Case Study: Creative Leadership
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Owl, Fox & Dean worked with Instrument in 2013 and 2014 to help increase the capacity of their teams.
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Our organization is an international platform for young people to develop leadership skills and create positive social impact. Members gain experiences that help them grow personally and professionally in five key competencies: global mindset, entrepreneurial outlook, social responsibility, emotional intelligence, and proactive learning. Developing these competencies through unique opportunities transforms members into agents of change who can work towards our vision of peace and fulfilling human potential worldwide. The Global Competency Model describes the behaviors associated with superior performance in each competency area and provides a structure for self-assessment and professional development.
Inner game what and how
The document discusses two frameworks for understanding adult development - Lectical Levels and Levels of Consciousness. Lectical Levels developed by Theo Dawson describes four developmental zones and can be used to assess role fit, define levels of work, and support development. Levels of Consciousness developed by Robert Kegan focuses on an individual's frame and subject-object orientation. Both models can inform leadership development through assessments, coaching, and designing deliberately developmental organizations.
[AIESEC DN] [TM] Competency Model
This document outlines Nguyen Ha Giang's presentation on AIESEC's competency model and framework. It defines competency as a combination of skills, attitudes, and knowledge. It then explains that competency models are important for talent management, member development, and achieving organizational goals. The document introduces AIESEC's global competency model of 5 competencies aligned with their mission and vision. It also describes AIESEC Danang's local competency framework which breaks down the 5 global competencies into 11 competencies tailored to their specific situation. Finally, it lists some uses of competency models and frameworks, such as for talent selection, goal setting, performance assessment, and personal development.
Examining a global NGO’s collective capacity to lead
Examining a global NGO’s collective capacity to lead, featuring Patrick Sweet, Cindy McCauley, & Robert Burnside. 1) Identify groups whose shared work is central to the organization’s success. 2) Invite group members to complete the DAC survey about leadership outcomes in their group. 3) Compile and analyze responses from 920 individuals, and create focus groups for DAC best practices.
http://cop.ccl.org/connected/connect/webinar-archive/
Mastering your inner game
Vertical Leadership Consulting promotes a holistic approach to leadership development, focusing on both outer game skills (knowledge, competencies, behaviors) and inner game development (thinking capabilities, complexity of thought). The document outlines three ways leaders can develop their complexity of thinking: continuous learning cycles, deliberate practice in learning/thinking/deciding, and iterative decision/collaboration tools. It also notes the importance of measuring and setting conditions to spark vertical development.
Change Leadership: Leveraging the Power of Leadership Culture featuring John ...
The webinar discussed relational leadership and change leadership. Relational leadership sees leadership as emerging from social relationships rather than individuals. Effective change leadership requires shifting collective leadership beliefs and practices to drive new directions. The webinar presented a framework that links leadership beliefs, practices, and culture to organizational outcomes. It also outlined a three-phase methodology for change leadership that focuses on aligning strategy, designing changes, and implementing changes through new beliefs and practices. The goal is to develop collaborative leadership capability for sustainable organizational change.
Team work
By Anand:-
Effective team work, inffeffectiveness, strategy, benefits, barriers, how to improve team work everything in it.
I will be glad to see your comments.
And also please like it, if you really like it
i will be do always improvements in it.
thanx
Team work
In this slide you will see how team work leads to success, what are the models of a team and what is the importance of teamwork.
Recommended
GCM training
Our organization is an international platform for young people to develop leadership skills and create positive social impact. Members gain experiences that help them grow personally and professionally in five key competencies: global mindset, entrepreneurial outlook, social responsibility, emotional intelligence, and proactive learning. Developing these competencies through unique opportunities transforms members into agents of change who can work towards our vision of peace and fulfilling human potential worldwide. The Global Competency Model describes the behaviors associated with superior performance in each competency area and provides a structure for self-assessment and professional development.
