One day pre-conference workshop at EARCOS Leadership Conference in Bangkok Nov 2015. Co-facilitating with Brian O'Maoileoin, Primary Principal from United World College (Singapore - Dover).
5 Ways to Build a Better Leadership Development Program | Webinar 12.04.14BizLibrary
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.
www.bizlibrary.com
5 Ways to Build a Better Leadership Development Program | Webinar 02.10.15BizLibrary
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
Keynote-Leadership Development for Getting Things Done: Ted Abernathy, Managing Partner, Economic Leadership. Presented ate the Women's Economic Development Network 2017
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.
Tatva Leadership : Our Leadership development program in Pune are designed specifically to advance the leadership capabilities of senior executives and help them assume a broader role within their organizations. Leadership Training in Pune provides leadership development for Senior Management, Middle Management, and Women Leaders.
Day 1- Tuesday 17 March 2015: Preparing for our Macro Challenge
Learning & Development Track: Lessons from Leadership Development. Presented by Dr Tienie Ehlers, Human Resources Development Manager, SAB
#astdza2015
5 Ways to Build a Better Leadership Development Program | Webinar 12.04.14BizLibrary
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.
www.bizlibrary.com
5 Ways to Build a Better Leadership Development Program | Webinar 02.10.15BizLibrary
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
Keynote-Leadership Development for Getting Things Done: Ted Abernathy, Managing Partner, Economic Leadership. Presented ate the Women's Economic Development Network 2017
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.
Tatva Leadership : Our Leadership development program in Pune are designed specifically to advance the leadership capabilities of senior executives and help them assume a broader role within their organizations. Leadership Training in Pune provides leadership development for Senior Management, Middle Management, and Women Leaders.
Day 1- Tuesday 17 March 2015: Preparing for our Macro Challenge
Learning & Development Track: Lessons from Leadership Development. Presented by Dr Tienie Ehlers, Human Resources Development Manager, SAB
#astdza2015
5 Ways to Build a Better Leadership Development Program - Webinar 10.09.14BizLibrary
In this webinar we'll discuss best practices from companies that have successfully met the challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com/webinars
Leland Sandler: Leadership and Succession DevelopmentLeland Sandler
Leland Sandler's presentation on managing talent in the pharmaceutical industry. This presentation goes over leadership & succession development. More specifically, what it is, and how we do it. Visit http://lelandsandler.com/ for more information.
Leadership By Levels is a unique development program which will ensure that your managerial leaders hit the ground running as soon as they are promoted.
Our program goes beyond conventional development, focussing on the differences in work complexity at each organizational level and enabling participants to develop higher levels required of cognitive capability and socio-emotional maturity.
This program will give organizations the framework for a sustainable leadership talent strategy.
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
How to Build a Business Case and Measure the Effects of Leadership Developmen...Human Capital Media
Leadership development is essential to successfully navigate at today’s business speed. This webinar will offer practical and credible advice on how to construct a business case to substantiate leadership development initiatives and measure the effects. Development of your leaders can have big payoff in terms of revenue generation and organizational risk mitigation, but how will you know if you’ve been successful if you don’t have a formal plan and strategy to evaluate impact? Join us for an insightful webinar by one of the industry’s leading authorities on measurement and analytics, Jeffrey Berk, COO of KnowledgeAdvisors.
Learning objectives:
Developing the business case for a leadership development initiative.
Defining the leadership development measurement strategy to evaluate impact.
Identifying what analytics are important.
Communicating the results of leadership development investments to executives.
Leaders can be divided into three categories: the emerging leader, the developing leader, and the strategic leader. Each category is faced with specific challenges. Once these can be identified and overcome, the leader can move to a higher category. This presentation lists the challenges that face each type of leader, and what coaching conversations to have.
Simple steps how to define competencies you need to support your organization strategies and the simple steps to design and develop performance-based instructions if the solution requires for it.
The following slide presentation provides an overview of why hundreds of managers and leaders have chosen LRI to be their guide in their professional development process.
