This document summarizes 5 white papers featured in the latest volume of ideas@work, a journal from UNC Executive Development. The white papers cover topics related to talent development, including measuring the ROI of learning and development programs, using improv to build leadership skills, developing employees, changing L&D delivery with new technologies, and recruiting veterans. The document provides an introduction to each paper and notes they were written by members of the UNC team to share expertise gained from working with partners on talent development.
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
LHH and HCI Study - Leaders Developing Leaders 2010 joycebrad507
The Human Capital Institute (HCI) and Lee Hecht Harrison (LHH) partnered to develop an original research report on the topic of “Leaders Developing Leaders,” a critical component of any leadership development strategy in today’s modern organizations, especially in light of the “Great Recession.” “Leaders Developing Leaders” refers to the strategy by which organizations leverage the use of seasoned leaders as in-house coaches and teachers. “Leaders Developing Leaders” programs are built on the theory that senior leaders are uniquely positioned to espouse and teach the leadership values and skills of organizations. In this vein, “Leaders Developing Leaders” is a leadership development program aimed at building the talent pipeline by compelling senior leaders to become the teachers, coaches, and/or mentors for the organization’s future leaders.
New Paradigm For Management Education Paper For National Conference At Vim V2.0Anand Joshi
Technology has made significant changes to the way we do business and the changes are more rapid for Gen-Y. The challenge is not only to prepare Gen-Y for management roles or entrepreneurship, but also to prepare them for the new ways of doing business.
This paper proposes a new paradigm for management education, especially for Generation Y to ensure an inclusive development and growth of individuals, teams, organizations and thus environment.
The Authors propose a new paradigm in Management Education with additional emphasis on Human Nature and Organizational or External Environment.
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
LHH and HCI Study - Leaders Developing Leaders 2010 joycebrad507
The Human Capital Institute (HCI) and Lee Hecht Harrison (LHH) partnered to develop an original research report on the topic of “Leaders Developing Leaders,” a critical component of any leadership development strategy in today’s modern organizations, especially in light of the “Great Recession.” “Leaders Developing Leaders” refers to the strategy by which organizations leverage the use of seasoned leaders as in-house coaches and teachers. “Leaders Developing Leaders” programs are built on the theory that senior leaders are uniquely positioned to espouse and teach the leadership values and skills of organizations. In this vein, “Leaders Developing Leaders” is a leadership development program aimed at building the talent pipeline by compelling senior leaders to become the teachers, coaches, and/or mentors for the organization’s future leaders.
New Paradigm For Management Education Paper For National Conference At Vim V2.0Anand Joshi
Technology has made significant changes to the way we do business and the changes are more rapid for Gen-Y. The challenge is not only to prepare Gen-Y for management roles or entrepreneurship, but also to prepare them for the new ways of doing business.
This paper proposes a new paradigm for management education, especially for Generation Y to ensure an inclusive development and growth of individuals, teams, organizations and thus environment.
The Authors propose a new paradigm in Management Education with additional emphasis on Human Nature and Organizational or External Environment.
An interview with Learning Infinite - In Learning Infinite Interview series, we bring to you perspectives from Anand Joshi, Managing Director of NobleTek PLM Solutions Pvt. Ltd.
Global organizations today must navigate a “new world of work” - one that requires a dramatic change in strategies for leadership, talent, and human resources.
Check out the Deloitte’s 2015 Global Human Capital Trends report, one of the largest longitudinal studies of talent, leadership, and HR challenges and readiness around the world.
Global Human Capital Trends 2015.
Leading in the new world of work.
GLOBAL organizations today must navigate a “new world of work”—one that requires a dramatic change in strategies for leadership,talent, and human resources.
In this new world of work, the barriers between work and life have been all but eliminated. Employees are “always on”—hyper- connected to their jobs through pervasive mobile technology.
New Paradigm In Management Education V1.3Anand Joshi
Technology has made significant changes to the way we do business and the changes are more rapid for Generation Y. The challenge is not only to prepare Gen-Y for management roles or entrepreneurship, but also to prepare them for the new ways of doing business.
This paper proposes a new paradigm for management education, especially for Generation Y to ensure an inclusive development and growth of individuals, teams, organizations and thus environment.
The Authors propose a new paradigm in Management Education with additional emphasis on Human Nature and Organizational or External Environment.
At a recent Stanford GSB "Nuts & Bolts" talk, Lecturer Robert Siegel (MBA '94) shared insights on hiring and compensating employees at a startup.
