The document discusses an upcoming panel on emerging trends and emerging markets that will impact the work of consulting psychologists. The panel will feature speakers discussing providing pro bono leadership coaching in developing countries, trends in global surveys and operations in emerging markets, the impact of social media and informatization, and the growing importance of the green economy. The document provides background on the panelists and their areas of expertise related to these topics.
http://www.weforum.org 26.07.2011
Programme of the Global Leadership Fellows Programme at the World Economic Forum. For more information go to http://www.weforum.org/glf
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.
The document discusses the growing trend of global virtual teams (GVTs) and some of the challenges they face. While research finds that over 50% of GVTs experience issues that undermine their objectives, when managed well GVTs can significantly outperform other teams. However, the research also discovered a lack of tools to help lead and manage GVTs effectively. To address this gap, World Wide International Leadership Partners created a set of online assessments and tools called the Global TEAM Power Suite to help GVT leaders and members improve performance by addressing factors like time, distance, culture and developing trust.
The document discusses the need for a new leadership paradigm to address global challenges. It argues that current decision-making structures are not well-suited for global problems and that a high degree of global cooperation is needed. It also discusses how the current divide between public, private, and social sectors creates barriers and that leaders need to combine forces. The document then introduces the concept of a new leadership paradigm focused on shifting from self-interest to the common good and being the best for the world rather than just the best in the world. It provides an overview of the new leadership paradigm learning system which includes a book, multimedia website, and journals/workbooks to help develop this new paradigm of leadership.
The starworks global leadership summit ShankarNabar
What is STARWORKS?
THE STARWORKS LEADERSHIP CENTRE AND NETWORK, consists of the Virtual Centre and the Starworks Leadership Network.
It is a TRULY GLOBAL INSTITUTION focused on Global Leadership Development around INTEGRATED THEMES.
The Network complements the Centre by creating a platform for COMMUNICATION around Global - Shared and Collaborative Leadership (The Network is Membership based).
How do I BECOME A MEMBER of the Starworks Leadership Network?
The NETWORK is an ORGANIZATION.
It has a Top Leadership, A Leadership Pipeline, A large number of Leadership Experts, Facilitators and Moderators and Discussion Forums Media, Specialized Leadership Development Events and General Members
Individual General Membership is available for an Introductory Price of US$2345 only (a special Corporate or Organizational Membership for 10 or more members is available at a heavily discounted price of US$1234 only).
The NETWORK is supported by the currently Virtual STARWORKS LEADERSHIP CENTRE, headquartered in Goa, India and with 7 more brick-and-mortar Centres planned across the Globe.
The STARWORKS LEADERSHIP RELIGION (The Book)
Shankar Nabar, the founder and CEO of Starworks Leadership is currently researching a handbook for Global integrated Leaders.
This is based on the Global Change Action model developed by Starworks and the Leadership Coaching model developed by shankar Nabar.
This document discusses global versus international leadership and what characterizes leadership in a global context. It provides definitions of global and international, noting that global leadership encompasses leading an organization, people, and oneself with a holistic worldview beyond borders. The document then outlines five essentials of global leadership: solid management/leadership skills, a "glocal" mindset, leadership agility, extra effort to bridge distances, and self-awareness/reflection. It also discusses Danish leadership style internationally, noting both advantages like openness but also potential downsides if not adapted to other cultures.
The chapter discusses the origins and development of the field of global leadership. It traces how early approaches to studying leadership focused on traits, behaviors, situations, and power/influence. More recent theories examine universal vs contingency approaches and leader vs follower-centered perspectives. The field of global leadership emerged from studies of international business, multinational corporations, and expatriate managers in the 1950s-1990s. Global leadership involves higher complexity due to increased multiplicity, interdependence, ambiguity within constantly changing global systems.
http://www.weforum.org 26.07.2011
Programme of the Global Leadership Fellows Programme at the World Economic Forum. For more information go to http://www.weforum.org/glf
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.
The document discusses the growing trend of global virtual teams (GVTs) and some of the challenges they face. While research finds that over 50% of GVTs experience issues that undermine their objectives, when managed well GVTs can significantly outperform other teams. However, the research also discovered a lack of tools to help lead and manage GVTs effectively. To address this gap, World Wide International Leadership Partners created a set of online assessments and tools called the Global TEAM Power Suite to help GVT leaders and members improve performance by addressing factors like time, distance, culture and developing trust.
The document discusses the need for a new leadership paradigm to address global challenges. It argues that current decision-making structures are not well-suited for global problems and that a high degree of global cooperation is needed. It also discusses how the current divide between public, private, and social sectors creates barriers and that leaders need to combine forces. The document then introduces the concept of a new leadership paradigm focused on shifting from self-interest to the common good and being the best for the world rather than just the best in the world. It provides an overview of the new leadership paradigm learning system which includes a book, multimedia website, and journals/workbooks to help develop this new paradigm of leadership.
The starworks global leadership summit ShankarNabar
What is STARWORKS?
THE STARWORKS LEADERSHIP CENTRE AND NETWORK, consists of the Virtual Centre and the Starworks Leadership Network.
It is a TRULY GLOBAL INSTITUTION focused on Global Leadership Development around INTEGRATED THEMES.
The Network complements the Centre by creating a platform for COMMUNICATION around Global - Shared and Collaborative Leadership (The Network is Membership based).
How do I BECOME A MEMBER of the Starworks Leadership Network?
The NETWORK is an ORGANIZATION.
It has a Top Leadership, A Leadership Pipeline, A large number of Leadership Experts, Facilitators and Moderators and Discussion Forums Media, Specialized Leadership Development Events and General Members
Individual General Membership is available for an Introductory Price of US$2345 only (a special Corporate or Organizational Membership for 10 or more members is available at a heavily discounted price of US$1234 only).
