning as working in groups to address real organizational problems while developing leadership competencies through reflective questioning.
2. Key elements of action learning that build shared leadership include focusing on complex problems requiring diverse perspectives, group sizes that allow full participation, and reflective questioning that emphasizes listening to others.
3. Studies found that action learning projects helped organizations generate solutions to complex issues by developing capabilities like engaging across boundaries, understanding interdependencies, and effective teamwork.
A Coaching Culture Blueprint to Restore Organizational Health and Performance...HR Network marcus evans
Presentation delivered by Marguerite Samms, MN, CPT, ACC, Executive Director Leadership Institute and Transformation Center, Intermountain Healthcare at the marcus evans Corporate Learning & Talent Development Summit 2018 in Palm Beach FL.
Orientation To Leading In OrganizationsPaul Reagan
The document describes a leadership development program that uses portfolios and consultations to help participants improve their leadership skills. It involves assessments, workshops on real leadership challenges, and follow up discussions to help participants apply what they learned and develop strategies for continued growth. Research cited found that follow up after training is critical for changing behaviors and achieving results, otherwise there is often a "knowing-doing gap" where knowledge does not translate to actions.
5. Leadership Development Framework.pptxShantanGunna
This leadership development framework has four main purposes: 1) to develop leadership skills in company managers, 2) to promote leadership behaviors across all employees, 3) to manage resistance to the leadership program, and 4) to brainstorm alternative leadership development approaches. The framework outlines key leadership behaviors like team engagement, communication, delegation, and decision making. It also provides a leadership development action plan template to help managers improve specific skills through goals, activities, timelines and success metrics. Finally, the framework discusses techniques for managing conflicts that may arise through various approaches like problem solving, compromising, withdrawing or forcing.
Teams are required for several reasons: multiple perspectives lead to better solutions; trust and support among members promotes effectiveness; and collaboration amplifies individual talents. Effective teams are composed of committed individuals with diverse skills focused on a shared mission. Key roles include the team leader for communication and implementation, a recorder for documentation, and an advisor for process guidance. Building a successful team follows stages of forming, storming, norming, performing, and adjourning, and applies principles of defining goals, leading by example, valuing all contributions, and rewarding group achievements.
This document outlines leadership in an SJA Adult Unit setting. It defines leadership as creating values within a unit and enlisting support to accomplish goals. Good leadership sets goals and direction, inspires action, and develops capabilities, while management focuses on processes. Followers want approachable, consultative leaders who empower them and focus on the team. The blueprint discusses motivating members through praise and recognition, setting standards for behavior, embracing change, and advocating for the unit and members. It also covers key unit management functions.
Best Practices for Developing Your Emerging LeadersBizLibrary
In this webinar, Jeremy Lieb of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
Coaching Employees for High Performance (Webinar by Fuel50 & Quantum Workplace)Fuel50
Check out the full webinar at http://f50.li/cehp. Today, more than ever, providing opportunities for professional development and career growth is critical to engaging and retaining productive and high-performing employees. In fact, 100% of HR leaders identified improving leader coaching conversations as a top priority for them in 2017 and 70% of employers say their career development processes are ineffective at providing career advancement opportunities.
The document discusses the role of leaders in managing organizational change. It outlines that leaders must ensure the organization is flexible and can adapt to change effectively. It also discusses that leaders should develop the talent already within the organization through leadership training. The document provides examples of leadership styles and attributes that can help increase a leader's effectiveness, such as strategic thinking, inspiring vision, and emotional intelligence. It emphasizes the importance of leaders engaging with all stakeholders and linking their efforts across the organization to facilitate international competitiveness and flexibility during times of change.
The document discusses various aspects of leadership including definitions, characteristics, styles, and approaches. It defines leadership as interpersonal influence directed towards goals and the ability to motivate others. Key points made include distinguishing leadership from management, describing traits of successful leaders, and comparing transactional and transformational leadership styles. Situational leadership approaches and the path-goal theory are also summarized.
The document discusses key traits of effective leaders and models of leadership. It describes six traits of leaders including drive, integrity, self-confidence, intelligence, job knowledge, and desire to lead. It also outlines the managerial grid model, contingency model, and elements of high performing leadership including being a vision creator, team builder, task allocator, motivator, and people developer.