Inner game what and how
The document discusses two frameworks for understanding adult development - Lectical Levels and Levels of Consciousness. Lectical Levels developed by Theo Dawson describes four developmental zones and can be used to assess role fit, define levels of work, and support development. Levels of Consciousness developed by Robert Kegan focuses on an individual's frame and subject-object orientation. Both models can inform leadership development through assessments, coaching, and designing deliberately developmental organizations.
[AIESEC DN] [TM] Competency Model
This document outlines Nguyen Ha Giang's presentation on AIESEC's competency model and framework. It defines competency as a combination of skills, attitudes, and knowledge. It then explains that competency models are important for talent management, member development, and achieving organizational goals. The document introduces AIESEC's global competency model of 5 competencies aligned with their mission and vision. It also describes AIESEC Danang's local competency framework which breaks down the 5 global competencies into 11 competencies tailored to their specific situation. Finally, it lists some uses of competency models and frameworks, such as for talent selection, goal setting, performance assessment, and personal development.
Examining a global NGO’s collective capacity to lead
Examining a global NGO’s collective capacity to lead, featuring Patrick Sweet, Cindy McCauley, & Robert Burnside. 1) Identify groups whose shared work is central to the organization’s success. 2) Invite group members to complete the DAC survey about leadership outcomes in their group. 3) Compile and analyze responses from 920 individuals, and create focus groups for DAC best practices.
http://cop.ccl.org/connected/connect/webinar-archive/
Mastering your inner game
Vertical Leadership Consulting promotes a holistic approach to leadership development, focusing on both outer game skills (knowledge, competencies, behaviors) and inner game development (thinking capabilities, complexity of thought). The document outlines three ways leaders can develop their complexity of thinking: continuous learning cycles, deliberate practice in learning/thinking/deciding, and iterative decision/collaboration tools. It also notes the importance of measuring and setting conditions to spark vertical development.
Change Leadership: Leveraging the Power of Leadership Culture featuring John ...
The webinar discussed relational leadership and change leadership. Relational leadership sees leadership as emerging from social relationships rather than individuals. Effective change leadership requires shifting collective leadership beliefs and practices to drive new directions. The webinar presented a framework that links leadership beliefs, practices, and culture to organizational outcomes. It also outlined a three-phase methodology for change leadership that focuses on aligning strategy, designing changes, and implementing changes through new beliefs and practices. The goal is to develop collaborative leadership capability for sustainable organizational change.
Team work
By Anand:-
Effective team work, inffeffectiveness, strategy, benefits, barriers, how to improve team work everything in it.
I will be glad to see your comments.
And also please like it, if you really like it
i will be do always improvements in it.
thanx
Team work
In this slide you will see how team work leads to success, what are the models of a team and what is the importance of teamwork.
Team work
The document discusses teamwork and its importance. It defines teamwork as the combination of team and work. It identifies different types of teamwork including problem solving, self-managed, virtual, and cross-functional teams. The document also presents a model for team effectiveness that is influenced by context, composition, work design, and process. Finally, it highlights the importance of teamwork for work efficiency, improved employee relations, increased accountability, and learning opportunities.
Seeing and assessing leadership culture
With Sarah Stawiski, Chuck Palus, & John McGuire
Join us for a conversation about seeing and assessing leadership culture. In the previous webinar we explored how leadership culture is key to change leadership. This week we take a closer look at leadership culture: What it is, how to see it, and how to engage and begin to transform it.
We define the basic terms, and share the background of theory and practice
We review and experience several practical tools for seeing, assessing, and transforming leadership culture
We look at case studies, with implications for your own context
What is the CONNECTED Community, and why is relational leadership important? Click here for resources http://cop.ccl.org/connected/
Team work
This document discusses the importance of teamwork in business. It defines teamwork as the combination of team and work, and lists types of teamwork like problem solving and self-managed teams. The document presents a team effectiveness model with factors like resources, leadership, composition, and work design that influence team effectiveness. Some benefits of teamwork mentioned are increased work efficiency, improved employee relations, and learning opportunities. It concludes that great things are never accomplished by individuals alone but through collaborative team efforts.
CCL Points of View on Leadership Development Through the Lens of Relational L...