Follow Lecturer Siegel on Twitter: @RobSiegel
Keynote Presentation to CPA America Int'l in Portland, OR in September, 2014.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
This presentation covers the latest trends and what we see as "next" practices emerging and how we, at the Business Learning Institute, are working to help CPA firms, corporations, government, and nonprofits with a new approach to talent development and learning designed to get two things: (1) business results and (2) engaged employees who are willing to give you their discretionary efforts!
Talent Management in Year 2020: Deloitte StudySaba Software
Bersin by Deloitte Study about the world of work in the year 2020.
What will work look like when millennials take over the workforce? How will we manage our talent differently in the near future?
Here we look at the challenges for talent managers in addressing a multi-generational workforce. What changes might HR professionals face in attaining, developing, engaging, retaining and rewarding the employees in their workforce at the end of the decade?
In this presentation, Dr. Katherine Jones, Deloitte Consulting LLP, will cover some myths and realities about the populations entering the workforce today with considerations on what that may mean for the entire workforce by the year 2020.
Predicting potential - Assessing Cognitive Ability in RecruitmentGavin Lamb
Employees with strong cognitive ability are a competitive advantage to an organisation - particularly when they are in
roles that require quick learning, first-time problem solving, thinking ‘on your feet’ and dealing with ambiguity. People who
score well on cognitive ability tests are more likely to develop a greater knowledge of the job more quickly, make effective
decisions and successfully reason and strategise to solve problems. In fact, a landmark study reviewed 85 years of research and found that higher cognitive ability is linked with higher productivity and performance.
El taller práctico: 10 claves para la implementación de tendencias y enfoques innovadores, tiene como propósito que los docentes identifiquen el cambio paradigmático que se requiere para atender al desafío pedagógico que implica incorporar las Tecnologías de la Información y la Comunicación (TIC) al aula y al currículo escolar.
Chief Financial Officers time to shift focusNeil Holmes
How do today’s CFOs prepare to take on the increasingly broad range of demands placed upon them?
Think about it … formative professional training remains focussed largely on auditing company performance, checking results are reported in accordance with the latest technical guidance and ensuring that the business meets regulatory requirements. And whilst keeping abreast of the numbers is still regarded as a key responsibility of the Finance team, in an increasingly digitised economy Boards are demanding that the CFO also provides greater analysis of what the numbers imply, supporting the business to meet its strategic goals.
The potential to automate and outsource control and governance procedures could arguably lead to these skills becoming a commodity, with the CFO increasingly expected to devote more time to ‘being on the pitch’, supporting the Chief Executive in leading the drive for growth, change and transformation. Blockchain technology and the rise of Artificial Intelligence could revolutionise not only the automation of transactional processes but also the ability to transform corporate reporting, enabling transactions to be recorded and reported in real time.
But these changes will have a profound impact on not only the traditional career trajectory of finance professionals, but on the skills and expertise that the finance function will need to deploy, including talent with significant data and digital expertise. It’s no longer enough for Finance leaders to oversee a team that assimilates and reports information, but instead, they must develop the capability to identify, interpret and communicate the most valuable data, in the right language, at the right time.
The proliferation of data and analysis means little if the capacity to derive relevance from it is absent. With an accelerating shift in focus of today’s CFO away from control and governance towards the increasing use of analytics and business partnering, the CFO has an enhanced role in shaping the company’s future rather than reporting on the past.
In our latest CFO paper ‘Time to shift focus’, we explore the three main areas of influence where a CFO’s impact on a business is felt most.”
Where Ideas (and creative genius) come from: HOW TO pt1 take it from Idea to...Chelsea Dygert
Good business is about ideas that solve problems. We often do not allow ourself to idea-generate or thought-play enough to remain innovative. After watching 2 Ted Talks, this slide show walks thought some questions, and the basics for what is needed to go from Idea to Operation, based on a platform developed by Chris Mohritz, or 10x Nation.
A sales tool for Product Managers and Account Managers to introduce the new Somo Creative Department to their existing. The manifesto would also be a leave behind digital artefact as a post pitch follow up for new business.
An interview with Learning Infinite - In Learning Infinite Interview series, we bring to you perspectives from Anand Joshi, Managing Director of NobleTek PLM Solutions Pvt. Ltd.
Global organizations today must navigate a “new world of work” - one that requires a dramatic change in strategies for leadership, talent, and human resources.
Check out the Deloitte’s 2015 Global Human Capital Trends report, one of the largest longitudinal studies of talent, leadership, and HR challenges and readiness around the world.
Global Human Capital Trends 2015.
Leading in the new world of work.
GLOBAL organizations today must navigate a “new world of work”—one that requires a dramatic change in strategies for leadership,talent, and human resources.