How to Unlock the Hidden Value in Your Emerging Leaders | WebinarBizLibrary
Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Among the key challenges many employers face:
They don’t have strategic level initiatives in place to capture and retain the knowledge that’s about to leave
They don’t have replacement talent ready to step into leadership as these roles open up
They can’t engage and retain early career talent long enough to fill leadership roles
What if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
This document discusses why companies use teams and how to effectively structure and manage teams. Some key points include:
1) Companies use teams to satisfy social needs, leverage diverse skills and perspectives, and increase productivity through cooperation and accountability.
2) Effective teams have a clear mission and goals, consist of committed members with complementary skills, and have defined roles and responsibilities for leadership, record keeping, and quality assurance.
3) Team success relies on traits like honesty, cooperation, initiative and perseverance among members, as well as clear direction, accountability, and an ongoing process of assessment, planning, execution and evaluation.
Team Building and Teamwork Slideshow (Final).pptdrneerajbhandari
Companies use teams for several reasons: it satisfies social needs, leverages diverse skills and perspectives, and promotes communication and trust between employees. Effective teams have a clear mission and roles defined for members. Key traits for team success include honesty, initiative, dependability, and cooperation. The document outlines roles for a team leader, recorder, quality advisor, and members. It also provides guidance on team charters, goals, communication, conflict resolution, and incentives to motivate team performance.
Leadership, Strategy and Performance Managementsynergus
The document discusses various approaches to leadership, strategy, and performance management. It covers leadership theories including trait, behavioral, situational, and transformational approaches. It also discusses developing strategy through understanding context, vision, capacity, and empowerment. Key elements of transformational leadership and social learning approaches are outlined. The importance of leadership, learning, and using learning to continuously improve performance is emphasized. Leaders are encouraged to facilitate rather than direct learning, and create learning organizations through building commitment, capacity, and empowerment.
1. Leadership plays a key role in fostering innovation through challenging current perspectives, creating freedom for employees to experiment, and inspiring curiosity.
2. Effective leadership development requires moving beyond isolated events to an ongoing journey through a blend of formal training, coaching, on-the-job experiences, and informal learning.
3. Identifying high-potential leaders requires considering a variety of factors beyond just performance, such as leadership promise, adaptability, and learning agility.
4. To enhance business and people outcomes, organizations must revolutionize outdated management cultures by making processes more adaptive, spreading decision-making, and prioritizing innovation and growth over rigid hierarchies.
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15BizLibrary
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
The document outlines a vision for volunteering that was launched on May 6th 2022. It was a collaborative project involving several non-profit organizations and government support. The vision identifies five key themes: awareness and appreciation, power, equity and inclusion, collaboration, and experimentation. It aims to make volunteering more accessible and enjoyable for all by 2032 through greater collaboration between organizations, empowering volunteers, testing new engagement strategies, and addressing current inequities. People can get involved by sharing commitments on the website to support changes over the next ten years.
This document outlines plans for the NCVO to create a new distributed network to better connect its members. The current centralized model has members connecting only with NCVO, rather than each other. The new vision is for a platform where horizontal relationships are central, members can easily connect and self-organize, and share knowledge to support each other practically and emotionally. This is intended to strengthen civil society impact. The next phase will develop a detailed proposal and funding budget to test assumptions and build understanding and capacity among partners to launch the new network by 2023.
1. The document discusses using action learning to develop shared leadership skills. It describes action learning as working in groups to address real organizational problems while developing leadership competencies through reflective questioning.
2. Key elements of action learning that build shared leadership include focusing on complex problems requiring diverse perspectives, group sizes that allow full participation, and reflective questioning that emphasizes listening to others.
3. Studies found that action learning projects helped organizations generate solutions to complex issues by developing capabilities like engaging across boundaries, understanding interdependencies, and effective teamwork.
A Coaching Culture Blueprint to Restore Organizational Health and Performance...HR Network marcus evans
Presentation delivered by Marguerite Samms, MN, CPT, ACC, Executive Director Leadership Institute and Transformation Center, Intermountain Healthcare at the marcus evans Corporate Learning & Talent Development Summit 2018 in Palm Beach FL.
Orientation To Leading In OrganizationsPaul Reagan
The document describes a leadership development program that uses portfolios and consultations to help participants improve their leadership skills. It involves assessments, workshops on real leadership challenges, and follow up discussions to help participants apply what they learned and develop strategies for continued growth. Research cited found that follow up after training is critical for changing behaviors and achieving results, otherwise there is often a "knowing-doing gap" where knowledge does not translate to actions.