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
Techniques of leadership to create high performance organization
EmployWise is mainly constituted of Employee Self Service System which gives access to employee database and enables employee self-service. This data base contains all the vital information regarding the employees. The data always remain updated without having to do the data entry by HR.
Relational DAC Practices Project
Here are a few ideas for how we could work on this research agenda together:
- Divide up the literature to review - different team members could each take responsibility for synthesizing a few key areas like team effectiveness, collaboration, family systems, etc.
- Set up working sessions to come together periodically to share our findings, discuss connections to DAC, and identify gaps/new areas to explore
- Conduct interviews or focus groups with leaders in different contexts to learn what relational practices they use to increase direction, alignment and commitment in their organizations
- Develop case studies that illustrate how relational leadership plays out in various settings not well represented in existing research
- Create a matrix or map linking relational practices to leadership outcomes
Connective leadership
old leadership model :
the leader
a person who rules or guides or inspires others
the manager
a person who controls and manipulates resources
the world is shifting
to new model connective leadership
Connective Leaders participate & facilitate
Connect activities
Connect people and teams
Build relationships
Encourage Collaboration
Influence people
Teaming across all vertical and horizontal levels of an organization
Create trust and Value
Team work…
A unified body of individuals
Group practice ….
@Connective Leadership
a group of peoplebound together by shared expertise and passion for action
joint ownership
shared purpose
Connective leaders
connect
activities + people + self + create space & Value
Awake.at.Work_Overview April 2016
The document describes Awake at Work, a program that aims to awaken creative genius in organizations. It does this through mindfulness-based sessions and retreats that cultivate presence, courage, connection and other capacities. Major companies like Intel, Nike and Microsoft have seen benefits like increased focus, creativity and employee engagement. Awake at Work offers various programs and coaching to ignite genius at different levels of an organization, from individuals to teams to leadership. The overall goal is to transform stress and fixed mindsets into catalysts for creativity and excellence.
Vertical Leadership Development For a Complex World
Vertical Leadership Development featuring Charles J. Palus PhD, CCL Senior Fellow, at the CCL Anniversary Day in Shanghai China, Center for Creative Leadership Greater China CCL 创新领导力中心（大中华区）
Video at: https://vimeo.com/211731651
THANKS to Ed Kelly for use of his Warren Buffett research table: From Transformations in Leadership © Dr. Edward J. Kelly 2014. http://thethirdact.ie/wp-content/uploads/2015/01/BuffettWarrenDevBioFINAL.pdf
Bibliography
Cook-Greuter, Susanne (2013). Nine Levels Of Increasing Embrace In Ego Development: A Full-Spectrum Theory Of Vertical Growth And Meaning Making.
Kegan, Robert. (1994). In over our heads: The demands of modern life. Cambridge, MA: Harvard University Press.
Kelly, E. (2014). Transformations in Leadership.
McCauley, C. D., Drath, W. H., Palus, C. J., O’Connor, P. M., & Baker, B. A. (2006). The use of constructive-developmental theory to advance the understanding of leadership. The Leadership Quarterly, 17(6), 634-653.
McGuire, J., Palus, C. J., & Torbert, W. R. (2007). Toward interdependent organizing and researching. Handbook of collaborative management research, 123-142.
Palus, C. J., & Drath, W. H. (1995). Evolving Leaders. A Model for Promoting Leadership Development in Programs. Center for Creative Leadership.
Palus, C. J., Harrison, S., & Prasad, J. (2015). Developing relational leadership in Africa. In K. G. Schuyler (Ed.), Creative Social Change:Leadership for a Healthy World. International Leadership Association.
Petrie, Nick. (2014). Future Trends in Leadership Development. CCL White Paper. Greensboro, NC: Center for Creative Leadership.
Petrie, Nick. (2014). Vertical leadership development, Part 1: Developing leaders for a complex world. CCL White Paper, Greensboro, NC: Center for Creative Leadership.
Rooke, D., & Torbert, W. R. (2005, April). Seven transformations of leadership. Harvard Business Review, 66–77.