Learning & Development - Shifting From Normal to the New NormalRoshan Thiran
In this presentation, Roshan Thiran shares his insights on how the Learning, Development and Engagement functions in organisations are changing. He also shares insights on how HR and Learning professionals can adapt to these changes by leveraging technology and being transformation focused
Reciprocal mentoring and leaner voice. This learning@school workshop focused on how intergenerational dialogue can benefit both people. It also explored the importance of looking for mentors who do not think like you - stretch outside your comfort zone to grow.
5 Ways to Build a Better Leadership Development Program - Webinar 10.09.14BizLibrary
In this webinar we'll discuss best practices from companies that have successfully met the challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com/webinars
Leland Sandler: Leadership and Succession DevelopmentLeland Sandler
Leland Sandler's presentation on managing talent in the pharmaceutical industry. This presentation goes over leadership & succession development. More specifically, what it is, and how we do it. Visit http://lelandsandler.com/ for more information.
Leadership By Levels is a unique development program which will ensure that your managerial leaders hit the ground running as soon as they are promoted.
Our program goes beyond conventional development, focussing on the differences in work complexity at each organizational level and enabling participants to develop higher levels required of cognitive capability and socio-emotional maturity.
This program will give organizations the framework for a sustainable leadership talent strategy.
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
How to Build a Business Case and Measure the Effects of Leadership Developmen...Human Capital Media
Leadership development is essential to successfully navigate at today’s business speed. This webinar will offer practical and credible advice on how to construct a business case to substantiate leadership development initiatives and measure the effects. Development of your leaders can have big payoff in terms of revenue generation and organizational risk mitigation, but how will you know if you’ve been successful if you don’t have a formal plan and strategy to evaluate impact? Join us for an insightful webinar by one of the industry’s leading authorities on measurement and analytics, Jeffrey Berk, COO of KnowledgeAdvisors.
Learning objectives:
Developing the business case for a leadership development initiative.
Defining the leadership development measurement strategy to evaluate impact.
Identifying what analytics are important.
Communicating the results of leadership development investments to executives.
Leaders can be divided into three categories: the emerging leader, the developing leader, and the strategic leader. Each category is faced with specific challenges. Once these can be identified and overcome, the leader can move to a higher category. This presentation lists the challenges that face each type of leader, and what coaching conversations to have.
Simple steps how to define competencies you need to support your organization strategies and the simple steps to design and develop performance-based instructions if the solution requires for it.
The following slide presentation provides an overview of why hundreds of managers and leaders have chosen LRI to be their guide in their professional development process.
Learning & Development - Shifting From Normal to the New NormalRoshan Thiran
In this presentation, Roshan Thiran shares his insights on how the Learning, Development and Engagement functions in organisations are changing. He also shares insights on how HR and Learning professionals can adapt to these changes by leveraging technology and being transformation focused
Reciprocal mentoring and leaner voice. This learning@school workshop focused on how intergenerational dialogue can benefit both people. It also explored the importance of looking for mentors who do not think like you - stretch outside your comfort zone to grow.
Global Leadership: Why being networked mattersCheryl Doig
This presentation explores some ways in which educational leaders are extending their networks and looking beyond their own systems in order to lead for the future. It uses the ACEL Leadership Capability Framework as the basis to explore innovation, partnerships and networks in more depth.
This plenary address, by Cheryl Doig and Chris Jansen, at the AISA Leadership Retreat in Ghana explores some of the trends that leaders should be aware of in order to lead in the future. It challenges us to be creative and challenging educators.
What are some of the tensions we find in teams and what can we do about this? These slides do not include the workshop materials but give some ideas for moving forward.
2013 EARCOS #1 Designing a change initiative: Leveraging the cynefin frameworkChris Jansen
Workshop #1 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
Building a thriving leadership incubatorChris Jansen
Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
Motivations, outcomes and implications of structured professional development...SEDA
Professional Development (PD) in Higher Education in the Irish Context
Collaborative PD in action
Benefits of Collaborative approach to PD
Next steps - Round table discussions
Debrief & implications for practice
In the Leadership Lab, the theory gives way to practice, as fellows participate in a series of project-based exercises and managerial simulations designed to create the mixture of urgency and ambiguity that frequently accompanies real life leadership challenges. Fellows then analyze the decisions and behaviors they exhibited under such conditions, to build greater self-
awareness.