5. Leadership Development Framework.pptxShantanGunna
This leadership development framework has four main purposes: 1) to develop leadership skills in company managers, 2) to promote leadership behaviors across all employees, 3) to manage resistance to the leadership program, and 4) to brainstorm alternative leadership development approaches. The framework outlines key leadership behaviors like team engagement, communication, delegation, and decision making. It also provides a leadership development action plan template to help managers improve specific skills through goals, activities, timelines and success metrics. Finally, the framework discusses techniques for managing conflicts that may arise through various approaches like problem solving, compromising, withdrawing or forcing.
Teams are required for several reasons: multiple perspectives lead to better solutions; trust and support among members promotes effectiveness; and collaboration amplifies individual talents. Effective teams are composed of committed individuals with diverse skills focused on a shared mission. Key roles include the team leader for communication and implementation, a recorder for documentation, and an advisor for process guidance. Building a successful team follows stages of forming, storming, norming, performing, and adjourning, and applies principles of defining goals, leading by example, valuing all contributions, and rewarding group achievements.
This document outlines leadership in an SJA Adult Unit setting. It defines leadership as creating values within a unit and enlisting support to accomplish goals. Good leadership sets goals and direction, inspires action, and develops capabilities, while management focuses on processes. Followers want approachable, consultative leaders who empower them and focus on the team. The blueprint discusses motivating members through praise and recognition, setting standards for behavior, embracing change, and advocating for the unit and members. It also covers key unit management functions.
Best Practices for Developing Your Emerging LeadersBizLibrary
In this webinar, Jeremy Lieb of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
Coaching Employees for High Performance (Webinar by Fuel50 & Quantum Workplace)Fuel50
Check out the full webinar at http://f50.li/cehp. Today, more than ever, providing opportunities for professional development and career growth is critical to engaging and retaining productive and high-performing employees. In fact, 100% of HR leaders identified improving leader coaching conversations as a top priority for them in 2017 and 70% of employers say their career development processes are ineffective at providing career advancement opportunities.
The document discusses the role of leaders in managing organizational change. It outlines that leaders must ensure the organization is flexible and can adapt to change effectively. It also discusses that leaders should develop the talent already within the organization through leadership training. The document provides examples of leadership styles and attributes that can help increase a leader's effectiveness, such as strategic thinking, inspiring vision, and emotional intelligence. It emphasizes the importance of leaders engaging with all stakeholders and linking their efforts across the organization to facilitate international competitiveness and flexibility during times of change.
The document discusses various aspects of leadership including definitions, characteristics, styles, and approaches. It defines leadership as interpersonal influence directed towards goals and the ability to motivate others. Key points made include distinguishing leadership from management, describing traits of successful leaders, and comparing transactional and transformational leadership styles. Situational leadership approaches and the path-goal theory are also summarized.
The document discusses key traits of effective leaders and models of leadership. It describes six traits of leaders including drive, integrity, self-confidence, intelligence, job knowledge, and desire to lead. It also outlines the managerial grid model, contingency model, and elements of high performing leadership including being a vision creator, team builder, task allocator, motivator, and people developer.
How to Unlock the Hidden Value in Your Emerging Leaders | WebinarBizLibrary
Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Among the key challenges many employers face:
They don’t have strategic level initiatives in place to capture and retain the knowledge that’s about to leave
They don’t have replacement talent ready to step into leadership as these roles open up
They can’t engage and retain early career talent long enough to fill leadership roles
What if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
This document discusses why companies use teams and how to effectively structure and manage teams. Some key points include:
1) Companies use teams to satisfy social needs, leverage diverse skills and perspectives, and increase productivity through cooperation and accountability.
2) Effective teams have a clear mission and goals, consist of committed members with complementary skills, and have defined roles and responsibilities for leadership, record keeping, and quality assurance.
3) Team success relies on traits like honesty, cooperation, initiative and perseverance among members, as well as clear direction, accountability, and an ongoing process of assessment, planning, execution and evaluation.