The NETWORK is supported by the currently Virtual STARWORKS LEADERSHIP CENTRE, headquartered in Goa, India and with 7 more brick-and-mortar Centres planned across the Globe.
The STARWORKS LEADERSHIP RELIGION (The Book)
Shankar Nabar, the founder and CEO of Starworks Leadership is currently researching a handbook for Global integrated Leaders.
This is based on the Global Change Action model developed by Starworks and the Leadership Coaching model developed by shankar Nabar.
This document discusses global versus international leadership and what characterizes leadership in a global context. It provides definitions of global and international, noting that global leadership encompasses leading an organization, people, and oneself with a holistic worldview beyond borders. The document then outlines five essentials of global leadership: solid management/leadership skills, a "glocal" mindset, leadership agility, extra effort to bridge distances, and self-awareness/reflection. It also discusses Danish leadership style internationally, noting both advantages like openness but also potential downsides if not adapted to other cultures.
The chapter discusses the origins and development of the field of global leadership. It traces how early approaches to studying leadership focused on traits, behaviors, situations, and power/influence. More recent theories examine universal vs contingency approaches and leader vs follower-centered perspectives. The field of global leadership emerged from studies of international business, multinational corporations, and expatriate managers in the 1950s-1990s. Global leadership involves higher complexity due to increased multiplicity, interdependence, ambiguity within constantly changing global systems.
Global leaders are professionals adept at operating internationally with a global mindset, entrepreneurial spirit, and commitment to global communities. Developing global leaders requires enhancing existing leaders' skills through training programs that encourage cultural sensitivity, adaptability, and tolerance for ambiguity. Key skills to invest in include self-awareness, empathy, openness, and respect for differences. Effective development strategies incorporate immersive experiences, global action learning projects, and coaching tailored to the global context.
Webinar Presentation: Why Community Leadership MattersRECODE
Wednesday July 6 at 12:00pm
What is leadership, and why does it matter to communities, societies and nations?
Webinar with Mount Royal University's James Stauch and Lesley Cornelisse to discuss their recently released report Strengthening Community Leadership Learning: Results of a Canada-wide research project on leadership learning for social change. James and Lesley discuss their research into Canadian leadership development programs as they relate to community development, social innovation, environmental systems, and social change.
More info: re-code.ca/en/whats_happening/159
How women's resource groups around the world are driving business outcomes (ppt)Monica Marcel
Women's resource groups around the world are driving business outcomes in several ways. They provide input that influences companies' strategies and offerings. For example, McDonald's women's group impacted their menu options. These groups also help with talent retention, leadership development, and business development through networking, mentoring, and advocacy. They address issues important to both the organization and its women employees.
The document discusses leadership challenges in the 21st century and approaches to developing global leaders. It notes that effective leadership requires acknowledging ethical and creative aspects as well as distributed models. Developing leaders benefits from approaches that encourage "learning through doing" by engaging with real dilemmas and considering alternative strategies. The most important leader to study is oneself.
The McDonald Cadet Leadership Conference is a three-day conference hosted at West Point that brings together top undergraduate student leaders from around the world. The conference focuses on developing leadership skills like critical thinking and collaboration through panel discussions on topics like the global economy, education, connectedness, and stewardship. Students are divided into small teams that work through case studies and produce op-eds. The 2015 conference had 84 student attendees from 27 US schools and 12 international schools. It featured panels moderated by US Military Academy leaders and presentations from accomplished senior fellows. The agenda included leadership tours, panels, team activities, and social events. Past attendees commented that the conference was inspirational and helped cultivate relationships that furthered their leadership development.
- The document discusses different perspectives on developing leadership and developing countries. It contrasts a "heroic" leadership style prevalent in the US of imposing dramatic change from above with an "engaging" style of enabling others and bringing people together through thoughtful discussion.
- It describes Kofi Annan's leadership of the UN as engaging in the tradition of African leadership, with long discussions and moral, courageous decision making, in contrast to corporate CEOs.
- It questions whether developing countries and leaders are really "developed" by outside experts, arguing indigenous development that respects local culture and self-determination may be better.
The document summarizes a web seminar on developing global leaders for success. It discusses the urgent need for global leaders, examines the characteristics of successful global leaders, and provides a checklist for developing a global leadership program. The seminar aims to explore what makes a good global leader, how top companies cultivate global leaders, and how attendees can grow into global leaders themselves.
Change Leadership: Leveraging the Power of Leadership Culture featuring John ...Charles Palus
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.
Presented at the SIETAR 2015 Europa Intercultural Congress in Valenia, offering important insights into Organizational Culture & Assessment of Global Leadership Competencies and the GLOBE study.
To discuss training and online resources, email support@pario-innovations.com
BLF How to Build Strong Intergen Boardsynpnnational
This document discusses building strong, intergenerational nonprofit boards. It notes that young leaders bring passion, fresh perspectives, and access to new networks. However, barriers include assumptions and lack of a welcoming culture. Success factors include clear recruitment strategies, adequate resources, a learning culture, and mutual benefits. The document provides recommendations for onboarding emerging leaders, preparing boards for intergenerational work, and 5 steps organizations can take to engage young professionals through board service.
Current state and future state using VECharles Palus
The document discusses a team's current and future state of performance based on a case study from the Center for Creative Leadership. Currently, the team members are performing solo like separate lines of crows and it feels complex. However, in the future, the team needs to have well-coordinated performance where everything fits and members know what to do while having fun and advancing the ball together with courage and guidance.