Blended threads: Global leadership development at Coats Kineo
How does a large global manufacturing organization up skill it's front line and middle managers on core leadership skills? By finding the right blends of approaches and partners! Check out this presentation from Learning Solutions 2014 with Kineo's Cammy Bean and Coat's Gary Droghini.
Blended threads: Global leadership development at CoatsCammy Bean
How does a large global manufacturing organization up skill it's front line and middle managers on core leadership skills? By finding the right blends of approaches and partners! Check out this presentation from Learning Solutions 2014 with Kineo's Cammy Bean and Coat's Gary Droghini.
1) How student organization can affect the leadership developm.docxmonicafrancis71118
1) How student organization can affect the leadership development (leadership traits) of a
student., person.
2) Why students take on leadership role in the student union (organization)
3) Forcus on Erasmus in Sweden
4) The potential of student organizations for developing leadership
5) Volunteer
6) What motivation do students have when taking a leadership role a volunterely
7) The Significance of Student Organizations to Leadership Development
8) Motivation Factors for Students’ Pursuit of Leadership Positions
9) The effect
10) How can the leadership position in Erasmus student network affects the development of a
leadership skills of an individual (student) – qulitative
11) What leadership skills could be debeloped as a result of taking a leadership role in
Erasmus student network
12) To what extent does taking a leaderhip position in ESN effect the development of
leadership skills
13) What motivates students to take on a leadership role within a student organization
14) The effect of student organization pn leadership development of a student
Role of student organizations in developing leadership capacity in students,
By participating in a student organization students learn how to:
1) Recruit new members (persuasion, communication, charisma)
Determine why your membership numbers are low and the kind of members you
want to recruit.
Develop a personalized recruitment and marketing plan for your student organization.
2) Find ways to get funding (planning, making deals)
3) Learn how to be creative with your current funding and how to gather funds from
additional sources your organization has access to.
4) Become familiar with the forms and channels at UNL that allow your organization to
manage its funds.
5) Engage and motivate members
6) Discover ways to motivate and engage your members to remind them why they
joined your organization.
7) Develop a sense of community in your organization and retain more of your current
members for the next academic year.
8) 4) Make your programs great
9) 5) Lead with purpose
10) Is the leadership team of your organization working together to meet common goals?
Are your student leaders aware of each other’s strengths and how to best use them
strategically for the success of your student group?
11) Assess each leader’s skills and strengths and learn how to utilize them effectively to
achieve the goals of the organization.
12) Become more successful leaders inside and outside of your student organization.
Gain practical experience in safe environmentt,
Engage with diverse group of people,
True leaders – the one of the same status and experience but stand out from the crowd –
respected and they vote for him/her.
Voluntarily basis
Why important?
Learn more about yourself – Self leadership – voluntarily
You can understand more about yourself, your strengths, interests, and goals. Whether it is
developing a new idea, multitasking, or helping others, you can find out w.
Shared Leadership: A Tool for Innovation, Engagement, and InclusionMax Freund
For years, nonprofit leaders have questioned the utility of traditional models of top-down staff leadership structures. But the growing body of research on alternatives – from co-directorship to distributed leadership to self-organizing teams – has been difficult to sort through. In this highly participatory session, participants will explore emerging models, the research on what works (and what doesn’t), and how capacity builders can help organizations adopt leadership structures that work. As the session exercises build upon the previous ones, participants are asked to attend the full session.
Session offered at the 2015 conference of the Alliance for Nonprofit Management by Mike Allison (Michael Allison Consulting), Sean Thomas-Breitfeld (Building Movement Project), and Max Freund (LF Leadership).
Symbiotic Relationship Between Lean and LEADSBonnie Blakley
In June, on behalf of our new company Lead 2 Lean Solutions Inc., I co-presented on the relationship between Lean and the LEADS in a Caring Environment framework. This presentation was done in collaboration with Dr. Graham Dickson and Betty Mutwiri and is based on a paper we wrote.
