Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
This document summarizes a session on adult development and vertical leadership development. The key points are:
1. Adults continue developing in predictable stages as they gain life experience, with each stage representing increasing complexity in how one thinks and acts.
2. There are at least seven transformations possible in adulthood that represent growth in one's ability to think in more complex, systemic ways.
3. Vertical development is triggered by experiences that challenge one's current ways of thinking, exposure to new perspectives, and developmental relationships/networks.
This document discusses global mindset as a driver for global leadership and collaboration. It provides an overview of an upcoming presentation on global mindset, which will define global mindset, discuss how it benefits both individuals and organizations, and provide examples from a case study of how an organization developed and enacted a global mindset. The presentation aims to help organizations understand how to develop global mindset within their own context to improve strategic outcomes.
www.ccl.org/Transformations
Transformations is a tool for human development based in the work of Bill Torbert & Elaine Herdman Barker in partnership with the Center for Creative Leadership.
Webinar Series Archive is here: http://www.leadingeffectively.com/leadership-explorer/introductory-webinars-for-explorers-and-essentials/
Values Explorer, CCL Labs Webinar SeriesCharles Palus
Special guests: Joel Wright and Janet Carlson
Values are what drive and motivate us. We can make better choices when we’re clear about what really matters to us. Values underpin our authenticity and help shape our leadership style. Values Explorer is intended to help you “dig deep” and think about your values in a new way. You will be equipped with a powerful lens through which to evaluate various aspects of your life and the choices you make. And if you stay aware of these core values – and honor them – you can make even better decisions in the future.
From David M. Horth, Chuck Palus & Lyndon Rego
More at www.ccl.org/Values
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.
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!
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
This document summarizes a session on adult development and vertical leadership development. The key points are:
1. Adults continue developing in predictable stages as they gain life experience, with each stage representing increasing complexity in how one thinks and acts.
2. There are at least seven transformations possible in adulthood that represent growth in one's ability to think in more complex, systemic ways.
3. Vertical development is triggered by experiences that challenge one's current ways of thinking, exposure to new perspectives, and developmental relationships/networks.
This document discusses global mindset as a driver for global leadership and collaboration. It provides an overview of an upcoming presentation on global mindset, which will define global mindset, discuss how it benefits both individuals and organizations, and provide examples from a case study of how an organization developed and enacted a global mindset. The presentation aims to help organizations understand how to develop global mindset within their own context to improve strategic outcomes.
www.ccl.org/Transformations
Transformations is a tool for human development based in the work of Bill Torbert & Elaine Herdman Barker in partnership with the Center for Creative Leadership.
Webinar Series Archive is here: http://www.leadingeffectively.com/leadership-explorer/introductory-webinars-for-explorers-and-essentials/
Values Explorer, CCL Labs Webinar SeriesCharles Palus
Special guests: Joel Wright and Janet Carlson
Values are what drive and motivate us. We can make better choices when we’re clear about what really matters to us. Values underpin our authenticity and help shape our leadership style. Values Explorer is intended to help you “dig deep” and think about your values in a new way. You will be equipped with a powerful lens through which to evaluate various aspects of your life and the choices you make. And if you stay aware of these core values – and honor them – you can make even better decisions in the future.
From David M. Horth, Chuck Palus & Lyndon Rego
More at www.ccl.org/Values
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.
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!
This document discusses a presentation about successfully navigating global and virtual teams. The presentation aims to help participants understand the challenges of leading diverse teams, examine effective leadership strategies, and define cultural intelligence. Several speakers are listed who will discuss topics like adapting leadership styles to cultural differences, encouraging collaboration, and building trust through flexible communication.
This document outlines a workshop on leadership paradoxes in a global world. The objectives are to introduce paradox thinking as a framework for understanding organizational tensions and to expand managers' tools for dealing with complexity. The program includes an introduction to paradox, exploring three levels of paradox (organizational, role, and individual), and discussing ways to work through and deal with paradox. Acceptance, integrative thinking, and positioning are presented as ways to address paradox without becoming paralyzed. Developing skills like reflection, communication, and embracing tensions are seen as important for global leaders to navigate paradoxes.
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
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.
SilverStripe Developer Community: A RetrospectiveCam Findlay
Covers the concept of Communities of Practice that underpins most open-source software communities: specifically applying this to the SilverStripe Content Management System Community.
