This document summarizes initial research conducted by Albion and Ashridge on organizational "Influencers", individuals within large organizations who drive novel and lasting positive change in unconventional ways. They interviewed 11 senior Influencers from diverse sectors who described themselves as comfortable outsiders driven to achieve big goals and leave a legacy. Influencers build social movements to drive cultural change, are restless change-seekers but patient, and use different tactics based on personality. Their success depends on having just enough power, luck, and support from top management. Next steps are to develop propositions to help organizations and Influencers work together, and test these ideas with businesses.
4 Psychological Principles to Build Strong Business RelationshipsCureo
Thanks to the digital revolution, the average company’s geographic reach has expanded to the point that many of your key constituents will rarely, if ever, meet face to face. Trying to build and maintain strong “virtual” relationships can be difficult. Without careful planning, your key people may disconnect. As a result you need to think strategically about how you can develop the strong bonds that move you from the realm of employer or vendor to trusted partner— in other words, to move the relationship from “THEM” to “US.”
A big thank-you to Anne Tynan and David D'Souza for their help with PSD HR latest HR In-Focus interview. Diversity in recruitment is a growing subject in my world and I found their insight to be very helpful
Mastering Millennials: How to Effectively Communicate with this GenerationUrbanBound
Communication is important and incredibly significant to Millennials—especially in the workplace—and their approach to it is pretty different than what a lot of us are used to.
While it can seem overwhelming to take on a whole new approach to communication, if you dissect the reasoning behind Millennials’ preferences, the dots will all start to connect. Our SlideShare will dive into how you can accomplish this.
[For more in-depth information, check out our eBook here: http://resources.urbanbound.com/ebook-how-to-communicate-with-millennials]
4 Psychological Principles to Build Strong Business RelationshipsCureo
Thanks to the digital revolution, the average company’s geographic reach has expanded to the point that many of your key constituents will rarely, if ever, meet face to face. Trying to build and maintain strong “virtual” relationships can be difficult. Without careful planning, your key people may disconnect. As a result you need to think strategically about how you can develop the strong bonds that move you from the realm of employer or vendor to trusted partner— in other words, to move the relationship from “THEM” to “US.”
A big thank-you to Anne Tynan and David D'Souza for their help with PSD HR latest HR In-Focus interview. Diversity in recruitment is a growing subject in my world and I found their insight to be very helpful
Mastering Millennials: How to Effectively Communicate with this GenerationUrbanBound
Communication is important and incredibly significant to Millennials—especially in the workplace—and their approach to it is pretty different than what a lot of us are used to.
While it can seem overwhelming to take on a whole new approach to communication, if you dissect the reasoning behind Millennials’ preferences, the dots will all start to connect. Our SlideShare will dive into how you can accomplish this.
[For more in-depth information, check out our eBook here: http://resources.urbanbound.com/ebook-how-to-communicate-with-millennials]
I recently had the opportunity to chat with Dan Stech about the connections between purpose and employer brand. Dan has over 20 years of creative writing experience including being an award-winning Copy Director and Associate Creative Director at two global recruitment marketing agencies.
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Big brand thinking for small charities - Small charities communications confe...CharityComms
Alexander Scott, brand and content consultant
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
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Slideshare suggested blogs might be of interest; please let me know if they're not!
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Joyce White Nelson, founder of JoyceVentures,LLC. believes "if you are in business, you are in the people business," and teaches how to use this purpose driven statement as a foundation for building business relationships with financial returns. She is an internationally recognized networker, business strategist, educational leader and author. Her diverse background expertise with diverse business models and organizations have positioned her as a sought after strategist to that leads businesses and organizations to find massive returns when they learn how to demonstrate the appreciation for people through their systems, policies and mission statements. #ROAR #PeopleFirst
How to Survive & Thrive in Today´s High Risk Business World.
In this new economy that we are living, "Culture of High Risk," Companies can lose phenomenal sums of money for months and deny that anything is amiss, until losses are too large to be ignored. Then they look for the downsizing employees in a futile attempt to cut their losses. When asked why they didn´t do anything about their mounting losses earlier, some companies use to say “We are waiting for it to turn around” or “We can´t do much about it because we can´t get the right employees to cooperate”...these excuses are nothing more than denials that the situation is bad and must be changed.
I recently had the opportunity to chat with Dan Stech about the connections between purpose and employer brand. Dan has over 20 years of creative writing experience including being an award-winning Copy Director and Associate Creative Director at two global recruitment marketing agencies.