You can listen to the audio recording of the webinar and access the paper by going to chlnet.ca.
Co-Design for innovation - Keynote address @ SSPA (Social Service Providers A...Chris Jansen
An opportunity to share the co-design processes we are developing at www.leadershiplab.co.nz and their application in several case studies - Grow Waitaha, the LinC Project and the Leading Collaborative Partnerships programme
LinC Project: Parlimentary Select Committee to Mental Health Social ServicesChris Jansen
This presentation firstly focussed on an "outside view" such as the LinC Project objectives, deliverables and outcomes before moving to an "inside view" as a summary of emerging learning from the LinC Project Case Study including the benefits of collaborative funding, governance, delivery and evaluation
http://www.leadershiplab.co.nz/current-projects/linc-leadership-in-communities-project-2015-2016/
http://www.lincproject.org.nz/projects
Developing the leadership of our peers through asking them "expanding questions" rather than just problem solving and giving advice.....not easy but very powerful! #ELC15Bangkok @IdeacreationNZ
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
ELC 2015 Innovative Leadership Development pre conference workshop slides
1. 1
EARCOS Leadership Conference Bangkok 2015
Preconference workshop
Dr Chris Jansen – University of Canterbury, New Zealand
Brian Ó Maoileoin: Primary School Principal, UWCSEA Singapore (Dover)
chris@leadershiplab.co.nz ; bom@gapps.uwcsea.edu.sg
Innovative Leadership Development
Designing middle leadership programmes as strategic change management
6. Leadership Development Processes – An
organisational checklist
1. Do you have clear expectations of leadership competencies,
behaviours and skills? Leaders at all levels?
2. When do leaders set goals related to their leadership and the
organisations strategic intent?
3. How are leaders supported in their development of these goals?
4. What leadership development options are available? (study, courses,
programmes, coaching, peer groups, external and internal etc)
5. How do leaders gather feedback on their progress in their leadership
from those who they lead?
6. When and how do you celebrate successes and progress?
www.ideacreation.org 6
7. 7
“The greatest challenge for future leaders is the pace of
change and the complexity of the challenges faced….”
….”perpetual white-water”…
“Our organisations are not equipped to cope with this
complexity…” (IBM study – 1500 CEO’s)
19. “enhancing the leadership expertise and
capability of UWCSEA Dover by enabling a wide
range of leaders to confidently lead complex
change with a particular focus on our move
towards a coherent vision and strategic
approach to teaching and learning from K1 to
Grade 12”
UWC Leadership Programme focus
19
20. 1) To support and equip leaders to;
• be confident and efficient in leading change
• understand the rationale for the Leadership Standards
and the intentional strategic focus on teaching and
learning across the campus
• feel competent in implementing the Leadership
Standards
2) To create a more intentional leadership development
pathway
UWC Leadership Programme objectives
20
22. Consider a leadership initiative you
are involved in.
Take turns to question each other
and record on behalf of your
partner
Consider the key question you
want to work on during the
day – use the time to clarify
this…
22
Partner interview
23. • Student achievement
• Curriculum and assessment
• Pastoral support
• Teacher development
• Wellbeing and stress
• Team development and engagement
• Collaborative practice
• Partnerships with parents
What's your leadership inquiry question?