This document discusses developing leaders and leadership development. It argues that organizations must take leadership development seriously to succeed in the future. Leadership is no longer defined by a single leader's traits, but by the ability to collaborate, motivate teams, and manage networks. Due to changing organizational structures, a distributed view of leadership with multiple leaders is needed. Developing leaders requires various forms of self-assessment, action learning, and apprenticeship. Companies now play an active role in developing their workforce through corporate universities and other tools like simulations and 360-degree evaluations.
This document summarizes Harvey Nash's initiatives to promote gender diversity in the workplace. It discusses their mission to help businesses build diverse teams and help women advance their careers. It then outlines several of Harvey Nash's diversity initiatives, including Inspire, Aspire, the Women's Directorship Programme, and programs in the US like Attract. Retain. Advance. and the Executive Women in IT Networking Group. The document concludes by discussing how Harvey Nash facilitates change through research, events, and ambassadorship to accelerate gender diversity.
A Study of Cultural Dimensions in The Business OrganizationsSourav Dhar
This document summarizes a study on cultural dimensions in business organizations. It discusses business anthropology and anthropologists like Dr. Gillian Tett and Genevieve Bell who study culture in corporations. It also lists many companies that employ anthropologists. The document then examines models of culture by Schein and Hofstede, including Hofstede's cultural dimensions of power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, and long vs short term orientation. Tables provide descriptions of each dimension. The document presents results of a study on these dimensions conducted in West Bengal and compares the findings to Hofstede's scores for India. Models of organizational culture, leadership, communication, creativity and flexibility
Impactionow is a social talent and innovation network that aims to improve NGO and social enterprise recruiting and strengthen interactions between youth and social organizations. It offers free job postings, networking opportunities, and consulting services to connect talents with opportunities in the social sector. The organization is run by a team of directors from top universities in Asia, US, and Europe with experience in consulting, non-profits, and finance. Impactionow hopes to address issues like the talent shortage in social organizations through its online platform and volunteer programs.
1) The document discusses challenges facing education and employment in the 21st century, focusing on unlocking the wealth of universities through human capital development, entrepreneurship, and public-private partnerships.
2) It emphasizes nurturing human intellect and potential, and addressing underutilization of talents through creativity, governance, and enabling environments. Entrepreneurship and transforming innovations into economic viability are also highlighted.
3) Public-private partnerships are presented as a way to bridge resource gaps and fund university projects through alternative financing models. Workforce composition and developing appropriate mindsets, abilities, and skills are also addressed.
The new leadership paradigm Richard Barrett and Ashley MundayBarrett Academy
The document discusses the need for a new leadership paradigm to address global challenges. It argues that the current paradigm of separating the world into public, private and social sectors creates barriers and that leaders need to work together across these sectors. The new paradigm requires a shift from self-interest to the common good and being the best for the world, not just the best in the world. It also discusses how evolution can teach three universal principles and five strategies relevant to this new leadership paradigm.
Mindfulness, values and global transformation v2Barrett Academy
This document discusses mindfulness and its role in developing a mindful society. It defines mindfulness as a self-development technique for cultivating present moment awareness of oneself. It asserts that mindfulness supports human development by facilitating personal mastery and soul activation. It contrasts the characteristics of a mindful society with those of a non-mindful society, noting that a mindful society focuses on continuous improvement, environmental protection, and shared values and vision. The document advocates for a new leadership paradigm focused on collaborative, values-driven decision making that considers the well-being of all citizens. It argues that practicing mindfulness is key to developing leaders who can support citizens' self-actualization and evolution of consciousness.
This document discusses leadership challenges in emerging markets. It begins by noting that businesses are looking to emerging markets for growth but need to understand how to lead diverse workforces. The document then outlines 8 key trends of workforces in emerging markets: they emphasize collectivism over individualism, have a family rather than corporate mentality, are generally younger, prefer informal to formal learning, have higher education levels, respect leadership hierarchies, include both urban and rural workers, and are more diverse. It argues leaders must adapt to these trends, such as empowering workers and recognizing local achievements. Overall, the document provides an overview of workforce trends in emerging markets and how leaders can manage more effectively by setting examples, allowing learning from mistakes, and transforming cri
Ilf 2013 leadership, strategic planning and emerging trends (final)David Peter
Understanding the changes and shifts in academic libraries presents a challenge for leaders today. We will discuss and explore how an entrepreneurial librarian can plan, and embrace emerging trends. Have you wanted to think outside the library? This session may be right for you.
Global leaders are professionals adept at operating internationally with a global mindset, entrepreneurial spirit, and commitment to global communities. Developing global leaders requires enhancing existing leaders' skills through training programs that encourage cultural sensitivity, adaptability, and tolerance for ambiguity. Key skills to invest in include self-awareness, empathy, openness, and respect for differences. Effective development strategies incorporate immersive experiences, global action learning projects, and coaching tailored to the global context.
Webinar Presentation: Why Community Leadership MattersRECODE
Wednesday July 6 at 12:00pm
What is leadership, and why does it matter to communities, societies and nations?
Webinar with Mount Royal University's James Stauch and Lesley Cornelisse to discuss their recently released report Strengthening Community Leadership Learning: Results of a Canada-wide research project on leadership learning for social change. James and Lesley discuss their research into Canadian leadership development programs as they relate to community development, social innovation, environmental systems, and social change.
More info: re-code.ca/en/whats_happening/159
How women's resource groups around the world are driving business outcomes (ppt)Monica Marcel
Women's resource groups around the world are driving business outcomes in several ways. They provide input that influences companies' strategies and offerings. For example, McDonald's women's group impacted their menu options. These groups also help with talent retention, leadership development, and business development through networking, mentoring, and advocacy. They address issues important to both the organization and its women employees.
The document discusses leadership challenges in the 21st century and approaches to developing global leaders. It notes that effective leadership requires acknowledging ethical and creative aspects as well as distributed models. Developing leaders benefits from approaches that encourage "learning through doing" by engaging with real dilemmas and considering alternative strategies. The most important leader to study is oneself.