Transformations™: User’s Guide
Torbert, B., & Associates. (2004). Action inquiry: The secret of timely and transforming leadership. San Francisco, CA: Berrett-Koehler.
motivation.
The document discusses motivation and its importance. It defines motivation as an interaction that creates a desire or willingness to perform and encourages action or feelings that lead to overall growth. It identifies the main keys of motivation as ability, skills, equipment, supplies, and time. It also outlines Maslow's Hierarchy of Needs and lists types of motivation including power, attitude, incentive, fear, and achievement. The importance of motivation is said to be the achievement of goals, putting human resources into action, improving efficiency, building relationships, and maintaining a stable workforce.
Transformational Presence Leadership BCN-FEB-2017
This document announces a 3-day professional development program called "Transformational Presence: Leadership in Action" led by Alan Seale. The program will take place February 10-12, 2017 in Barcelona, Spain and is aimed at leaders, HR managers, entrepreneurs, and visionaries. It will teach skills for leadership in complex times, including sensing the bigger picture, intuiting below the surface, empowering growth in others, and inspiring transformation through presence.
Managing gen y abridged
This document discusses strategies for motivating and retaining Generation Y employees. It covers three key areas:
1. Alignment - Engaging the entire organization in strategy formation through a "Vision Community" platform that crowdsources ideas from employees. This has contributed to 20-30% of Zensar's new strategies.
2. Execution - Conducting "iZen Engagement Workshops" to build exceptional teams and frontline managers. These workshops resulted in improved retention, engagement, and alignment to organizational goals.
3. Leadership development - Creating opportunities for leadership growth through experiences like the Vision Community. The document advocates for a new paradigm of leadership focused on nurturing talent rather than commanding followers.
Agile HR at Faster Horses - Transforming the Employee Experience
Henry Ford is quoted as saying "If I had asked people what they wanted, they would have said faster horses." In 3 sentences:
The document discusses agile HR practices and transforming performance reviews from annual and manager-led to ongoing and employee-owned. It proposes using techniques like open space to collaboratively identify how the organization can become a place for employees to grow and develop. Sample problem statements, questions, and personas are provided to illustrate how open space can be used to discuss feedback culture and performance reviews.
10226617 final aun2_k_e_dx
Rolf Schmachtenberg discusses how organizations with high turnover like AIESEC can still achieve long-term ambitions through focusing on developing leadership skills, collaborative experiences, and global impact. He outlines AIESEC's "roots of success" as growing reach, leadership development, empowering collaborative experiences, and being a credible global youth voice. If AIESEC focuses on continually delivering these high-quality experiences, it can redesign programs to achieve its five-year ambitions through measuring success based on these roots rather than traditional control mechanisms.
LEADERSHIP Intro
This document advertises an online webinar about leadership performance. It discusses how effective leaders are in high demand due to economic challenges but many people fail as leaders because they lack necessary personality traits or behaviors. The webinar will help participants discover ways to perform effectively as leaders, gain insight into their leadership capabilities, and understand the relationship between non-technical skills and leadership performance. Participants will complete online assessments before the webinar and receive a personalized report to use during the interactive session.
AGILE AND HR
Human Resources. A sweet and sour contribution to the agile journey in big organizations
HR is usually the owner of processes and tools related to people and their growth: these tools should not just align with the agile transformation but act as enabler for it. Easier said than done.
Both in big and small companies, we’ve seen different scenarios: from cases where HR was not directly involved in the transformation (and chasing afterwards what was happening) to cases where it is leading the change, but sometimes struggles to challenge its own status quo. The impact is big, both in positive and negative terms.
Which practices can HR adopt and promote to become an effective agent of change during an Agile transformation?
Leaders provide cohesion
Leaders provide cohesion by forming a vision and goals, communicating them in a clear and concise way, and guiding others towards achieving them. They set objectives, devise strategies, and coordinate resources. Leaders transform thinking, assemble diverse groups under a shared vision, and aim to make planned changes possible. Their messaging focuses on the vision and keeping efforts aligned to overcome challenges towards objectives.