Re-defining leadership post quake: Self organising leaders embedded in commun...Chris Jansen
This document discusses redefining leadership in communities after a disaster like an earthquake. It suggests that leadership is best carried out by people embedded within communities who self-organize to address issues. The document provides examples of values that guide community leadership, such as equality, social justice, and compassion. It also discusses different terms that could be used instead of "leader", such as facilitator, animator, or weaver. The focus is on leadership as an action rather than a position, and how leaderless organizations can be unstoppable through networks and collaboration.
Sample slides from workshops (slideshare)Michael Short
The document contains slides from a presentation on organizational culture and team dynamics. It discusses topics like psychological safety, defining culture and values, leadership challenges, and building effective teams. The slides use exercises and metaphors to explore how a team views its past, present and future, and to develop a shared understanding of its culture and ways of working.
Pugh collaboration and four discussion disciplines for sikm 171017Katrina (Kate) Pugh
Great collaboration -- whether between team members, across org units, or across orgs -- requires three key ingredients: Purpose, Structure, and Psychological Safety. We explore the four discussion disciplines, an online (and often offline) practice for improving psychological safety.
2013 Nelson APDP Educational leadership NetworkChris Jansen
This document discusses adaptive leadership and fostering self-organization within educational organizations. It argues that traditional change management approaches are not well-suited for today's complex, fast-paced environment. Instead, adaptive leadership focuses on developing independent agents, fostering interactions between people, distributing power and control, and exploring shared values to encourage self-organization and emergence of innovative solutions. The key roles of adaptive leaders are to mentor individuals, facilitate interaction and learning across the organization, and decentralize decision-making to empower others.
Chris Jansen (www.Ideacreation.org) - "Strategising towards 'inside-out' orga...Chris Jansen
This document discusses frameworks for leading organizational change, including positive deviancy and the diffusion of innovation. It outlines a positive deviancy process that defines problems, determines common practices, discovers positive outliers, and designs activities to expand successful solutions. The diffusion of innovation model is also summarized, explaining how different groups adopt changes at different rates from innovators to laggards. Finally, an 8-step organizational change process is presented that establishes urgency, forms a coalition, develops a vision, launches pilots, communicates the vision, consolidates improvements, widens support, and embeds changes.
Complexity based leadership: Navigating complex challengesChris Jansen
This document discusses complexity-based leadership and navigating adaptive challenges. It provides an overview of complexity thinking and adaptive leadership. It discusses that adaptive challenges require generating and trialing multiple solutions as they are embedded in social complexity, compared to technical problems which can be solved with existing knowledge. It also discusses fostering collective intelligence through mechanisms like cross-functional teams to engage stakeholders and generate better solutions. Finally, it discusses that adaptive change processes are cyclic with multiple experiments compared to linear change processes for technical challenges.
Getting Strategic About Social LearningAaron Silvers
The document discusses strategies for developing social learning in organizations. It proposes a knowledge exchange cycle where employees share knowledge through social networking and communities of practice, subject matter experts curate the knowledge, gaps are identified and addressed through formal learning, and the process repeats to continuously improve organizational knowledge. Critical success factors for the strategy include measuring knowledge sharing's impact, enabling collaboration, and integrating informal and formal learning.
Singapore - Leading change from the middle Workshop April 15-16 2013Chris Jansen
This document provides an overview of a workshop on leading change from the middle. It discusses exploring change inquiries, influence and position, systems thinking, determining if a challenge is complicated or complex, system mapping, creating self-organization, tools for adaptive leadership, and appreciative inquiry. It also discusses applying positive psychology concepts like positive deviance and positive leadership to leverage strengths. Finally, it outlines frameworks for analyzing change, fostering self-organization, and adaptive leadership.
AISA Leadership Retreat Ghana - Leading complex change 2013Chris Jansen
This document discusses leading complex organizational change through connecting wisdom, unleashing adaptability, and fostering interaction. It addresses both technical and adaptive challenges in change processes. Technical challenges involve known solutions and linear change, while adaptive challenges require new behaviors and cyclic change approaches. The document advocates prototyping changes, using collaborative processes like clusters and communities to generate solutions, and focusing on collective intelligence and shared learning to enable positive and sustainable organizational change.