The McDonald Cadet Leadership Conference is a three-day conference hosted at West Point that brings together top undergraduate student leaders from around the world. The conference focuses on developing leadership skills like critical thinking and collaboration through panel discussions on topics like the global economy, education, connectedness, and stewardship. Students are divided into small teams that work through case studies and produce op-eds. The 2015 conference had 84 student attendees from 27 US schools and 12 international schools. It featured panels moderated by US Military Academy leaders and presentations from accomplished senior fellows. The agenda included leadership tours, panels, team activities, and social events. Past attendees commented that the conference was inspirational and helped cultivate relationships that furthered their leadership development.
- The document discusses different perspectives on developing leadership and developing countries. It contrasts a "heroic" leadership style prevalent in the US of imposing dramatic change from above with an "engaging" style of enabling others and bringing people together through thoughtful discussion.
- It describes Kofi Annan's leadership of the UN as engaging in the tradition of African leadership, with long discussions and moral, courageous decision making, in contrast to corporate CEOs.
- It questions whether developing countries and leaders are really "developed" by outside experts, arguing indigenous development that respects local culture and self-determination may be better.
The document summarizes a web seminar on developing global leaders for success. It discusses the urgent need for global leaders, examines the characteristics of successful global leaders, and provides a checklist for developing a global leadership program. The seminar aims to explore what makes a good global leader, how top companies cultivate global leaders, and how attendees can grow into global leaders themselves.
Change Leadership: Leveraging the Power of Leadership Culture featuring John ...Charles Palus
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.
Presented at the SIETAR 2015 Europa Intercultural Congress in Valenia, offering important insights into Organizational Culture & Assessment of Global Leadership Competencies and the GLOBE study.
To discuss training and online resources, email support@pario-innovations.com
BLF How to Build Strong Intergen Boardsynpnnational
This document discusses building strong, intergenerational nonprofit boards. It notes that young leaders bring passion, fresh perspectives, and access to new networks. However, barriers include assumptions and lack of a welcoming culture. Success factors include clear recruitment strategies, adequate resources, a learning culture, and mutual benefits. The document provides recommendations for onboarding emerging leaders, preparing boards for intergenerational work, and 5 steps organizations can take to engage young professionals through board service.
Current state and future state using VECharles Palus
The document discusses a team's current and future state of performance based on a case study from the Center for Creative Leadership. Currently, the team members are performing solo like separate lines of crows and it feels complex. However, in the future, the team needs to have well-coordinated performance where everything fits and members know what to do while having fun and advancing the ball together with courage and guidance.
This document discusses developing leaders and leadership development. It argues that organizations must take leadership development seriously to succeed in the future. Leadership is no longer defined by a single leader's traits, but by the ability to collaborate, motivate teams, and manage networks. Due to changing organizational structures, a distributed view of leadership with multiple leaders is needed. Developing leaders requires various forms of self-assessment, action learning, and apprenticeship. Companies now play an active role in developing their workforce through corporate universities and other tools like simulations and 360-degree evaluations.
This document summarizes Harvey Nash's initiatives to promote gender diversity in the workplace. It discusses their mission to help businesses build diverse teams and help women advance their careers. It then outlines several of Harvey Nash's diversity initiatives, including Inspire, Aspire, the Women's Directorship Programme, and programs in the US like Attract. Retain. Advance. and the Executive Women in IT Networking Group. The document concludes by discussing how Harvey Nash facilitates change through research, events, and ambassadorship to accelerate gender diversity.
A Study of Cultural Dimensions in The Business OrganizationsSourav Dhar
This document summarizes a study on cultural dimensions in business organizations. It discusses business anthropology and anthropologists like Dr. Gillian Tett and Genevieve Bell who study culture in corporations. It also lists many companies that employ anthropologists. The document then examines models of culture by Schein and Hofstede, including Hofstede's cultural dimensions of power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, and long vs short term orientation. Tables provide descriptions of each dimension. The document presents results of a study on these dimensions conducted in West Bengal and compares the findings to Hofstede's scores for India. Models of organizational culture, leadership, communication, creativity and flexibility
Impactionow is a social talent and innovation network that aims to improve NGO and social enterprise recruiting and strengthen interactions between youth and social organizations. It offers free job postings, networking opportunities, and consulting services to connect talents with opportunities in the social sector. The organization is run by a team of directors from top universities in Asia, US, and Europe with experience in consulting, non-profits, and finance. Impactionow hopes to address issues like the talent shortage in social organizations through its online platform and volunteer programs.
1) The document discusses challenges facing education and employment in the 21st century, focusing on unlocking the wealth of universities through human capital development, entrepreneurship, and public-private partnerships.
2) It emphasizes nurturing human intellect and potential, and addressing underutilization of talents through creativity, governance, and enabling environments. Entrepreneurship and transforming innovations into economic viability are also highlighted.
3) Public-private partnerships are presented as a way to bridge resource gaps and fund university projects through alternative financing models. Workforce composition and developing appropriate mindsets, abilities, and skills are also addressed.
The new leadership paradigm Richard Barrett and Ashley MundayBarrett Academy
The document discusses the need for a new leadership paradigm to address global challenges. It argues that the current paradigm of separating the world into public, private and social sectors creates barriers and that leaders need to work together across these sectors. The new paradigm requires a shift from self-interest to the common good and being the best for the world, not just the best in the world. It also discusses how evolution can teach three universal principles and five strategies relevant to this new leadership paradigm.