ELZIX FOUNDATION
Elzix is a coaching and consulting firm that helps organizations, teams, and individuals reach their full potential and unlock breakthrough results. They design programs to facilitate major improvements and paradigm shifts, not just minor insights or incremental changes. Their coaches create an environment where participants can have breakthroughs. Elzix offers various workshops and programs focused on areas like business English, taxation, culture building, vision and strategy, talent development, communication skills, and more. Customer testimonials highlight positive personal and professional impacts like improved performance, mindset shifts, and feelings of rebirth from Elzix's programs.
Vertical Leadership Consulting Offerings
Vertical Leadership Consulting provides coaching packages and workshops to help leaders develop complex thinking skills needed to thrive in complex environments. Their Emerging Leaders and Advanced Leaders packages use assessments, learning sessions, and individual coaching to minimize reactive tendencies and maximize creative competencies. Developmental coaching options include the LCP Assessment plus coaching, workshops on topics like engaging complexity and overcoming cognitive bias.
Global Leadership development
This document summarizes a presentation on global leadership development. It discusses various frameworks and approaches for developing global leaders, including the Center for Creative Leadership's model of developing 12 capabilities through self-knowledge, behavioral change, and career development. It also reviews different development tools like 360-degree feedback, coaching, mentoring, and their strengths/weaknesses. The document then outlines a research project between several Asian universities to derive a model for developing Asian leaders based on analyzing the cross-cultural experiences of international assignees from China, Indonesia, and Singapore.
management & leadership (case study)
Include a case study of The Electronic Store , on Management and Leadership,
assumption , alternatives, solutions
Leadership case study restview hospital
The board of directors at Restview Hospital chose the Standard Software package over the recommendation of the accounting manager, Mary. Mary had researched various options and felt Reliable Computer's software would be best. However, the facility administrator, Jack, pressured the board to choose Standard instead. As a result, Restview incurred thousands in unnecessary expenses.
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Team work
The document discusses teamwork and its importance. It defines teamwork as the combination of team and work. It identifies different types of teamwork including problem solving, self-managed, virtual, and cross-functional teams. The document also presents a model for team effectiveness that is influenced by context, composition, work design, and process. Finally, it highlights the importance of teamwork for work efficiency, improved employee relations, increased accountability, and learning opportunities.
Seeing and assessing leadership culture
With Sarah Stawiski, Chuck Palus, & John McGuire
Join us for a conversation about seeing and assessing leadership culture. In the previous webinar we explored how leadership culture is key to change leadership. This week we take a closer look at leadership culture: What it is, how to see it, and how to engage and begin to transform it.
We define the basic terms, and share the background of theory and practice
We review and experience several practical tools for seeing, assessing, and transforming leadership culture
We look at case studies, with implications for your own context
What is the CONNECTED Community, and why is relational leadership important? Click here for resources http://cop.ccl.org/connected/
Team work
This document discusses the importance of teamwork in business. It defines teamwork as the combination of team and work, and lists types of teamwork like problem solving and self-managed teams. The document presents a team effectiveness model with factors like resources, leadership, composition, and work design that influence team effectiveness. Some benefits of teamwork mentioned are increased work efficiency, improved employee relations, and learning opportunities. It concludes that great things are never accomplished by individuals alone but through collaborative team efforts.
CCL Points of View on Leadership Development Through the Lens of Relational L...
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
Techniques of leadership to create high performance organization
EmployWise is mainly constituted of Employee Self Service System which gives access to employee database and enables employee self-service. This data base contains all the vital information regarding the employees. The data always remain updated without having to do the data entry by HR.
Relational DAC Practices Project
Here are a few ideas for how we could work on this research agenda together:
- Divide up the literature to review - different team members could each take responsibility for synthesizing a few key areas like team effectiveness, collaboration, family systems, etc.