Team Building and Teamwork Slideshow (Final).pptdrneerajbhandari
Companies use teams for several reasons: it satisfies social needs, leverages diverse skills and perspectives, and promotes communication and trust between employees. Effective teams have a clear mission and roles defined for members. Key traits for team success include honesty, initiative, dependability, and cooperation. The document outlines roles for a team leader, recorder, quality advisor, and members. It also provides guidance on team charters, goals, communication, conflict resolution, and incentives to motivate team performance.
Leadership, Strategy and Performance Managementsynergus
The document discusses various approaches to leadership, strategy, and performance management. It covers leadership theories including trait, behavioral, situational, and transformational approaches. It also discusses developing strategy through understanding context, vision, capacity, and empowerment. Key elements of transformational leadership and social learning approaches are outlined. The importance of leadership, learning, and using learning to continuously improve performance is emphasized. Leaders are encouraged to facilitate rather than direct learning, and create learning organizations through building commitment, capacity, and empowerment.
1. Leadership plays a key role in fostering innovation through challenging current perspectives, creating freedom for employees to experiment, and inspiring curiosity.
2. Effective leadership development requires moving beyond isolated events to an ongoing journey through a blend of formal training, coaching, on-the-job experiences, and informal learning.
3. Identifying high-potential leaders requires considering a variety of factors beyond just performance, such as leadership promise, adaptability, and learning agility.
4. To enhance business and people outcomes, organizations must revolutionize outdated management cultures by making processes more adaptive, spreading decision-making, and prioritizing innovation and growth over rigid hierarchies.
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15BizLibrary
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
The document outlines a vision for volunteering that was launched on May 6th 2022. It was a collaborative project involving several non-profit organizations and government support. The vision identifies five key themes: awareness and appreciation, power, equity and inclusion, collaboration, and experimentation. It aims to make volunteering more accessible and enjoyable for all by 2032 through greater collaboration between organizations, empowering volunteers, testing new engagement strategies, and addressing current inequities. People can get involved by sharing commitments on the website to support changes over the next ten years.
This document outlines plans for the NCVO to create a new distributed network to better connect its members. The current centralized model has members connecting only with NCVO, rather than each other. The new vision is for a platform where horizontal relationships are central, members can easily connect and self-organize, and share knowledge to support each other practically and emotionally. This is intended to strengthen civil society impact. The next phase will develop a detailed proposal and funding budget to test assumptions and build understanding and capacity among partners to launch the new network by 2023.
Hollie Banu is a senior manager at a large technology company based in San Francisco. She has over 15 years of experience in product management and business development. Hollie received her MBA from Stanford University and enjoys traveling, cooking, and spending time with her family on weekends.
The document summarizes research from a national survey on volunteering in the UK. It finds that while formal volunteering declined during the COVID-19 pandemic, informal volunteering increased slightly. Willingness to help others is the top motivator for volunteering. However, paid work is a major barrier, and post-pandemic volunteers are experiencing burnout from increased workload and stress during the pandemic. The cost of living crisis may further impact volunteer satisfaction and participation going forward.
This document provides information about undertaking a governance review of a board. It outlines the typical stages of a review including desk research, surveys of skills, diversity and governance, interviews, board observations, and a final report. It then discusses tools that can be used for the review, including the Governance Wheel for self-assessment, a skills audit, and a diversity audit. Potential red flags or issues that may be identified are also mentioned. The document concludes by thanking participants and directing them to return to the main room for an AGM and member event.
This document summarizes the proceedings of a National Volunteering Forum organized by NCVO and AVM. The forum focused on engaging volunteers and paid staff. It included presentations on developing shared principles between volunteers and staff from sector perspectives, as well as case studies from organizations on their approaches. Breakout discussion groups also took place on making decisions around paid and volunteer roles, and challenges faced. The forum concluded with reflections on recognizing, reconnecting and reimagining volunteering in the future, the role of volunteer leadership, and next steps.
A panel discussion considering what the future hold for charities and their governance, and how trustees can support their charities to survive and thrive.
Here we share our progress on updating the Charity Governance Code. Hear from the Code steering group about changes that are being made to the Diversity and Integrity principles following its refresh.
The panel will share some of the proposed changes to the Integrity principle, offering a preview of the updates. They will also reflect on findings from engagement and the extended consultation on enhancements to the Diversity principle. This will be an opportunity for the steering group to share their learning, having listened to a range of experiences. It is also an opportunity to discuss best practice which has been identified through the revision work. Finally, the group will offer an update on next steps on the Code's revision.