Creative ways to show employee appreciationLisa Baird
So, how do you show your employees that they're valuable to the company? Business News Daily asked business owners and experts for their best tips. Advice ranged from rewarding employees with small gifts and throwing fun group outings to giving employees more responsibility and letting them in on company decisions.
This presentation was created for individuals who are interested in learning how to begin leveraging social media to enhance their network and job search effectiveness.
Big brand thinking for small charities - Small charities communications confe...CharityComms
Alexander Scott, brand and content consultant
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Being difficult - how employee apps can help with a dissenting voiceTalkFreely
Have you got a ‘difficult’ employee in your team who doesn’t seem to respect anyone? As a leader in your organisation, you need to find out what the issues is, and once you know that, you can move forward. Perhaps an employee app that encourages cooperation and collaboration could be part of the solution...
Tips on how charities can find and attract corporate donors in tough financial times.
Slideshare suggested blogs might be of interest; please let me know if they're not!
Why Millennials Are Leaving the Church and How to Win Them BackPaul Sohn
This presentation demystifies the millennial generation. I share specific tools, strategies, and tactics on how the church can reach the millennial generation.
Authentic Networking: A Simple Process that Creates Strategic Returns Joyce White Nelson
Joyce White Nelson, founder of JoyceVentures,LLC. believes "if you are in business, you are in the people business," and teaches how to use this purpose driven statement as a foundation for building business relationships with financial returns. She is an internationally recognized networker, business strategist, educational leader and author. Her diverse background expertise with diverse business models and organizations have positioned her as a sought after strategist to that leads businesses and organizations to find massive returns when they learn how to demonstrate the appreciation for people through their systems, policies and mission statements. #ROAR #PeopleFirst
How to Survive & Thrive in Today´s High Risk Business World.
In this new economy that we are living, "Culture of High Risk," Companies can lose phenomenal sums of money for months and deny that anything is amiss, until losses are too large to be ignored. Then they look for the downsizing employees in a futile attempt to cut their losses. When asked why they didn´t do anything about their mounting losses earlier, some companies use to say “We are waiting for it to turn around” or “We can´t do much about it because we can´t get the right employees to cooperate”...these excuses are nothing more than denials that the situation is bad and must be changed.
As CEO, you and only you can lead culture change in your business. Get it right and you’ll reap the rewards–for your company’s growth, for the bottom line, and for employee engagement. Get it wrong and it’s your reputation on the line.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
Hi, my name is Eduardo awareness. I'm a president and general manager of one of the most important human resource company in Ecuador. I was lucky to attend one of Omar Hamad presentations. During the capital of Cuba during the human capital forum in Quito.
Employer Case Summary Simon Rouse Simon Rouse - Managing Di.docxgidmanmary
Employer Case Summary Simon Rouse
Simon Rouse - Managing Director PeoplePlusUK
Mike: Welcome to Coventry University and for taking part in this collaboration. Can you start by telling us a bit about yourself, what you do, what is your experience in business, about what role you take and where does it fit in the business?
Simon: Sure, a pleasure to be here. I started out in banking, I joined Barclays as a graduate many, many years ago and did lot of different thigs with them, from leading a digital operation to leading their branch network across the country and in London. My time with Barclays has given me the skills and chance to lead large scales digital people, operations and businesses and I spend time at Santander, a Spanish company, a different culture, I was leading a national business there, delivering investment, international advice across the UK, and in the latter part of my career, I focused on public-private sector partnerships I did a number of years at Capita and now I work at People Plus. People Plus does 3 things: 16000 people across the UK who are helping transform people’s lives, we help people who are imprisoned and offer education for those who want to turn their lives around, we run a rehabilitation company, I help people that need access to carers to get those carers, we help people get long-term employment jobs for those who specialise to helping people start their own businesses and we deliver apprenticeships. From banking to making a big difference is my experience.
Mike: That’s great. That means you are very well experienced, and our next question is about leadership, how do you understand leadership on a team and company level?
Simon: I apply the same philosophy today in leading to the same when I started out regardless of the number of people in my team. I believe that people have a lot of potential and your job is to create the right climate and the right processes, environment for them to succeed to create a sense of what the future looks like as a vision, success what will feel like for them when they will get there. That’s how I approach things today: we have a statement of vision to make a difference in 1 million lives of people by 2022, we talk about the business and what the milestones of that journey will be, and I focus on the talent I need in order to achieve these goals, finding the best talent I can from outside the organisation and to bring them here and to find the best talent in the organisation and develop it. Leadership for me is about creating a clear view for people, create a climate for them to succeed in and let them get on with what they do best which is serving the clients we work with.