- Set up working sessions to come together periodically to share our findings, discuss connections to DAC, and identify gaps/new areas to explore
- Conduct interviews or focus groups with leaders in different contexts to learn what relational practices they use to increase direction, alignment and commitment in their organizations
- Develop case studies that illustrate how relational leadership plays out in various settings not well represented in existing research
- Create a matrix or map linking relational practices to leadership outcomes
Connective leadership
old leadership model :
the leader
a person who rules or guides or inspires others
the manager
a person who controls and manipulates resources
the world is shifting
to new model connective leadership
Connective Leaders participate & facilitate
Connect activities
Connect people and teams
Build relationships
Encourage Collaboration
Influence people
Teaming across all vertical and horizontal levels of an organization
Create trust and Value
Team work…
A unified body of individuals
Group practice ….
@Connective Leadership
a group of peoplebound together by shared expertise and passion for action
joint ownership
shared purpose
Connective leaders
connect
activities + people + self + create space & Value
Awake.at.Work_Overview April 2016
The document describes Awake at Work, a program that aims to awaken creative genius in organizations. It does this through mindfulness-based sessions and retreats that cultivate presence, courage, connection and other capacities. Major companies like Intel, Nike and Microsoft have seen benefits like increased focus, creativity and employee engagement. Awake at Work offers various programs and coaching to ignite genius at different levels of an organization, from individuals to teams to leadership. The overall goal is to transform stress and fixed mindsets into catalysts for creativity and excellence.
Vertical Leadership Development For a Complex World
Vertical Leadership Development featuring Charles J. Palus PhD, CCL Senior Fellow, at the CCL Anniversary Day in Shanghai China, Center for Creative Leadership Greater China CCL 创新领导力中心（大中华区）
Video at: https://vimeo.com/211731651
THANKS to Ed Kelly for use of his Warren Buffett research table: From Transformations in Leadership © Dr. Edward J. Kelly 2014. http://thethirdact.ie/wp-content/uploads/2015/01/BuffettWarrenDevBioFINAL.pdf
Bibliography
Cook-Greuter, Susanne (2013). Nine Levels Of Increasing Embrace In Ego Development: A Full-Spectrum Theory Of Vertical Growth And Meaning Making.
Kegan, Robert. (1994). In over our heads: The demands of modern life. Cambridge, MA: Harvard University Press.
Kelly, E. (2014). Transformations in Leadership.
McCauley, C. D., Drath, W. H., Palus, C. J., O’Connor, P. M., & Baker, B. A. (2006). The use of constructive-developmental theory to advance the understanding of leadership. The Leadership Quarterly, 17(6), 634-653.
McGuire, J., Palus, C. J., & Torbert, W. R. (2007). Toward interdependent organizing and researching. Handbook of collaborative management research, 123-142.
Palus, C. J., & Drath, W. H. (1995). Evolving Leaders. A Model for Promoting Leadership Development in Programs. Center for Creative Leadership.
Palus, C. J., Harrison, S., & Prasad, J. (2015). Developing relational leadership in Africa. In K. G. Schuyler (Ed.), Creative Social Change:Leadership for a Healthy World. International Leadership Association.
Petrie, Nick. (2014). Future Trends in Leadership Development. CCL White Paper. Greensboro, NC: Center for Creative Leadership.
Petrie, Nick. (2014). Vertical leadership development, Part 1: Developing leaders for a complex world. CCL White Paper, Greensboro, NC: Center for Creative Leadership.
Rooke, D., & Torbert, W. R. (2005, April). Seven transformations of leadership. Harvard Business Review, 66–77.
Transformations™: User’s Guide
Torbert, B., & Associates. (2004). Action inquiry: The secret of timely and transforming leadership. San Francisco, CA: Berrett-Koehler.
motivation.
The document discusses motivation and its importance. It defines motivation as an interaction that creates a desire or willingness to perform and encourages action or feelings that lead to overall growth. It identifies the main keys of motivation as ability, skills, equipment, supplies, and time. It also outlines Maslow's Hierarchy of Needs and lists types of motivation including power, attitude, incentive, fear, and achievement. The importance of motivation is said to be the achievement of goals, putting human resources into action, improving efficiency, building relationships, and maintaining a stable workforce.