We’ve put together this video guide to using the governance wheel to carry out a board effectiveness review. It will be most useful for trustees or staff who are undertaking a board review for their own charity and want to know how best to use the governance wheel to support them in this.
This document provides an introduction and agenda for a webinar on emerging safeguarding risks due to the COVID-19 lockdown. The webinar will discuss safeguarding risks in schools, the workplace, with homeworking, and regarding digital technology and online safety during lockdown. It will also provide an introduction to safeguarding, including definitions of vulnerable people, types of abuse, and special areas of concern. The host has a background in nursing, policing, social services, and currently works as a safeguarding risk consultant. Supporting documents on understanding safeguarding are also referenced.
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1. Workshops
PM8: Creating outstanding leadership
teams
Chair:
Denise Fellows, Director and CEO, Consultancy and Talent
Development, Centre for Charity Effectiveness
Speakers:
Jacinta Ashworth, Research Consultant, Compass
Partnership
Mike Hudson, Director, Compass Partnership
2.
3. Executive Summary
1. Introduction
2. Organising the team
2.1 Team structure
2.2 Team membership
2.3 The team leader
2.4 Recruitment and reward
3. Managing the team
3.1 Team meetings
3.2 Team working
3.3 Team development
4. Leading the organisation
4.1 Leadership of strategy and impact
4.2 Leadership of behaviour across the organisation
5. Improving leadership team performance
5.1 Overall effectiveness of leadership teams
5.2 Drivers of leadership team performance
5.3 How well leadership teams perform on the drivers
5.4 Prevalence of the drivers
5.5 Actions across the charity sector
6. Conclusions
7. Implications
4. Appendix 1 Summary of literature review
Appendix 2 Glossary
Appendix 3 Participating organisations
Appendix 4 Profile of participants
Appendix 5 Research methods
Appendix 6 The full research model
Published June 2014 Available from Directory of Social Change
www.dsc.org.uk/bol
Tel: 08450 77 77 07
Insightful, thought-provoking and long overdue research to assist chief executives to get the
best from their leadership teams’. David Bilton, Chief Executive, Woodard Academies Trust