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
8618 Asus Facilitator Community 1st MeetingSteven Tseng
The document discusses facilitation and the role of a facilitator. It notes that facilitation helps produce higher quality work, build support for implementation, integrate knowledge, eliminate conflicts, and make better decisions. A facilitator is someone who helps a group accomplish its goals by keeping them focused, exploring the situation fully, minimizing unrelated conflicts, and building openness. Key differences between a presenter and facilitator are that facilitators focus on participants, share control, and derive credibility from more than just subject matter expertise. The document encourages readers to be part of history rather than just passengers and says it's time to go if they want to ever go anywhere.
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
The document discusses various models and factors involved in decision making. It describes rational decision making, bounded rationality, and the garbage can model. It also discusses common decision biases and tools like decision trees. Key factors that influence individual behavior in decision making include values, attitudes, personality, ability, motivation, and perception. The document emphasizes that decision making is a complex social process that considers both logical analysis and various subjective variables.
Katie Sloane - The value of networking and global partnershipsRunwaySale
The International Association of Homes and Services for the Aging (IAHSA) connects organizations across 30 countries that provide services related to aging, including home care, nursing homes, assisted living, and dementia care. The IAHSA's mission is to support these organizations, as well as businesses and scholars in the field, in order to enhance quality of life for older individuals. By facilitating connections between members, the IAHSA aims to address challenges of an aging population by sharing best practices, innovations, and evidence-based research across borders.
HDI Capital Area Meeting Slides February 26 2016hdicapitalarea
This document summarizes a meeting of the HDI Capital Area Local Chapter that included updates from HDI Corporate and the local chapter. The meeting agenda included a lunch and networking session, followed by a program featuring a presentation on personal development and realizing one's full potential given by speaker LaTonya Morgan. The presentation discussed personal development as a lifelong process, setting goals and priorities, determining one's motivations, and tips for self-improvement. It encouraged attendees to reflect on their aspirations and how to maximize their potential.
HDI Capital Area Meeting Slides October 2015hdicapitalarea
This document provides an agenda for an HDI Capital Area Local Chapter vendor fair and networking event taking place on October 23, 2015. The agenda includes updates from HDI Corporate and the local chapter, speakers on various topics, and prize drawings for attendees. Networking opportunities will be provided during breakfast, lunch, and breaks between presentations.
This document discusses a presentation about successfully navigating global and virtual teams. The presentation aims to help participants understand the challenges of leading diverse teams, examine effective leadership strategies, and define cultural intelligence. Several speakers are listed who will discuss topics like adapting leadership styles to cultural differences, encouraging collaboration, and building trust through flexible communication.
This document outlines a workshop on leadership paradoxes in a global world. The objectives are to introduce paradox thinking as a framework for understanding organizational tensions and to expand managers' tools for dealing with complexity. The program includes an introduction to paradox, exploring three levels of paradox (organizational, role, and individual), and discussing ways to work through and deal with paradox. Acceptance, integrative thinking, and positioning are presented as ways to address paradox without becoming paralyzed. Developing skills like reflection, communication, and embracing tensions are seen as important for global leaders to navigate paradoxes.
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
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.
SilverStripe Developer Community: A RetrospectiveCam Findlay
Covers the concept of Communities of Practice that underpins most open-source software communities: specifically applying this to the SilverStripe Content Management System Community.
Re-defining leadership post quake: Self organising leaders embedded in commun...Chris Jansen
This document discusses redefining leadership in communities after a disaster like an earthquake. It suggests that leadership is best carried out by people embedded within communities who self-organize to address issues. The document provides examples of values that guide community leadership, such as equality, social justice, and compassion. It also discusses different terms that could be used instead of "leader", such as facilitator, animator, or weaver. The focus is on leadership as an action rather than a position, and how leaderless organizations can be unstoppable through networks and collaboration.
Sample slides from workshops (slideshare)Michael Short
The document contains slides from a presentation on organizational culture and team dynamics. It discusses topics like psychological safety, defining culture and values, leadership challenges, and building effective teams. The slides use exercises and metaphors to explore how a team views its past, present and future, and to develop a shared understanding of its culture and ways of working.
Pugh collaboration and four discussion disciplines for sikm 171017Katrina (Kate) Pugh
Great collaboration -- whether between team members, across org units, or across orgs -- requires three key ingredients: Purpose, Structure, and Psychological Safety. We explore the four discussion disciplines, an online (and often offline) practice for improving psychological safety.