23www.ideacreation.org
29. Structure & support systems
Leadership engagement
Partnering with learners
Ongoing conversation
The connected world
Extending beyond current
knowledge base, industry and
thinking
29
Paulo Friere
1. Problem (what’s our focus?)
2. Own story (what’s your experience of this?)
3. Expert (lets consider this framework)
4. Critique (what makes sense in my world?)
5. How have I changed? (what’s different?)
40. Design Principles
Principle One: Embed learning in practical contexts (create
a learning programme rather than an event)
Principle Two: Transfer greater development ownership to
the participant (participant in the ‘drivers seat’)
Principle Three: Create a learning community to maximise
peer interaction and collaborative learning
Principle Four: Leverage participant diversity to create
cross-pollination of learning and collaboration
Principle Five: Focus on tangible action
40
41. Principle One: Embed learning in
practical contexts (create a learning
programme rather than an event)
www.ideacreation.org
42. Principle Two: Transfer greater
development ownership to the
participant (participant in the ‘drivers
seat’)
www.ideacreation.org
43. Principle Three: Create a learning
community to maximise peer interaction
and learning
www.ideacreation.org
44. Principle Four: Leverage participant
diversity to create cross-pollination of
learning and collaboration
www.ideacreation.org
47. 47
BAU
‘current state’
New BAU
‘future state’
Context Shifting
Context
Shifting
Context
A history of 70-80% failure
Positive and
sustainable
change?Why? Threat?
Opportunity?
Where?
…are we heading
to?
Who?...do
we collaborate
with?
How?…do we
design our
journey?
What?…steps
do we take?
www.ideacreation.org
A road map for leading change
49. 1. Leadership inquiry question:
2. Why? (threat or opportunity?)
3. Where? (What does success look like for
students and ourselves?)
4. How can we measure progress?
5. How do we design our journey? (key
leadership considerations)
6. Who do we collaborate with?
7. What steps do we take?
Designing our leadership inquiry – template
49www.ideacreation.org
50. Session 3: What leadership content
shall we focus on?
50www.ideacreation.org
51. 1. Lead effectively for student learning
2. Supporting professional development of
staff
3. Working collaboratively within teams
4. Communicating effectively
UWC Leadership Standards
51
52. “Think back over your experiences as a leader - locate a
moment or period that was a high point in your
experience as a leader, when you felt a sense of
satisfaction and went home saying YES!
52
• Describe the situation. What
happened? What was the
result?
• What was your role in
creating this experience?
What other people and
factors contributed to this
exceptional moment?
Partner - what values seem to be important to
this person?
64. Compared the impact of transformational and
pedagogical leadership on student achievement
Transformational leadership: emphasises vision and
inspiration, developing relationships
Pedagogical/instructional leadership: emphasises the
importance of establishing clear educational goals,
planning the curriculum, and evaluating teachers and
teaching.
Findings:
Impact of pedagogical leadership to be nearly
four times that of transformational leadership.
Focused in on Educational Leadership
67. Leadership Learning Programme – simple
Pre –
workshop
online
surveys and
reading
First
workshop
Change
inquiry
Critical
friend
On-going
inquiry
linked to PM
Peers
Action
learning
group
Critical
friend
Blog
Action
learning
group
Second
workshop
Critical
friend
Prototyping
67
68. Leadership Learning Programme - comprehensive
Pre
work
First
workshop
Change
inquiry
Critical
friend
On-going
inquiry
linked to PM
Peers
Action
learning
group
Second
workshop Critical
friend
interaction
360
Profile
On-going
coaching and
goal setting
Prototyping
event
Present and
celebrate
projects
Goal review
Learning
Management
System- Blog
Action
learning
groups
68
69. Social enterprise
incubator
Selection
Induction
Forum 2
(1 day)
Strengths
Finder
Profile and
coaching
Dragons
Den – funds
for
sustainable
projects
Developmental evaluation
Collate and showcase
stories through multiple
media channels (press,
blogs, facebook, twitter..)
Action learning groups ALG
(8 members, 5 groups, 2 hours/session)
ALG’s becoming increasingly
self managing
Ongoing ALG’s
Digital influence
incubator
Formulate tools and
resources and mentor
communities and
businesses
Additive content workshops (2
hours on 6 occasions, open
attendance)
Follow up
coaching
Delivery team action learning group
Projects in communities
Collaborative projects
Forum 3
(2 days)
Project mentors 8 hours /person
Existing ongoing community projects
Forum
1
(2 days)
Connecting
Sharing
expertise
Complexity
frameworks
Project
logistics
Showcase
Ignite talks
Evaluation
Negotiate
next steps
Dragons
den
funding
Information
sharing
Project
design
Mentor
allocation
$2000 matched fund per person
COHORT PLAN
70. • Self-directed focus
• Structured on inquiry
• A shared model
• Support
• Challenge
• Questioning to help
you get on the balcony
• Commitment to action
and change
The Action Research
Group Process
71. Expanding Questions
Designed to expand the other persons thinking
rather than clarify your own thinking or offer
advice;
ie:
• Who else would have a useful perspective?