5. Building Outstanding Leadership Teams
Chair: Denise Fellows, Cass Centre for Charity Effectiveness
Speakers: Mike Hudson and Jacinta Ashworth, Compass Partnership
NCVO Evolve Conference 2014
6. Objectives of our research
1. To understand:
how the leadership teams are organised and managed
how they provide leadership
2. To enable leadership teams to benchmark their performance
3. To identify the key drivers of outstanding leadership teams
7. Objectives of this workshop
1. To present findings of our research
2. To give you an opportunity to reflect on how to strengthening charity
leadership teams
8. Agenda
2.00 Welcome and context setting
2.05 Highlights of the research findings
2.30 Questions
2.45 Table discussions on strengthening leadership teams
3.10 Feedback of top point from each table
3.25 Summary of key take away points
9. Our definition of the leadership team
Chief Executive
Core Group
Wider senior teamThe leadership team
Chief Operating
Officer
10. What we did
1. Extensive literature review
2. Workshop with charity leaders
3. Identified 75 characteristics of leadership teams
4. Developed and tested 110 question survey
5. Received 102 responses from the top 500 charity chief executives
6. Corroborated feedback with sample of HR Directors
7. Correlated characteristics with team performance ratings
8. Identified key drivers of team effectiveness
9. Tested conclusions at workshop with charity leaders
11. What does a ‘typical’ leadership team look like?
6 team
members 2 or 3 women
2 ‘long standing’
members,
in post 6 years+
1 member
working
part-time
4 externally
appointed
members
3 or 4 appointed
by the current CEO
2 post
graduates
No-one or 1 from
an ethnic minority
12. Summary of Compass Cass research model
LEADERSHIP TEAM
Organising the team Managing the team Leading the organisation
Team meetings
Team working
Team development
Leadership of strategy
and impact
Leadership of behaviour
Team structure
Team membership
Team leader
Team recruitment and
reward
13. Overall performance
7%
8%
13%
8%
16%
23%
7%
9%
32%
55%
64%
60%
60%
66%
61%
55%
73%
58%
45%
30%
28%
27%
25%
21%
14%
17%
19%
32%
15%
0% 20% 40% 60% 80% 100%
Investment in LT development
Recruitment and reward of LT members
Meetings of the LT
Leadership of behaviour across the organisation
Working as a team
Delivering leadership of strategy and impact
Team members, at leading the organisation
Size and structure of the LT
Chief Executive, at leading the LT
OVERALL EFFECTIVENESS OF LEADERSHIP TEAM
Extremely Very Quite Not very N/S
Effectiveness of:
Performance on the nine components of the Compass Cass model of leadership teams
14. Example: Team development
19%
1%
18%
21%
43%
72%
0% 20% 40% 60% 80%
Actions taken in the last three years to invest in the development of the leadership team