2013 Nelson APDP Educational leadership NetworkChris Jansen
This document discusses adaptive leadership and fostering self-organization within educational organizations. It argues that traditional change management approaches are not well-suited for today's complex, fast-paced environment. Instead, adaptive leadership focuses on developing independent agents, fostering interactions between people, distributing power and control, and exploring shared values to encourage self-organization and emergence of innovative solutions. The key roles of adaptive leaders are to mentor individuals, facilitate interaction and learning across the organization, and decentralize decision-making to empower others.
Chris Jansen (www.Ideacreation.org) - "Strategising towards 'inside-out' orga...Chris Jansen
This document discusses frameworks for leading organizational change, including positive deviancy and the diffusion of innovation. It outlines a positive deviancy process that defines problems, determines common practices, discovers positive outliers, and designs activities to expand successful solutions. The diffusion of innovation model is also summarized, explaining how different groups adopt changes at different rates from innovators to laggards. Finally, an 8-step organizational change process is presented that establishes urgency, forms a coalition, develops a vision, launches pilots, communicates the vision, consolidates improvements, widens support, and embeds changes.
Complexity based leadership: Navigating complex challengesChris Jansen
This document discusses complexity-based leadership and navigating adaptive challenges. It provides an overview of complexity thinking and adaptive leadership. It discusses that adaptive challenges require generating and trialing multiple solutions as they are embedded in social complexity, compared to technical problems which can be solved with existing knowledge. It also discusses fostering collective intelligence through mechanisms like cross-functional teams to engage stakeholders and generate better solutions. Finally, it discusses that adaptive change processes are cyclic with multiple experiments compared to linear change processes for technical challenges.
Getting Strategic About Social LearningAaron Silvers
The document discusses strategies for developing social learning in organizations. It proposes a knowledge exchange cycle where employees share knowledge through social networking and communities of practice, subject matter experts curate the knowledge, gaps are identified and addressed through formal learning, and the process repeats to continuously improve organizational knowledge. Critical success factors for the strategy include measuring knowledge sharing's impact, enabling collaboration, and integrating informal and formal learning.
Singapore - Leading change from the middle Workshop April 15-16 2013Chris Jansen
This document provides an overview of a workshop on leading change from the middle. It discusses exploring change inquiries, influence and position, systems thinking, determining if a challenge is complicated or complex, system mapping, creating self-organization, tools for adaptive leadership, and appreciative inquiry. It also discusses applying positive psychology concepts like positive deviance and positive leadership to leverage strengths. Finally, it outlines frameworks for analyzing change, fostering self-organization, and adaptive leadership.
AISA Leadership Retreat Ghana - Leading complex change 2013Chris Jansen
This document discusses leading complex organizational change through connecting wisdom, unleashing adaptability, and fostering interaction. It addresses both technical and adaptive challenges in change processes. Technical challenges involve known solutions and linear change, while adaptive challenges require new behaviors and cyclic change approaches. The document advocates prototyping changes, using collaborative processes like clusters and communities to generate solutions, and focusing on collective intelligence and shared learning to enable positive and sustainable organizational change.
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
8618 Asus Facilitator Community 1st MeetingSteven Tseng
The document discusses facilitation and the role of a facilitator. It notes that facilitation helps produce higher quality work, build support for implementation, integrate knowledge, eliminate conflicts, and make better decisions. A facilitator is someone who helps a group accomplish its goals by keeping them focused, exploring the situation fully, minimizing unrelated conflicts, and building openness. Key differences between a presenter and facilitator are that facilitators focus on participants, share control, and derive credibility from more than just subject matter expertise. The document encourages readers to be part of history rather than just passengers and says it's time to go if they want to ever go anywhere.
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
The document discusses various models and factors involved in decision making. It describes rational decision making, bounded rationality, and the garbage can model. It also discusses common decision biases and tools like decision trees. Key factors that influence individual behavior in decision making include values, attitudes, personality, ability, motivation, and perception. The document emphasizes that decision making is a complex social process that considers both logical analysis and various subjective variables.
Katie Sloane - The value of networking and global partnershipsRunwaySale
The International Association of Homes and Services for the Aging (IAHSA) connects organizations across 30 countries that provide services related to aging, including home care, nursing homes, assisted living, and dementia care. The IAHSA's mission is to support these organizations, as well as businesses and scholars in the field, in order to enhance quality of life for older individuals. By facilitating connections between members, the IAHSA aims to address challenges of an aging population by sharing best practices, innovations, and evidence-based research across borders.