In this new world of work, the barriers between work and life have been all but eliminated. Employees are “always on”—hyper- connected to their jobs through pervasive mobile technology.
New Paradigm In Management Education V1.3Anand Joshi
Technology has made significant changes to the way we do business and the changes are more rapid for Generation Y. The challenge is not only to prepare Gen-Y for management roles or entrepreneurship, but also to prepare them for the new ways of doing business.
This paper proposes a new paradigm for management education, especially for Generation Y to ensure an inclusive development and growth of individuals, teams, organizations and thus environment.
The Authors propose a new paradigm in Management Education with additional emphasis on Human Nature and Organizational or External Environment.
At a recent Stanford GSB "Nuts & Bolts" talk, Lecturer Robert Siegel (MBA '94) shared insights on hiring and compensating employees at a startup.
Follow Lecturer Siegel on Twitter: @RobSiegel
Keynote Presentation to CPA America Int'l in Portland, OR in September, 2014.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
This presentation covers the latest trends and what we see as "next" practices emerging and how we, at the Business Learning Institute, are working to help CPA firms, corporations, government, and nonprofits with a new approach to talent development and learning designed to get two things: (1) business results and (2) engaged employees who are willing to give you their discretionary efforts!
Talent Management in Year 2020: Deloitte StudySaba Software
Bersin by Deloitte Study about the world of work in the year 2020.
What will work look like when millennials take over the workforce? How will we manage our talent differently in the near future?
Here we look at the challenges for talent managers in addressing a multi-generational workforce. What changes might HR professionals face in attaining, developing, engaging, retaining and rewarding the employees in their workforce at the end of the decade?
In this presentation, Dr. Katherine Jones, Deloitte Consulting LLP, will cover some myths and realities about the populations entering the workforce today with considerations on what that may mean for the entire workforce by the year 2020.
Predicting potential - Assessing Cognitive Ability in RecruitmentGavin Lamb
Employees with strong cognitive ability are a competitive advantage to an organisation - particularly when they are in
roles that require quick learning, first-time problem solving, thinking ‘on your feet’ and dealing with ambiguity. People who
score well on cognitive ability tests are more likely to develop a greater knowledge of the job more quickly, make effective
decisions and successfully reason and strategise to solve problems. In fact, a landmark study reviewed 85 years of research and found that higher cognitive ability is linked with higher productivity and performance.
El taller práctico: 10 claves para la implementación de tendencias y enfoques innovadores, tiene como propósito que los docentes identifiquen el cambio paradigmático que se requiere para atender al desafío pedagógico que implica incorporar las Tecnologías de la Información y la Comunicación (TIC) al aula y al currículo escolar.
Chief Financial Officers time to shift focusNeil Holmes
How do today’s CFOs prepare to take on the increasingly broad range of demands placed upon them?
Think about it … formative professional training remains focussed largely on auditing company performance, checking results are reported in accordance with the latest technical guidance and ensuring that the business meets regulatory requirements. And whilst keeping abreast of the numbers is still regarded as a key responsibility of the Finance team, in an increasingly digitised economy Boards are demanding that the CFO also provides greater analysis of what the numbers imply, supporting the business to meet its strategic goals.
The potential to automate and outsource control and governance procedures could arguably lead to these skills becoming a commodity, with the CFO increasingly expected to devote more time to ‘being on the pitch’, supporting the Chief Executive in leading the drive for growth, change and transformation. Blockchain technology and the rise of Artificial Intelligence could revolutionise not only the automation of transactional processes but also the ability to transform corporate reporting, enabling transactions to be recorded and reported in real time.
But these changes will have a profound impact on not only the traditional career trajectory of finance professionals, but on the skills and expertise that the finance function will need to deploy, including talent with significant data and digital expertise. It’s no longer enough for Finance leaders to oversee a team that assimilates and reports information, but instead, they must develop the capability to identify, interpret and communicate the most valuable data, in the right language, at the right time.
The proliferation of data and analysis means little if the capacity to derive relevance from it is absent. With an accelerating shift in focus of today’s CFO away from control and governance towards the increasing use of analytics and business partnering, the CFO has an enhanced role in shaping the company’s future rather than reporting on the past.
In our latest CFO paper ‘Time to shift focus’, we explore the three main areas of influence where a CFO’s impact on a business is felt most.”
Where Ideas (and creative genius) come from: HOW TO pt1 take it from Idea to...Chelsea Dygert
Good business is about ideas that solve problems. We often do not allow ourself to idea-generate or thought-play enough to remain innovative. After watching 2 Ted Talks, this slide show walks thought some questions, and the basics for what is needed to go from Idea to Operation, based on a platform developed by Chris Mohritz, or 10x Nation.