Used external assistance to support development
Discussed how team works, without support
Conducted a review of performance of the LT
Worked with someone from within organisation
Other
No such actions taken in the last 3 years
15. Example: performance on leadership team development
5%
9%
19%
26%
29%
50%
57%
32%
44%
54%
35%
24%
45%
21%
8%
15%
9%
8%
0% 20% 40% 60% 80% 100%
Extremely Very Quite Not very N/S
OVERALL EFFECTIVENESS OF TEAM AT
INVESTING IN ITS OWN DEVELOPLENT
Value of team coach to team development
Team's capacity for learning and development
How good at celebrating success
Quality of plans for improving team effectiveness
16. Enablers of high performance
LEADERSHIP TEAM
Organising the team Managing the team Leading the organisation
Team meetings
Team working
Team development
Leadership of strategy
and impact
Leadership of behaviour
Team structure
Team membership
Team leader
Team recruitment and
reward
ESSENTIAL
BUILDING BLOCKS
ENABLERS OF HIGH
PERFORMANCE
ENABLERS OF HIGH
PERFORMANCE
17. Drivers of outstanding leadership teams
GREAT TEAM WORKING
Valuing style and personality differences
Maintaining a cohesive team
Being open about mistakes and weaknesses
Good at compromising
EFFECTIVE LEADERSHIP OF BEHAVIOUR
Modelling desired behaviour
Acting as a team outside meetings
Communicating well with managers
Managing stakeholder relations
EFFECTIVE TEAM MEETINGS
Listening to each other
Using each other’s talents during meetings
Following through agreed actions
Taking good decisions
CLEAR LEADERSHIP OF STRATEGY AND IMPACT
Tracking achievement of strategic objectives
Focussing on strategic issues
Focussing on achievement of impact
Bringing innovation and new ideas
INVESTMENT IN TEAM DEVELOPMENT
Days spent on working better as a team
Reviewing performance of the team
External support for the team
Planning to improve team effectiveness
INCREASING
IMPACT ON
TEAM
PERFORMANCE
OUTSTANDING
LEADERSHIP
TEAMS
18. Which key drivers are most often in place?
GREAT TEAM WORKING
Valuing style and personality differences
Maintaining a cohesive team 68%
Being open about mistakes and weaknesses 63%
Good at compromising
EFFECTIVE LEADERSHIP OF BEHAVIOUR
Modelling desired behaviour 61%
Acting as a team outside meetings 60%
Communicating well with managers 59%
Managing stakeholder relations
EFFECTIVE TEAM MEETINGS
Listening to each other 66%
Using each other’s talents during meetings
Following through agreed actions 66%
Taking good decisions 82%
CLEAR LEADERSHIP OF STRATEGY AND IMPACT
Tracking achievement of strategic objectives
Focussing on strategic issues 70%
Focussing on achievement of impact 65%
Bringing innovation and new ideas
INVESTMENT IN TEAM DEVELOPMENT
Days spent on working better as a team
Reviewing performance of the team
External support for the team
Planning to improve team effectiveness
INCREASING
IMPACT ON
TEAM
PERFORMANCE
OUTSTANDING
LEADERSHIP
TEAMS
19. Which key drivers are least often in place?
GREAT TEAM WORKING
Valuing style and personality differences 52%
Maintaining a cohesive team
Being open about mistakes and weaknesses
Good at compromising 56%
EFFECTIVE LEADERSHIP OF BEHAVIOUR
Modelling desired behaviour
Acting as a team outside meetings
Communicating well with managers
Managing stakeholder relations 51%
EFFECTIVE TEAM MEETINGS
Listening to each other
Using each other’s talents during meetings 50%
Following through agreed actions
Taking good decisions
CLEAR LEADERSHIP OF STRATEGY AND IMPACT
Tracking achievement of strategic objectives 58%
Focussing on strategic issues
Focussing on achievement of impact
Bringing innovation and new ideas 50%
INVESTMENT IN TEAM DEVELOPMENT
Days spent on working better as a team 42%
Reviewing performance of the team 23%
External support for the team 30%
Planning to improve team effectiveness 26%
INCREASING
IMPACT ON
TEAM
PERFORMANCE
OUTSTANDING
LEADERSHIP
TEAMS
20. How well do leadership teams perform on key drivers?
0%
5%
10%
15%
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Number of drivers in place
% of organisations with drivers in place
%oforganisations
Strength of team performance:
Weaker 25% Medium 46% Stronger 29%
Average = 11
21. Which are the strongest performing teams?
Organisations with
higher income
and more staff
CEO has long tenure
and greater breadth
of experience
At least half are
externally appointed
members
More than two thirds
are post graduates
With a
deputy CEO
or COO
Ethnically
diverse
22. Conclusions
1. Leadership of behaviour and great team working are key drivers
Key improvement areas:
valuing style and personality differences
compromising
stakeholder relations
2. Team meetings and leadership of strategy are next most important
Key improvement areas:
using each other talents in meetings
tracking achievement of strategic objectives
innovation
3. Investment in team development is the weakest aspect
Learning how to do this better is the crucial issue for the future
23. Practical implications
1. Start by getting the right people on the team
2. Ensure a balance of internal and external appointments
3. Invest time in getting the group to work as a team
4. Strive to maintain reasonable stability in team membership
5. Discuss expectations of behaviour openly
6. Review team performance regularly
7. Agree ways of improving team performance
24. Table discussions
1. How do our findings compare with your experience of leadership
teams?
2. What do you think is most important in strengthening charity leadership
teams?
25. Key take way points
1. Effective leadership teams are crucial to impactful organisations
2. Getting skilled team players with strategic perspective on the team is the
starting point
3. Focus on leadership of behaviour and team working to achieve
outstanding performance
26. How to purchase a copy of Building Outstanding Leadership Teams
Visit the DSC stand located need to add info if known
Email: publications@dsc.org.uk
Online: www.dsc.org.uk/bol
Tel: 0845 077 7707
ISBN – 978 1 906294 93 9
Price £40 Discounted price for charities £32
27. Helping charity leadership teams become more effective
Compass Partnership works with chief executives and directors to review team performance, coach
teams to increase their effectiveness, and strengthen team relationships. We:
Conduct 360°assessments of the performance of your leadership team
Highlight strengths and weaknesses and pinpoint key actions to improve leadership team
effectiveness
Deliver team coaching programmes to enhance team performance
Benchmark team performance with similar organisations.
Please contact Debbie Emerson on 01628 478561 or demerson@compassnet.co.uk to arrange a free
confidential face-to-face discussion on how to enhance the performance of your leadership team.
28. The first investigation by Compass
Partnership and Cass Business School
looked in detail at the governance of the
top 500 charities in the UK and identified
the key drivers of governance
effectiveness.
Available from DSC via their website or by
phone:
www.dsc.org.uk/guc
publications@dsc.org.uk
Tel: 0845 077 7707
29. Tel: 01628 478561
email: info@compassnet.co.uk
Publications
Managing Without Profit, Mike Hudson, (DSC,
2009) sets out the theory and practice of creating
highly successful nonprofit organisations.
Delivering Effective Governance, Mike Hudson,
Jacinta Ashworth, (DSC 2012), identifies drivers of
governance performance and highlights actions to
achieve improvements in governance.
Building Outstanding Leadership Teams, Mike
Hudson. Jacinta Ashworth, (DSC 2014) identifies
key drivers of effective leadership teams and
actions to improve their performance
Available from www.dsc.org.uk
Compass Partnership provides consultancy
on the governance and management of
independent civil society organisations.
Over the last 30 years we have worked
with more than 800 organisations in
health, social welfare, housing, education,
international development, arts, religion
and the environment.
We work with chairs and chief executives
to strengthen governance, management
and strategy and we strive always to be at
the cutting edge of best practices.
Compass Partnership