HDI Capital Area Meeting Slides February 26 2016hdicapitalarea
This document summarizes a meeting of the HDI Capital Area Local Chapter that included updates from HDI Corporate and the local chapter. The meeting agenda included a lunch and networking session, followed by a program featuring a presentation on personal development and realizing one's full potential given by speaker LaTonya Morgan. The presentation discussed personal development as a lifelong process, setting goals and priorities, determining one's motivations, and tips for self-improvement. It encouraged attendees to reflect on their aspirations and how to maximize their potential.
HDI Capital Area Meeting Slides October 2015hdicapitalarea
This document provides an agenda for an HDI Capital Area Local Chapter vendor fair and networking event taking place on October 23, 2015. The agenda includes updates from HDI Corporate and the local chapter, speakers on various topics, and prize drawings for attendees. Networking opportunities will be provided during breakfast, lunch, and breaks between presentations.
Este documento descreve um projeto de blog sobre tecnologia e sistemas de informação no dia-a-dia das pessoas. Ele detalha a planificação do trabalho, distribuição de tarefas, desvios da planificação, posts importantes e uma proposta de negócio para uma aplicação móvel para estudantes.
El documento detalla las actividades realizadas por la Escuela Básica Bolivariana "Barinas" durante el mes de noviembre de 2014, incluyendo la elaboración del periódico escolar, presentaciones del programa radial, reuniones docentes, y eventos para promover valores familiares y de convivencia entre los estudiantes.
Yale Plan Social Protection Study_FINAL_tcm337-173191_tcm337-284-32Travis Snow
This document provides an overview of a systematic review examining the effects of social protection programs on early childhood care and development (ECCD) outcomes in low- and middle-income countries. It begins with background on social protection programs, which aim to reduce poverty and vulnerability through various approaches. Early childhood care and development is also discussed, and its importance in building human capital and alleviating poverty. The systematic review methodology is then described, including search terms, study screening criteria, and analysis of results. Twenty studies were included that evaluated a range of social protection programs across different locations and outcomes related to child health, education and development. The implications suggest social protection programs should explicitly target and evaluate ECCD outcomes in order to understand how to effectively
Capitalist America versus Socialist Spaincapsigrany
The document compares aspects of the education system and social services between the US (described as "Capitalist" America) and Spain (described as "Socialist" Spain). It notes that in Spain, textbooks, school sports, lunch, music programs, extracurricular activities, drivers education, and healthcare are socialized and largely paid for through taxes, reducing the direct costs to parents. In contrast, it describes these services as mostly paid for directly by parents in the US education system through higher costs for textbooks, sports clubs, lunch, music lessons, activities, and drivers education. It implies that Spain has effectively had a socialist system for over half a century that makes many services more affordable and accessible for families.
CPT Thompson informs families that the troop will train in the field throughout March while supporting the squadron. He thanks those who participated in the successful Kiddy Spur Ride and encourages checking Facebook for more photos. The newsletter welcomes new soldiers and says goodbye to those leaving, and announces an upcoming spouses' lunch. Photos show soldiers interacting with children at the medic station and enjoying ski day with families.
Dokumen tersebut membahas tentang berbagai waktu (tense) dalam bahasa Inggris, mulai dari Simple Present Tense, Present Continuous Tense, Present Perfect Tense, hingga Future Tenses. Dibahas pula kata kerja regular dan irregular serta contoh-contoh kalimat dalam setiap waktu (tense) beserta penjelasannya.
Connected webinars, rise at gates foundation & vertical developmentCharles Palus
THE CONNECTED WEBINAR SERIES 2017-2018
http://cop.ccl.org/connected/connect/webinar-archive/
Vertical Development Ideas into Action: The RISE Approach to Leadership Development at the Bill & Melinda Gates Foundation. Kara Laverde (Deputy Director, People & Organization Potential, The Bill & Melinda Gates Foundation) talks about how they use the framework of vertical leadership development as both “spotlight” and “scaffold” in developing their people and promoting positive culture change. View the Gates Foundation white paper, Lead Your Culture or Your Culture Will Lead You. www.ccl.org/wp-content/uploads/2016/02/Gates-Ftdn.pdf
This document summarizes a leadership event held by the HDI Capital Area chapter in October 2012. It thanks the event sponsors and contributors, including various speakers and attendees. The agenda for the event is outlined and includes visiting vendor booths, a raffle, and speakers. Information is provided on upcoming HDI awards and nominations, the FUSION 12 conference in Dallas, and becoming an HDI member. The document concludes by advertising an upcoming talk on developing an "Action Plan for Success" focusing on core values, accountability, and balancing life and career.