Transformational Presence Leadership BCN-FEB-2017
This document announces a 3-day professional development program called "Transformational Presence: Leadership in Action" led by Alan Seale. The program will take place February 10-12, 2017 in Barcelona, Spain and is aimed at leaders, HR managers, entrepreneurs, and visionaries. It will teach skills for leadership in complex times, including sensing the bigger picture, intuiting below the surface, empowering growth in others, and inspiring transformation through presence.
Managing gen y abridged
This document discusses strategies for motivating and retaining Generation Y employees. It covers three key areas:
1. Alignment - Engaging the entire organization in strategy formation through a "Vision Community" platform that crowdsources ideas from employees. This has contributed to 20-30% of Zensar's new strategies.
2. Execution - Conducting "iZen Engagement Workshops" to build exceptional teams and frontline managers. These workshops resulted in improved retention, engagement, and alignment to organizational goals.
3. Leadership development - Creating opportunities for leadership growth through experiences like the Vision Community. The document advocates for a new paradigm of leadership focused on nurturing talent rather than commanding followers.
Agile HR at Faster Horses - Transforming the Employee Experience
Henry Ford is quoted as saying "If I had asked people what they wanted, they would have said faster horses." In 3 sentences:
The document discusses agile HR practices and transforming performance reviews from annual and manager-led to ongoing and employee-owned. It proposes using techniques like open space to collaboratively identify how the organization can become a place for employees to grow and develop. Sample problem statements, questions, and personas are provided to illustrate how open space can be used to discuss feedback culture and performance reviews.
10226617 final aun2_k_e_dx
Rolf Schmachtenberg discusses how organizations with high turnover like AIESEC can still achieve long-term ambitions through focusing on developing leadership skills, collaborative experiences, and global impact. He outlines AIESEC's "roots of success" as growing reach, leadership development, empowering collaborative experiences, and being a credible global youth voice. If AIESEC focuses on continually delivering these high-quality experiences, it can redesign programs to achieve its five-year ambitions through measuring success based on these roots rather than traditional control mechanisms.
LEADERSHIP Intro
This document advertises an online webinar about leadership performance. It discusses how effective leaders are in high demand due to economic challenges but many people fail as leaders because they lack necessary personality traits or behaviors. The webinar will help participants discover ways to perform effectively as leaders, gain insight into their leadership capabilities, and understand the relationship between non-technical skills and leadership performance. Participants will complete online assessments before the webinar and receive a personalized report to use during the interactive session.
AGILE AND HR
Human Resources. A sweet and sour contribution to the agile journey in big organizations
HR is usually the owner of processes and tools related to people and their growth: these tools should not just align with the agile transformation but act as enabler for it. Easier said than done.
Both in big and small companies, we’ve seen different scenarios: from cases where HR was not directly involved in the transformation (and chasing afterwards what was happening) to cases where it is leading the change, but sometimes struggles to challenge its own status quo. The impact is big, both in positive and negative terms.
Which practices can HR adopt and promote to become an effective agent of change during an Agile transformation?
Leaders provide cohesion
Leaders provide cohesion by forming a vision and goals, communicating them in a clear and concise way, and guiding others towards achieving them. They set objectives, devise strategies, and coordinate resources. Leaders transform thinking, assemble diverse groups under a shared vision, and aim to make planned changes possible. Their messaging focuses on the vision and keeping efforts aligned to overcome challenges towards objectives.
ELZIX FOUNDATION
Elzix is a coaching and consulting firm that helps organizations, teams, and individuals reach their full potential and unlock breakthrough results. They design programs to facilitate major improvements and paradigm shifts, not just minor insights or incremental changes. Their coaches create an environment where participants can have breakthroughs. Elzix offers various workshops and programs focused on areas like business English, taxation, culture building, vision and strategy, talent development, communication skills, and more. Customer testimonials highlight positive personal and professional impacts like improved performance, mindset shifts, and feelings of rebirth from Elzix's programs.