• What have you done so far that’s worked?
• What have you noticed that keep re-occurring?
• If you could, what would you do?
72.
73. ARG structure and timing
Groups of 4-5 participants with a participant facilitator
Part 1) Intro (5 mins)
1. Welcome and quick check-in
2. Decide order and timing of focus person (Rounds of 15 mins per
focus person)
Part 2) Focussed rounds
1. Facilitator invites focus person to reflect on their leadership inquiry
2. Facilitator invite team members to write a expanding question or two
on one post it each. After 2 mins each team member reads their
question and hands post it to focus person
3. Facilitator invite focus person to select a few of the questions to
reflect on
4. Interactive discussion if time allows
76. Core components
• Leadership Forums (2 days x 3)
• Leadership inquiry project (ongoing)
• Action research groups (90 mins/month)
• Teamie collaboration portal (ongoing)
Elective components
• Mentoring (ongoing)
• Elective modules (2 hour modules offered twice a
year)
UWC Leadership Programme design
76
77. ARG ARG ARG ARG ARG ARG ARG
Communica
tion
Selection
Induction
Self review
based on
leadership
standards
UWCSEA Leadership Programme 2015-2016
August September October November December January February March April May June
Elective week 1
Needs based 90 min
additive modules after
school in an elective week
Action research groups ARG
(collaborative inquiry into common
topics, self-facilitated, meet
monthly and virtually in between)
ARG ARG ARG ARG ARG ARG ARG
Leadership
Forum 2
(2 days,
Feb 2016)
Reflection on
inquiry
Leading
teams,
coaching,
managing
people etc
Leadership
Forum 1
(2 days,
Sept 14 –
15
Develop
leadership
inquiry
Action
research
groups
Leadership
Standards
Leadership
Forum 3
(2 days
April 2016)
Showcase of
inquiry and
action
research
Celebrate
completion
Negotiate
next steps
Mentor – internal (major/minor year) or select one, external (skype?)
Leadership inquiry aligned with leadership standards and PLP goals
Teamie: collaboration platform (portfolio, discussion, resources )
Core
components
Elective
Components
(open to others in
school)
Developmental evaluation undertaken by UWCSEA team – data and sensemaking
Elective week 2
Needs based 90 min
additive modules after
school in an elective week
External
conferences etc
Second
cohort
(overlaps
and
connects
with first)
82. How can we be sure that in 5 years, we
can be even more proud of our vibrant,
diverse and resilient communities across
wider Canterbury?
(as opposed to “Do you remember how
fantastic our communities used to be in
2013?”)
Why?
83. 83
people thrive in communities
which thrive with leadership
who thrive with support
84. Leadership Lab has gathered a diverse network of local, experienced and trusted people to support the
development and delivery process and subsequently spread this approach across the community
Tim Pidsley Chris Mene Anna Russell Chris Jansen Billy O’Steen Peter Cammock
Margaret Jeffries Jason Pemberton Tammi Martin Jolie Wills Sooze Harris Tessa Dodge Anake Goodall
Coralie Winn Ryan Reynolds l Stan Tawa Rachel Dougherty Jane Higgins Ria Schroder
LinC Facilitation and Evaluation team
86. Objectives based on needs analysis
• Strengthened connections (emergent and
consolidated networks)
• Sharing expertise (information sharing across a
sustainable and connected network)
• Resiliency (renewed vision, wellness, hope,
optimism and capacity to contribute)
• Leadership (insight and self-awareness of
leadership style, values and ability to lead teams)
• Competence (increased skills and knowledge in
leading community development processes, project
design and project management)
All of these objectives could be measured with appropriate tools to evaluate progress