Thinking Through A Cybermissions Project - a presentation to get your team mo...Cybermissions
The document provides guidance for developing a cybermissions project through a series of brain-teasing slides. The slides cover topics such as discerning God's work in an area, creating high-quality digital resources, delivering resources to people through training facilitators, finding a single major focus for the project, and ensuring resources are culturally relevant and easy to disseminate. The overall goal is to catalyze a disciple-making movement through developing a system using best practices that inspires people with its quality and connections to resources.
Examining a global NGO’s collective capacity to leadCharles Palus
Examining a global NGO’s collective capacity to lead, featuring Patrick Sweet, Cindy McCauley, & Robert Burnside. 1) Identify groups whose shared work is central to the organization’s success. 2) Invite group members to complete the DAC survey about leadership outcomes in their group. 3) Compile and analyze responses from 920 individuals, and create focus groups for DAC best practices.
http://cop.ccl.org/connected/connect/webinar-archive/
Playing with hierarchies and circles - Experimenting holacracyAlexandra Lederer
In May 2011, I thought about experimenting a new concept to get things done in the L&D space: engage different experts to deliver outcomes, with no hierarchical reporting, no minimum required contributions and no monetary reward. On paper it looked like it was doomed to fail.
By end the end of 2012 the results were mind blowing and kept improving in 2013, so in March 2014, I thought to extend this concept of 'circles' to drive employee engagement and develop a relevant employee value proposition for our staff.
In Oct 2014, I've been told this may be called 'holacracy' - one of the latest management trend - an approach where we "grant special protection to employees to experiment with ideas. It is governance of the organization, through the people, for the purpose. It enables the organization to find and express its deepest creative capacity."
Presented at Organisational Learning Consortium, Sydney 26 November 2014.
Special thanks to Guillaume Kozinski and Marie O'Brien for their inspiring guidance and support, Fiona McCallum and Andy Brown for trusting me with this experiment.
Strategic Equity, Diversity and Inclusion (EDI) Leadership AssessmentKevin Carter
The Strategic Equity, Diversity, and Inclusion (EDI) Leadership
Assessment is both a supplement to cultural competence coaching and training, as well as a stand-alone document that will enhance your ability to achieve personal, team,
and organizational success.
For all of us, the challenge and opportunity are to grow, from where you are now to a deeper understanding of how to best deliver the organization's brand to colleagues, customers, business partners, and the community.
Keep an open mind. Enjoy the journey. Let's begin!
4 Messages Great Leaders Consistently and Clearly CommunicateEric Anderton
The document provides an overview of services offered by an executive coaching firm, including strategic planning, team building, and leadership development. It includes testimonials from past clients praising the impact on their business success and leadership skills. The document emphasizes developing a vision, providing direction through goal-setting and delegation, developing employees, and providing encouragement, accountability and recognition. It encourages leaders to strengthen themselves, build their team, and grow their business through the services offered.
Executive Directors Chat Initiating Equity for Impact.pdfTechSoup
This interactive meeting was designed for leaders eager to lay the groundwork for equity within their nonprofits. LaCheka Phillips, Director of Equity, Inclusion, Diversity & Culture (EIDC) at TechSoup and nonprofit leaders shared some peer-to-peer insights, their commitment to learn, and initiate more inclusive and equitable practices in the nonprofit sector.
The document discusses current and future challenges in management development, including dealing with virtual teams, engaging employees, and cultural differences. It outlines key success factors for management development such as top management support, sharing knowledge, and aligning training with corporate strategy. The document then describes how to create a learning organization with features like systems thinking and team learning. Finally, it provides an overview of the Meshed solution for management development, which includes knowledge development sessions, skills training, case work, coaching, and an experienced team to facilitate the program.