Mindfulness, values and global transformation v2Barrett Academy
This document discusses mindfulness and its role in developing a mindful society. It defines mindfulness as a self-development technique for cultivating present moment awareness of oneself. It asserts that mindfulness supports human development by facilitating personal mastery and soul activation. It contrasts the characteristics of a mindful society with those of a non-mindful society, noting that a mindful society focuses on continuous improvement, environmental protection, and shared values and vision. The document advocates for a new leadership paradigm focused on collaborative, values-driven decision making that considers the well-being of all citizens. It argues that practicing mindfulness is key to developing leaders who can support citizens' self-actualization and evolution of consciousness.
This document discusses leadership challenges in emerging markets. It begins by noting that businesses are looking to emerging markets for growth but need to understand how to lead diverse workforces. The document then outlines 8 key trends of workforces in emerging markets: they emphasize collectivism over individualism, have a family rather than corporate mentality, are generally younger, prefer informal to formal learning, have higher education levels, respect leadership hierarchies, include both urban and rural workers, and are more diverse. It argues leaders must adapt to these trends, such as empowering workers and recognizing local achievements. Overall, the document provides an overview of workforce trends in emerging markets and how leaders can manage more effectively by setting examples, allowing learning from mistakes, and transforming cri
Ilf 2013 leadership, strategic planning and emerging trends (final)David Peter
Understanding the changes and shifts in academic libraries presents a challenge for leaders today. We will discuss and explore how an entrepreneurial librarian can plan, and embrace emerging trends. Have you wanted to think outside the library? This session may be right for you.
This site showcases a couple's wedding pictures from their marriage in St. Lucia. The wedding took place on August 21, 2004 on a beautiful island. They had a picture perfect wedding in paradise. The reception was held at Mont Coubaril in Castries following the ceremony, where they celebrated with friends and dancing and a beautiful cake made by Mrs. Beverly James. Though it rained on the day, the wedding turned out beautifully.
Cloud for Analytics (a.k.a. SAP ORCA - "Project Orca") is a cloud-based offering from SAP that's slated to arrive in the fourth quarter of this year (2015)
I painted a picture of a tuxedo wearing penguin using the Tux Paint program on my computer. I chose black and white colors to match the tuxedo because penguins look very nice dressed up. My teacher Mrs. Lee hung my picture on the wall with the other students' art so everyone could see my penguin painting.
Employers want to hire candidates that have seven key qualities: (1) someone who wants to work, (2) wants to work for their company specifically, (3) has a good attitude and few problems, (4) has experience that can be used in the role, (5) is dependable, (6) enjoys their work, and (7) can solve problems the employer faces. To get the job offer, candidates should research the company, convey their interest in the role and company, speak positively about past roles, and demonstrate how they can solve the employer's problems. Experience alone may not be enough; showing transferable skills is also important for convincing employers their needs will be met.
C&M And Text100 IBM VFC Social Media Campaign MeasurementBeyond
An analysis of C&M and Text100's recent Social Media campaign for IBM, including full break down of conversions, coverage and other key campaign metrics.
This document provides instructions for making a peanut butter and strawberry jam sandwich along with a glass of milk. It includes a list of ingredients and tools needed as well as step-by-step instructions for spreading the peanut butter and jam and assembling the sandwich. It also shares the results of a survey that found strawberry jam is the most popular topping for peanut butter.
The Advancement Of Hta To Developing Countries Concept, Program And Pilot Pr...Alberta Health Services
The document discusses introducing health technology assessment (HTA) in developing countries. It argues that HTA can help improve decision-making, get good health technologies to the poor, and strengthen health systems. Countries should start small with a clear scope and address important questions. The WHO could facilitate international knowledge sharing, advocate for HTA, and support the evaluation of pilot HTA projects in countries. Proper governance, collaboration, funding, staffing are needed for successful HTA implementation.
Say you want to mobilize service management functionality to field service engineers - how hard can that be?
But:
- what if SAP continuously changes its mind
- what if the engineers already built their own solution
- what if you have outdated SAP systems
- ...
A fairytale of a solution architect that tries to bring relief to field service engineers. What solution is being realized, how did he get so far and now what.
NS, OV-chipkaart, SOA, Scrum en SAP. Een gelukkig huwelijk?Twan van den Broek
In deze presentatie wordt ingegaan op de hiervoor gekozen Agile (scrum) aanpak, de gebruikte SOA architectuur, het gebruik van de beschikbare SAP componenten en de lessen die we hebben geleerd. Bestaande SAP en non SAP componenten zijn in een innovatieve oplossing geïmplementeerd binnen tijd, budget en met hoge kwaliteit. Beheersbaar, flexibel en toekomstgericht zijn hier sleutelwoorden.
Sprekers: Bas Bach (NS) en Twan van den Broek (CIBER)
The document discusses monetization strategies for social networks. It notes that only a few large players will survive solely through advertising. Neogen is shifting towards direct ads and user revenues, though still accepts branding campaigns. Social networks are transforming or "killing" traditional banners due to over-display. Several options for monetization are possible beyond advertising, such as content, games and transactions. The speaker will continue thinking about these issues.
Karen Steadman is a speaker for the Division 13 Speaker Series on December 6, 2011. She has a B.S. in Industrial Systems Engineering, M.S. in Rehabilitation Counseling, and Ph.D. in Counseling Psychology. She is the founder of Leadership Futures, Inc., serves as the liaison to APA for Women in Psychology, and will chair the Midwinter Conference in 2013. The document outlines her background and experience in leadership development and consulting.
I created a painting using the Tuxpaint program. The picture shows a penguin wearing a tuxedo standing next to a vase of hyacinth flowers. I enjoyed using the different art tools in Tuxpaint to make my creation.
Piseth Kham is the president and founder of PM Leadership, a leadership development organization in Cambodia. He has over 10 years of experience in leadership roles and has provided training to organizations in Cambodia and internationally. Piseth's areas of expertise include personal and organizational leadership development, management, and team building. He works to bring international speakers to Cambodia to help local entrepreneurs learn from top business leaders.