Vertical Leadership Consulting Offerings
Vertical Leadership Consulting provides coaching packages and workshops to help leaders develop complex thinking skills needed to thrive in complex environments. Their Emerging Leaders and Advanced Leaders packages use assessments, learning sessions, and individual coaching to minimize reactive tendencies and maximize creative competencies. Developmental coaching options include the LCP Assessment plus coaching, workshops on topics like engaging complexity and overcoming cognitive bias.
Global Leadership development
This document summarizes a presentation on global leadership development. It discusses various frameworks and approaches for developing global leaders, including the Center for Creative Leadership's model of developing 12 capabilities through self-knowledge, behavioral change, and career development. It also reviews different development tools like 360-degree feedback, coaching, mentoring, and their strengths/weaknesses. The document then outlines a research project between several Asian universities to derive a model for developing Asian leaders based on analyzing the cross-cultural experiences of international assignees from China, Indonesia, and Singapore.
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CCL Points of View on Leadership Development Through the Lens of Relational L...
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Techniques of leadership to create high performance organization
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Vertical Leadership Development For a Complex World
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Agile HR at Faster Horses - Transforming the Employee Experience
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1. Biomass renewable energy in Asia has key opportunities in community services, enterprises, and households by providing solutions such as irrigation, transportation, food processing, lighting, and cooking.
2. These solutions can have positive impacts like increased incomes, agricultural output and efficiency, reduced fuel and operating costs, and improved food preservation and indoor air quality.
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Case Study: Creative Leadership
- 3. The complexity, perspectives, imagination, abilities, and needs of each individual, their capacity to generate ideas, and the collective output of their interactions. HOW WE SEE: CREATIVITY
- 4. OPTIONAL TITLE TEXT OVER PHOTO
- 5. The capacity to understand yourself, the people you work with, and the context in which you operate in order to influence each of those things in a generative way. HOW WE SEE: LEADERSHIP
- 7. OPTIONAL TITLE TEXT OVER PHOTO
- 8. INCREASED LEADERSHIP CAPACITY = INCREASED CREATIVE OUTPUT
- 9. OPTIONAL TITLE TEXT OVER PHOTO
- 11. OPTIONAL TITLE TEXT OVER PHOTO DIGITAL CREATIVE AGENCY PORTLAND, OR
- 12. OUR WORK After rapid growth, Instrument wanted to focus on efficiency and develop their talented doers into leaders. We delivered a custom leadership development program for over 65 of their staff and designed strategies to integrate leadership as a discipline into their organizational architecture.
- 13. “Instrument engaged with Caleb and his team on an extensive leadership coaching exercise for just about every employee here. We couldn’t be happier with the results and it’s showing across all disciplines and levels.” Vince LaVecchia Partner & General Manager at Instrument
- 14. WE HELPED INSTRUMENT INCREASE CAPACITY AT THE INDIVIDUAL, TEAM, AND ORGANIZATIONAL LEVEL. THIS CAPACITY HELPED THEM INCREASE CREATIVE OUTPUT AND DO MORE BUSINESS WITH GREATER EFFICIENCY IN 2014.
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- 16. OUR WORK FOCUSES ON THE ORGANIZATIONAL SYSTEMS THAT SUPPORT STRONG LEADERS, EFFECTIVE TEAMS, AND VALUABLE BUSINESS MODELS.
- 17. OPTIONAL TITLE TEXT OVER PHOTO DURABILITY ADAPTABILITY ACCOUNTABILITY A WELL DESIGNED SYSTEM
- 18. We create tools and design strategies that help build your capacity and re-frame challenges into opportunities. OUR APPROACH
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- 22. Our approach ensures that owners, executives, and their teams have the confidence and capacity to adapt quickly, implement lasting solutions, and capitalize on opportunities.
- 23. WE INCREASE YOUR ORGANIZATION’S ABILITY TO GENERATE VALUE AND EVOLVE.
- 24. We are an organizational design firm. We increase your capacity to evolve.