Catalyzing Drupal collaboration & coding at your institutionAdelle Frank
Session given at http://usg.edu/rock_eagle on October 25, 2012. DESCRIPTION: While a community of Drupal aficionados has existed at Georgia Tech, it had not been active for a while. This session discusses how we encouraged every level of Drupalista in our community to collaborate and share in the coding and configuring tasks that come with using Drupal in such a de-centralized higher ed environment. And, don't worry, we also share our code and configuration documentation as well!
Leadership & Corporate Soft Skills Training Programmes
For more information, please visit our website, www.icfe-cg.com or e-mail us at enquiry@icfe-cg.com
Diversity of Thought – what is it and how do you implement it as a Diversity initiative
Learning objective: Discuss creating an environment of diverse thinkers and improving successful business strategies
Diversity is a resource to be accessed and utilized for superior performance and innovation in part because of “more-than-one-way- thinking” which results in innovation and creates an agile workforce. Access to diversity of thought is blocked unless organizations also create an environment of fairness, non-discrimination, respect, trust and where employees feel that their voices matters. The social justice side of the diversity conversation is directly linked to the performance side, without it, Diversity of Thought is a human resource withheld. Diversity of thought allows for differing perspectives on ideas and unique insights into problems, it creates opportunities for innovation and partnerships in unexpected places where ideas will develop into newer and more forward-thinking ideas that can be implemented as successful business strategies.
At the end of this seminar, participants will be able to:
a. Identify Diversity of Thought and it’s evolution
b. Understand the challenges to creating a culture that Embraces Diversity of Thought
c. Implement and measure Diversity of Thought
d. Explore the Four Point Sequence and the Predictive model framework
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
Yes, I still do KM and KM is not dead. I thought I would share the basic deck that I use in workshops that are part of my KM Assessment and Strategy consulting practice. In addition to interviews, surveys, and inventories, it is important during a KM assessment to educate and engage the organization.
South Florida HDI Event IT Industry Awards Celebration January 10, 2013Eddie Vidal
The Analyst of the Year and Desktop Support Technician of the Year awards are an amazing opportunity and honor for our chapter and for the eventual winner who will represent the South Florida HDI chapter. The winners will also compete at the HDI Southeast regional level.
The document discusses challenges and opportunities for supporting web entrepreneurs (WEs) through European Union programs like Horizon 2020. It notes that WEs thrive on disruptive ideas and flexibility but often find EU programs too bureaucratic and focused on long-term projects. The document proposes making programs more suitable for WEs by focusing on ideas over procedures, providing reusable technologies, allowing WEs to shape programs, and evaluating proposals based on potential impact rather than academic criteria. The goal is to better support the ambition and creativity of WEs and help turn their ideas into real-world impact at large scale.
Ban the boring one hour requirements gathering and design meetings forever !
Agile teams can use InnovationGames to engage with their customers in a fun way and build better products together from the great new insights gained from serious games.
This document discusses various topics related to leadership, risk mitigation, and competency frameworks. It provides quotes on developing talent, servant leadership, mentoring leaders, and living by high ethical standards. It also discusses Maslow's hierarchy of needs, the importance of spiritual needs and values, having the right policies, and designing and using competency frameworks to develop employees and align performance with organizational strategy.
Produce Better Outcomes With Well-Designed Collaborations PresentationRotary International
Leaders are always looking for innovative solutions to optimize skills, teams, and ways of working together. As Rotarians, we must make the most effective use of our volunteers and resources. Using the 10 Essential Steps to Collaboration, you will learn how to design your projects and teams to create an engaging and evolving Rotary community.
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ITIL 4 – the 4th Industrial Revolution and Intelligent Process Automationhdicapitalarea
ITIL 4, the 4th industrial revolution, the rise of the bots, AI and Intelligent Process Automation. What does it mean for service desk today and the service desks of tomorrow? This virtual event shows how the 4th industrial revolution will/has changed IT and in turn how the service desk community is being impacted.
Leadership is a mindset, it starts with you. Be present for a transformational and inspiring keynote as Theresa Proctor shares the steps to navigate through your toughest challenges:
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HDI Capital Area Meeting May 2019 Cybersecurity Planning for the Modern Techn...hdicapitalarea
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HDI Capital Area Meeting March 2019 Next Step Quality: 5 Steps to Increasing ...hdicapitalarea
About the Program
You may have a great team of professional, courteous, customer-service oriented analysts, but that doesn't mean they'll always know how to resolve an issue. Attend this interactive presentation for a discussion of the many obstacles to service desk effectiveness and strategies for overcoming them. Leave motivated to begin implementing these strategies and increasing quality on your service desk right away!