Mike: Right, that’s very interesting in terms of what students are looking at because we do a contrast between transformational and transactional leadership and that’s very much transformational. Are there times when transactional leadership works better?
Simon: There are times when you have bu ...
How to Hire Top Talent to Create a Purpose-Driven BusinessY Scouts
Brian Mohr, Co-Founder & VP of Growth, Y Scouts
Evolution of Management - The way we hire and manage employees has evolved over the centuries. Historically (industrial revolution, scientific management) people were hired and supervised to perform specifically-designed tasks, with a great focus on optimizing productivity. We still see the effects of those roots today. Later, the bureaucracy developed, and behavioral management emerged between the 1920s to 1950s to focus more on the real needs of employees. In recent decades we've seen much emphasis on management science (six sigma, lean) ad its main focus remained often on process or productivity rather than on people.
State of our Workplace Today - Despite contemporary thought leaders (like Peter Drucker, or the emergence of Servant Leadership), today's workplace still produces much unproductive stress, eliminates much creativity and inspiration, and is characterized by high levels of disengagement. This in turn leaves significant opportunities for productivity, growth, and profitability on the table.
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Implications for You – For most companies this means there is a need t0 discover what their purpose is, to communicate, Y Scouts is proposing three main implications. First, what is your purpose? What are you most passionate about, and what are you doing to pursue that? Second, how can you help others find and pursue that? Second, how can you help others find and pursue their purpose? You have great influence over your existing employees (casting them in the right roles) as well as your new hires (interviewing them for fit and purpose). And thirdly, how can you develop and focus your managers and employees on their strengths? To allow purpose to thrive, managers will need to respect the employee for who he/she is and focus on bringing the best out in them.
What We Do – How Y Scouts can help
Q&A
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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How Does Organisational Change Really Happen? #influencers
1. Albion and Ashridge present
Organisation Influencers
Initial Research Report
N O V E M B E R 2 0 1 8
2. In 15 years’ experience driving change in organisations, we noticed
that certain individuals in large organisations have a particular knack
for achieving novel, lasting and positive change. They never quite ‘fit
in’, using unusual and ‘insurgent’ methods to drive change.
Academic literature has previously identified this group - yet
organisations struggle to find and leverage them.
Albion and Ashridge have come together to explore what drives and
what obstructs organisational Influencers - and discover what they
need to thrive.
The Research in brief
3. Our initial method
Who we spoke to
11 participants total
‘Pro’ Influencers - senior level, with extensive experience and networks
Diverse sectors and backgrounds: public and private, IT, design, insurance,
financial services, healthcare, telecoms, automotive, civil service
What we did
Qualitative, semi-structured interviews
45-60 mins over telephone
Our aim
Identify common motivations, behaviours and methods
Understand the barriers they’ve faced so we could develop tools to help
All interviews were conducted confidentially, responses have been anonymised.
5. Comfortable outsiders, convinced of their mission and ready to take risks
Find what you believe in yourself, personally. Because
that’s the only way you’ll really convince others and
draw people to work on your team.
I have felt like an outsider most of my life. I
like being on the edge. There’s nothing worse
than being predictable!
I have a natural optimism. I can tolerate a lot
of crap. I draw my energy from my successes
and watching my people grow.
You need to be entrepreneurial which means taking
personal risk. e.g. at (company) I shared a budget with
operations in order to expand the role of social media.
This proves a point.
6. Restlessly seeking opportunities for change, but patient in making it happen
Radical solutions with a small ‘r’ - not leaving a
trail of bodies in your wake.
Selling in the brand to the board took many
engagements over months. But now they sell it
themselves, internally and externally. Change takes
longer than you’d hope.
I’ve worked in frontline services, at challenger
brands, in traditional corporates, in innovation
labs and everything in between.
The reason I do this stuff - that’s very hard and
can be hard on people - is because I want to
leave a real, tangible legacy. Not the stuff you
write on a CV - that’s crap.
You have to commit to about a decade to
change things properly.
7. Unusual or eclectic backgrounds, ways of thinking and working
I tend to fight against accepted, orthodox theory. My
instinct is to challenge a theory-first approach.
I don’t like cosy consensus. I challenge
people’s assumptions that they can’t solve
something.
I carved out a niche being an intellectual in a
non-intellectual environment. Sometimes
people don’t know what to do with me
because I work across their silos and spot the
common ground.