Why and how coaching is helping change the game and enhancing the success of ...Greatness Coaching
The document discusses how coaching is helping change organizations and enhance success. It provides examples of leadership lessons that can be learned from successful companies like Google and Microsoft that emphasize qualities like collaboration, inclusion, and agility. Coaching is presented as a way for leaders to develop these skills and create a coaching culture within their organizations. Specific coaching techniques are demonstrated in a video example of a coaching session.
The document summarizes the Global Leadership Development Project. It discusses how the project will expand to collect ongoing data from organizations annually on important leadership issues identified in previous surveys. The research process will be ongoing, seeking annual participation from leaders and HR executives involved in leadership development and succession planning. The project aims to better understand leadership requirements in different contexts and establish categories of excellence for evaluating leadership development programs.
An Innovative approach to our Employee Leadership Development: A Journey Map Executive Leaders Network
This document outlines Coutts & Co's THiNK Leadership Programme, which was created in partnership with Mindflick to develop future leadership skills. The programme involves a 2-year embedding process including workshops on emotional intelligence, critical thinking, and high performance teams. An initial pilot with 3 cohorts of 14 leaders saw positive results including improved staff survey scores and increased critical thinking. The programme aims to help leaders understand their people, create psychologically safe environments, and develop strengths-based leadership. It also seeks to reinvigorate Coutts' culture of learning.
Learning Objective: Discuss traits that help develop and expand your leadership repertoire
Are leaders born or made? How do aspiring managers succeed in an ever-changing business environment? How do they lead different groups to action? Throughout this seminar, we will explore how great leaders assess themselves, manage collaborative teams, and effectively manage negotiations and conflict.
At the end of this seminar, participants will be able to:
a. Discover how leaders communicate through storytelling and employ other communication strategies to influence.
b. Explore and analyze leadership styles.
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Emerging Trends And Emerging Markets - Consulting Conference February 5, 2010
1. leadership futures
Emerging Trends &
Emerging Markets
Division 13 – Consulting Psychology – MidWinter Conference
Friday, February 5, 2010
Panel
Karen Steadman, Ph.D., Leadership Futures
Lewis Stern, Ph.D., Foundation for International Leadership Coaching
Robert Edwards, Ph.D., Kenexa
Dirk Baxter, Ph.D., SPHR, Leadership Futures
2. Developed vs. Emerging
leadership futures
Markets
Map from wikipedia commons
•Regional economic powerhouses affecting the countries around them (+/-)
•Transitioning - Undergoing economic and political reforms
•World’s fastest growing economies
•“Key swing factor” – Critical for world political, economic, and social affairs
3. leadership futures
Index based on National Income and
Development of Market Infrastructure (FTSE)
Advanced Emerging Secondary Emerging
Markets Markets
– Brazil – Argentina (Frontier in 2010),
– Hungary Chile, China
– Mexico – Colombia, Czech Republic, Egypt
– Poland – India, Indonesia, Malaysia
– South Africa – Morocco, Pakistan, Peru
– Taiwan – Philippines
– Romania, Russia, Thailand
– Turkey
– United Arab Emirates (in 2010)
FTSE.org
4. leadership futures
Emerging Trends Impacting
the Work of Consulting
Psychologists
5. leadership futures
Panelists
Lewis Stern, Ph.D., Foundation • Providing access to pro bono
for International Leadership leadership coaching for government
Coaching and NGO leaders around the world
Dirk Baxter, Ph.D., SPHR,
• The Green Economy
Leadership Futures
Robert Edwards, Ph.D., • Global Survey and Operational Trends
Kenexa in Emerging and Frontier Markets
Karen Steadman, Ph.D., • Social Media and the Growing Impact
Leadership Futures of Informatization
6. leadership futures
Virtual Panelists
Shaina Wolcott, PhD
Maya Hu-Chan
Haitham Khoury, PhD
Carlos Paulet
Keith Robson
Michel Buffet, PhD
7. leadership futures
Shift Happens
Embedded video
Shift Happens V. 3.0 Karl Fisch, Scott McLeod and Jeff Brenman shifthappens.wikispaces.com
8. leadership futures
Keith Robson
• Head of Talent, Learning and
Development-Emerging Markets
• He covers 20,000 employees across 5
time zones in 14 countries
• Keith is an expatriate from
London, currently based in Dubai, UAE
since October 2008
10. Providing access to pro bono leadership coaching
for government and non-government organization
leaders around the world who are committed to
having a positive global impact
Lewis Stern, PhD
www.leadershipcoachingfoundation.org
Copyright 2010 Foundation for International
Leadership Coaching
11. The Foundation’s Mission
• To develop great international leaders who will sustain our environment, promote
international peace, and create a high quality of life for all
• To educate and support these leaders with extraordinary senior leadership
coaches
• To educate and support leadership coaches who donate their coaching talents to
international leaders in government and international non-government
organizations
• To collaborate with others in educational institutions, governments, non-profits,
and businesses to help educate and support international leaders to make a
positive difference
• To promote an international community of leadership coaching for the benefit of
humanity
Copyright 2010 Foundation for International
Leadership Coaching
12. Why the Foundation Was Formed
• There is great benefit to leadership coaching as has been demonstrated in
both the private and public sectors
• Many leaders in government and 40,000 International Non-government
Organizations around the world do not avail themselves of leadership
coaching for a variety of reasons:
– Lack of information about coaching and its benefits
– Lack of resources to support the coaching they want
– Political or public barriers to openly participate in coaching
• Providing access to leadership coaching to those leaders who are committed
to global sustainability could significantly impact the future of our world
Copyright 2010 Foundation for International
Leadership Coaching
13. What is Happening Now?
• Recruitment of senior international leadership coaches to the Foundation’s pro
bono network
• Selection of Regional Coaching Coordinators and Supervisors
• Further development of our Board of Advisors
• Development of affiliations, collaborations and partnerships with other
organizations
• Fundraising
• Website expansion
• Building an ongoing communication network with our coaches
• Outreach to educate international leaders about coaching and inform them of
our pro bono coaching resources
• Development of our research plan and infrastructure
Copyright 2010 Foundation for International
Leadership Coaching
14. Details on Recruitment of Senior
International Leadership Coaches
• Over eighty senior coaches from eighteen countries have thus far agreed to
donate their coaching services and join our referral network
• Currently we have senior leadership coaches in our network from Eastern and
Western Europe, Africa, many parts of Asia, South America, the Caribbean,
and throughout the US (with the reach expanding weekly)
• Potential coaches provide the Foundation with their qualifications and their
commitment to our high standards of practice, our mission, values, and time
to provide pro bono coaching at least a half-day per month
• The Foundation seeks to enlist coaches from all parts of the world and with
expertise in all areas of leadership coaching
www.leadershipcoachingfoundation.org
Copyright 2010 Foundation for International
Leadership Coaching
15. Coaching Services Available to International Leaders
• Coaching is available through the Foundation’s network only to government
and international NGO leaders who are committed to global sustainability
• Pro bono coaching is planned to be available beginning in July, 2010
• This Coaching is targeted to those leaders who do not have access to funding
and/or face political barriers to seeking other coaching services
• All coaching will meet very high professional standards and guidelines for
confidentiality. Leaders will access our coaching network with complete
anonymity through our website to select a coach who best suits their needs.
Copyright 2010 Foundation for International
Leadership Coaching
16. There is a Growing Number of Organizations to Leverage
Leadership Development for Global Sustainability
• Educational Institutions and Executive Education Programs
• Foundations and other Non-profits
• Programs within Coaching and Training Companies
• Leadership Support as Part of Social Entrepreneur Initiatives and
Programs all Over the World
Copyright 2010 Foundation for International
Leadership Coaching
17. How You Can Support the Foundation
• If you are a senior leadership coach, apply at the website to join the network
and donate your talents to provide pro bono coaching to international leaders
who could not otherwise get the coaching they need
• Refer senior leadership coaches to the website to offer their services
• Refer leaders to the website from any government or international non-
government organization who are committed to global sustainability
• Encourage others who have contact with these leaders to let them know
about the Foundation’s work and website
• Provide financial support to the Foundation’s mission or refer other potential
funders
• For more information or to support the Foundation’s mission, please go to
our website or email Dr. Lewis Stern, the Executive Director at
lstern@leadershipcoachingfoundation.org
www.leadershipcoachingfoundation.org
Copyright 2010 Foundation for International
Leadership Coaching
18. leadership futures
Carlos Paulet
• BA, Economics – Indiana University
• MA, Political Science – Purdue
• Owns X-Factor Consulting Group, based in
Peru, Colombia and Brazil.
• New professor at ESAN in New York City (Escuela de
Administracion de Negocios para Graduados)
• Carlos lives in Lima, Peru, and is fully fluent in
English, Spanish, Portuguese and Quechua.
21. Kenexa Overview
Founded: 1987
Employee Population: 1,400+
Revenue: $203 Million (FY 2008)
2008 R&D Reinvestment: $45 Million
NASDAQ Symbol: KNXA
Customers: 4,400 Customers, located in 200
Countries/Territories, speaking more than 80
languages
Expertise: Employee Research and Software
to help companies
- Hire the absolute very best people
- Optimize the organization’s performance by
• Increasing employee engagement
• Improving leadership effectiveness
• Serving customers better
25. Normative Benchmarks
WorldNorms is Kenexa’s client-derived normative database with data gathered
from 400 projects across 300 companies
• The most up-to-date and robust in the industry
with data no older than 3 years
– 2006 Responses 2,664,360
– 2007 Responses 3,701,517
– 2008 Responses 4,630,886
• Number of employees per company ranges from
200 to over 450,000
• Over 80 countries and International Regions
• Ability to report “best-in-class” norms
– Forbes Global 2000 78
– Fortune Global 500 37
– Fortune 1000 76
– Fortune 500 56
26. Global Experience
ING
• 120,000 employees in 50 • 330,000 employees, 83
countries countries
• 150,000 employees,
• Global survey with a core • 23 survey versions 781 Cities, 148 Countries
questionnaire and business • 275,000 web surveys in • 89 Survey versions in 15
unit specific questions 25 languages languages
• 12 survey versions in • 55,000 paper/pen • Board Presentations
multiple languages surveys in 11 languages
• Athens
• 30 executive • 12,000 PDF and
summaries, presentations PowerPoint reports in • Beijing
and workshops five languages
• Berlin
• Fully interactive survey • 20 global executive
summary presentations • London
portal
• 18,000 Kenexa Survey • Luxembourg
• Kenexa Online Dynamic Scorecard® online action
Reporting (KODR) planning users • Mexico City
• Online action planning • Custom eLesson • Deep Dive Analysis for
technology technology China and Hong Kong
• 88% response rate
27. Emerging Trends in the Global Market
• Serving a cup of coffee vs. Solving • The “Joined up” Program with
world hunger Regional Flavor
– Enter the Strategic Buyer – Global efficiency with
dedicated regional support
• Who has my survey data?
– Global Politics, Logistical • Cultural Uniqueness and Adaptive
Challenges Consulting
• Travel, Customs – Cultural response patterns
• Localized providers – Life Time Employment
• Where is the data located? – Seniority-based Advancement
• Do we really need the survey
translated into Urdu?