Learn how to:
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Key takeaways for attendees:
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HDI Capital Area One Day Leadership Conference and Vendor Expo 2018hdicapitalarea
Here are a few key things to consider in determining if your organization is ready to use bots to communicate with customers:
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This document provides information about an upcoming HDI Capital Area event. It includes details about the event such as date, location, speakers, agenda, and registration information. It also lists the chapter officers and provides announcements about upcoming HDI events, training opportunities, and programs. The main presentation will be on a simple approach to security and how to assess security risks and implement basic protections.
Hdi Capital Area Program Slides May 18 2018hdicapitalarea
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This document summarizes an event for the HDI Capital Area Local Chapter held on October 21, 2016. It included a vendor fair and networking event in the morning, and multiple speakers in the afternoon. Speakers included Kevin Smith from Heat Software discussing change management, Jeff Rumburg from MetricNet on benchmarking, and Chris Wiggins from Cherwell Software on knowledge-centered support. Upcoming events were also announced, including roundtable discussions on HDI Forum membership and the HDI Industry Awards nomination deadline. The next chapter meeting was scheduled for December 9th and would include the annual awards luncheon and a keynote speech by Phil Gerbyshak.
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The document summarizes an agenda for an HDI Capital Area Local Chapter meeting on August 19, 2016. The agenda included lunch and networking, a presentation on IT service management, and a survey and prize drawing. Upcoming meeting dates and locations were also listed. The document provided information on new features for HDI membership and connectivity, industry awards and certifications, and discounts for an upcoming conference.
10. 2"
Agenda
• What is Emotional Intelligence (EI)?
• Five Components of EI
• Determine and Interpret your Emotional Intelligence
Quotient (EQ)
• Tips and Tricks to improve your EQ
• How important is Emotional Intelligence in the
Workplace?
• How your EQ can impede your career growth and
successes in the workplace
11. 3"
Emotional Intelligence Definition
What is Emotional Intelligence (EI)?
Simply put, Emotional Intelligence not only
demonstrates how well you can control and express
your own emotions but also, how well you react to
others’ emotions and apply them according to the
situation at hand.
“The emotionally intelligent person…attends to emotion in the
path toward growth. Emotional intelligence involves self-
regulation appreciative of the fact that temporarily hurt feelings
or emotional restraint is often necessary in the service of a
greater objective.” (Salovey & Mayer)
12. 4"
5 Components of EI
Daniel Goleman’s 5 Components
of Emotional Intelligence
13. 5"
Self-Awareness
Self-Awareness
Ability to perceive and understand your temperament
(attitude), emotions, and ambitions and how they affect
others around you.
“Lincoln’s ability to retain his emotional balance in such difficult
situations was rooted in acute self-awareness and an
enormous capacity to dispel anxiety in constructive ways.”
-Doris Kearns Goodwin
14. 6"
Self-Regulation
Self-Regulation = Self-Control
• The ability to control or divert disruptive behaviors, control impulse
decisions and judgments
• Conflict Resolution: ability to resolve disagreements with others
RESEARCH BEFORE YOU REACT!
One’s greatest challenge is to control oneself
-Kazi Shams
15. 7"
Motivation
Motivation:
• Determination to work for and achieve your goals
and aspirations
• Learn from past mistakes, achievements
• Failure should be your motivation to improve and
succeed
16. 8"
Empathy
Empathy:
• The ability to sympathize with other people’s
feelings and situations
• React and communicate in a caring manner
• Treat others like you want to be treated
17. 9"
Social Skill
Social Skill:
• Ability to use the four previous components to help
foster and maintain positive relationships with a
host of people
• Comfortable around others
• Proficient in building strong networks
19. 11"
Group Discussion
• What did you learn about yourself?
• Do you agree/disagree and why?
• What were some ways given to improve your EQ?
• Do you want to improve your EQ?
• Consequences of low EQ in the workplace? Affect
promotions? Poor communication skills…
20. 12"
Group Discussion
• Can Emotional Intelligence be taught?
• Practice, Practice, Practice using what you learned
during the Self-Assessment exercise
• Obtain and accept feedback from others
• Find a coach to assist you