My uniqueness is I’m not a pure technologist. I’ve
worked in lots of high change environments, starting
business units from scratch in retail, pharma, gaming
and big tech before coming into Government.
9. Big questions, audacious goals and personal legacy
How can we disrupt and
change our fundamentally
flawed and corrupt financial
system?
Can we create a universal
ethos for leadership in health
and social care?
How can we put real citizens’
needs and voices at the heart
of public policy making and
service design?
How can we transform
marketing from a business
function to a driver of
customer value?
Can we create a unique
proposition in the
hyper-competitive, untested
IoT market?
10. They want to create radical change, then move onto the next thing
I set up a business unit that was considered
impossible in (company). I implemented the
fastest SAP in only 9 weeks. I created a whole
new supply chain in 16 weeks.
We’ve created a grassroots leadership
movement for the health and social care
system in Scotland and already had 2000
people sign up in 2 months
My work has saved the taxpayer £100 million
per year...but they won’t recognise it fully until
4-5 years from now. I want to be part of that
groundwork and then move on.
I try to get organisations from 60% to 95%
performance. I don’t have the patience for the
last 5%.
12. Influencers build social movements that drive change
I measure change happening by
momentum. I want a big following.
People should feel it, in culture, in
quality of interactions.
How do you get large scale changes in the
mood of the organisation? Through a social
movement approach...light some fires and see
how they burn.
Change is all about culture. It’s not worth
identifying a bad process, spending thousands
to fix the process, if no one believes in it or will
help.
I motivate and align people around
a shared goal. I’m very open and
let them contribute to build
common ground.
You have to bat for your team. If
you’re the sole voice all the time
you’re just a crackpot.
13. 3 ingredients for building successful movements
In conversation with one exec about
transformation, he just wanted me to go
and ‘do my job’. But I was able to link my
strategy to performance, demonstrating
the need and aligning to where he was
trying to succeed.
At (company), everyone told me about
an ‘enemy’ I’d have. I went straight to
him and explained that I wanted him to
succeed, and that any interactions or
challenges were in that spirit. Changed
every conversation from then on.
It’s important to have supporters
across the business who don’t work
directly on your project.
Need to get out of your department
and talk to people - finance,
operations, IT
I brought senior leaders to review
everything we’re doing, and identify
what REALLY matters. Then we
empowered teams to deliver those
priorities, however they thought they
should.
WALK, TALK AND TELL REDIRECT RESISTANCE FREEDOM WITHIN A FRAMEWORK
I tell stories to make the idea much
more compelling to people, in a way
that reflects their wants and needs
I was half commissioned, half agitated
to start this movement. We created a
team and saw the green shoots.
14. Different Influencers use tactics that reflect their instincts and personalities
Side hustle…
Change needs discretionary effort. People
that will put in extra hours and energy to
change things. And for that, you need them to
care.
...or Committed Resource
You need people whose job is
transformation. No one can do this stuff off
the side of their desks.
...or Lead with consideration
Remember: it’s not personal. It’s not a fight,
and they’re not saying no because they don’t
like you. Go for good conversations.
Lead with conviction...
You need to be deaf. Stick to your gut feeling
and don’t listen to naysayers.
Directive…
I am brutally honest and direct. I can be
abrasive which can be difficult for people.
You can’t affect rapid change by tiptoeing
around.
...or Diffuse
We encourage diversity of thought.
Ethnographers, designers, policy makers etc.
We can hold ambiguity longer to gain
different perspectives on the world.
16. They need just enough power, and just enough luck
Where you are in the hierarchy makes a
huge difference. You cast a shadow. Some
things you can say as a registrar (doctor)
which you can’t say as a consultant and
vice versa.
I joined the firm just as Lehman Brothers
was collapsing and eventually had to
take redundancy when I found myself in
a dead end job.
17. Just enough acceptance, permission and support from top management
Bosses often don’t work hard
enough to identify what you really
do well, where you thrive etc. This
happens to a lot of people, who end
up annoyed.
The barriers at (company) were a
leadership problem. Their inability
to be challenged….This is what
put me off and made me leave.
I do just enough of that scaffolding
to give the management what they
need to give me permission and
trust to innovate.
19. We’re creating propositions that’ll help organisations and Influencers work better
together, and working with the business community to test them
#1
Coming soon
#2
Coming soon
#3
Coming soon
20. Thank you
For more information please contact:
Adam Sweeney adam.sweeney@albion.co
Julian Thompson julian.thompson@ashridge.hult.edu
https://www.albion.co/
http://www.hult.edu/