– Balancing cost management
and cultural needs
28.
29. leadership futures
Haitham Khoury, PhD
• PhD, Industrial/Organizational Psychology, University
of South Florida
• Fulbright Scholar
• Home Depot- Organizational Effectiveness Group
• As of Sept, 2009 - Assistant Professor of
Organizational Behavior at Olayan School of
Business - American University of Beirut
• Haitham is based in Lebanon and is fully fluent in
Arabic, English, and French.
31. leadership futures
Shaina Wolcott, PhD
• Ph.D., Industrial Organizational
Psychology, Central Michigan University
• Global Enterprise Leadership
Development
• Responsible for Talent Planning for
Executive Population
• Based in Charlotte, North Carolina, USA
33. leadership futures
Emerging Trend: Green
“When things are this
tight, people see that
it’s about saving jobs
and money – there’s
no better time to
take action”
Dave Steiner
CEO, Waste Management
Dirk Baxter, PhD, SPHR
34. leadership futures
Trend Data - Greener Pastures
Energy Costs Cost of Cow
1980 1990 2000 2010 2020 2030
35. leadership futures
The Business Behind Green
The push for Green is not “The same strategies
solely political, it is rooted and tactics that
in Business Necessity. address long-term
environmental
challenges will help
Keys to a Green Recovery you survive today’s
economic
• Get lean conditions”
• Get smart
• Get engaged – Andrew
• Get creative Winston, Green
Recovery (2009)
36. Keys to Green Efficiency and
leadership futures
Recovery
Get lean • Facilities, distribution/fleet, IT, telework, waste
• Efficiency in Operations
• Supply Chain Management
Get smart • First one there wins
• Inform clients, employees, the world
Get • Build morale
• New engagement requires capturing “state of
engaged mind” (www.gallup.com)
Get creative • Redesign/Re-imagine your business - Innovation
• Ask dumb questions: What’s your heresy?
37. leadership futures
Critical Information for
Consulting Psychologists
• New Organizational Challenges
Requirements for • New Business Acumen (example:
recycling)
Organizations and • New usage of Leadership Competencies
Leaders • Risk Resilient Leaders
• Innovative Leaders
• Reputation Risk
Risk Management • Financial Risk
• Leader Risk - Political Savvy
Legislation, Social
• Resource Restrictions
and Political • Impact of Cap and Trade
Factors
39. leadership futures
Client Case Study
• Strategic initiative to build green capability
– Engagement
• Leader
• Employee
• Customer
– Operational Efficiency
– Enhanced Brand and Reputation
40. Anchoring the Development
leadership futures
Framework
Assessment Performance
Internal External Succession
and Management
Education Programs Planning
Calibration Systems
Personal
Business Skills Leadership Skills
Effectiveness Skills
Business Company
Strategy Values
41. leadership futures
Maya Hu-Chan
• BA, National Chengchi University, Taiwan
• MA, Communications, University of Pennsylvania.
• Harvard Business School has chosen her book "Global
Leadership: The Next Generation" to be one of their
Working Knowledge recommended books.
• Maya is based in San Diego and travels frequently to
China, Taiwan, Singapore, Hong Kong, Korea and
Japan.
• She is fluent in English and Mandarin Chinese.
43. Social Media and the Impact of
leadership futures
Informatization
The extent by
which a
geographical
area, an
economy or a Agricultural Industrial Information
Age Age Age
society is
becoming
information-
based
44. leadership futures
Michel Buffet, PhD
• PhD, Industrial/Organizational Psychology, University
of South Florida
• Managing Director, Fisher Rock - Consulting firm
providing solutions to organizations and their
leaders on organizational and talent management
issues
• Michel is based in New York and is fluent in
English, French and Spanish.
47. Our Study
• Sent survey to 200 individuals with HR, Talent Management or leadership
roles
• Questions we asked:
– Role and organization size (employee # and revenues)
– Top 3 benefits and challenges in using social media for Talent
Management
– Use of social media for:
• attracting and recruiting new employees
• onboarding employees in new roles
• communicating and engaging with employees
• training and developing employees
– 3 organizational performance metrics
47
48. Survey Demographics
• 60 respondents
• 2/3 of respondents in companies of over $500
M in revenues and over 5,000 employees
• Most respondents in HR or Talent
Management, with a greater proportion of
managers and executives
48
49. Top Benefits in Implementing Social
Media in Talent Management
• Low cost of implementation
• Ease of use
• Increased organizational speed and agility
• Greater opportunities for communication and
engagement
• “Coolness” Factor
• Attractiveness to Millenials
49
50. Top Challenges in Implementing Social
Media in Talent Management
• Media overload
• Legal and data security risks
• Integration with existing systems and processes
• Quality and compliance issues
• Technology training needs
• Difficulty of computing ROI
• Exacerbated generation gap
50
51. The use of Social Media in Talent
Management
None of the below
51
52. The use of Social Media in Talent
Management (Cont’d)
None of the below
52
53. The use of Social Media in Talent
Management (Cont’d)
None of the below
53
54. The use of Social Media in Talent
Management (Cont’d)
None of the below
54
55. Use of Social Media and Perceived
Performance
Preliminary Survey Results
Level of agreement with statement (on 5-point scale)
We effectively leverage the knowledge
Employees are reporting
We attract high-quality talent and experience of senior leaders to
high levels of engagement
develop the next generation workforce
Use of Social Media…
…for attracting and recruiting new
employees
No 3.6 2.7
Yes 3.9 3.2
...for communicating and engaging
with employees?
No 3.6 3.4 2.7
Yes 4.1 3.7 3.5
...for training and developing
employees?
No 3.7 2.8
Yes 4.0 3.5
N=60
55