A sales tool for Product Managers and Account Managers to introduce the new Somo Creative Department to their existing. The manifesto would also be a leave behind digital artefact as a post pitch follow up for new business.
What the Creative Business Owner Can Learn From ImprovAmanda Hirsch
Building on the success of the Improv for Freelancers workshop I co-led with my husband, Jordan, at SXSW 2010 (voted an audience fave!), this workshop explores improv's applications for Etsy sellers and other creative business owners. Part of the Etsy Success Symposium 2/8/11.
Over half the world's top 20 business schools now include improv skills on their training agenda. Corporations, SMEs, and freelance professionals are beginning to realise the value of improv, and are putting it to work in their business. Why? Because the unique skill set and core principles an improv team employs to improvise a show, are the same needed for people in business to reach peak levels of performance, creativity and innovative thinking.
Newcastle UK training and development company, Improvisation Foundation presents their 7 core principles of improv.
Connecting the Dots in Idea Markets: A Study of Inventor Diversity and its Im...Maria Carlsen
A Master's Thesis from Copenhagen Business School on innovation management in Novozymes A/S.
This thesis examines the abilities of online idea markets to support idea generation and screening in the fuzzy front-end of the innovation process. Idea markets – spun out from the present digital revolution – is a growing phenomenon that may have potential to facilitate innovation, greater participation, development of knowledge, and increased diversity. The proliferation of interconnectivity of diverse and geographically dispersed individuals enabled by the refinement of the Internet is hypothesized to offer opportunities for the development of creative and novel ideas. Due to the embryonic stage of the idea market concept, further research is considered relevant for both practitioners and scholars. This thesis thus attempts to provide empirical evidence of the implications of diversity for the development of ideas. The research is embedded in a case study of Novozymes A/S (NZ) – a leading biotechnology company in the industrial enzyme industry – and an idea market conducted in the fall of 2011. For the analysis in this thesis, I use statistical measures of quantitative data collected from (i) the external consultancy firm NOSCO who specializes in idea markets, (ii) the HR department in NZ, and (iii) the Screen Team in NZ. The findings from the analysis support the hypothesis that the quality of ideas emerging from online idea markets increase with the diversity of inventors involved in developing the ideas. This finding may support NZ and other organizations when designing forthcoming idea markets. Furthermore, to support the notion of combinatorial innovation, one could argue that idea markets facilitate new connections of skills and disciplines by engaging a diverse crowd of participants. By implementing the idea market tool in NZ, R&D Management was able to mobilize and connect a large crowd of organizational members, provide a channel that could leverage ideas, and increase the quality of go/kill decisions in the idea screening process. The fact that NZ has scheduled nine other idea markets in 2012 is considered an indicator of the success of the tool.
This white paper examines the knowledge, skills and abilities business leaders must have to ensure the continued success of their organizations in today’s competitive global marketplace. It will introduce HR and talent management professionals to a four-step process taught at UNC Kenan-Flagler Business School to improve leadership skills and to create a leadership culture within organizations.
Beyond Smiley Sheets: Measuring the ROI of Learning and DevelopmentKip Michael Kelly
The stock prices of companies rise more when employers invest more in employee training. Yet, learning and development professionals often struggle to obtain program funding because they lack metrics to confirm the programs’ impact. This UNC Executive Development white paper shows how HR and talent management professionals can demonstrate the bottom-line impact of L&D projects to senior executives. Specifically, it:• Reviews how to evaluate L&D programs on four key levels• Discusses the challenges in assessing value for new and existing L&D development initiatives• Offers suggestions for ensuring L&D evaluations reflect what executive leadership expects• Provides steps to consider when calculating the ROI of L&D development programs• Shares examples of companies that have effectively demonstrated the value of their L&D programsL&D programs make a bottom-line difference. This white paper helps HR and talent professionals show just how valuable that bottom-line difference is.
Read how AFROSAI-E and The Swedish National Audit Office are employing a development and mentoring to help Supreme Audit Institution executives transform their leadership capacity into capability.
For the web version visit:
http://www.ddiworld.com/go/archive/go-magazine-2016-issue-1
Five Steps to Delivering a Competency-Based Development PlanHuman Capital Media
A competency management strategy is key to an organization’s ability to deliver focused and efficient learning and development plans to employees. Job competencies provide a consistent way to assess and measure the success of learning initiatives, focusing on results of the programs themselves and the positive impact on the business. This webinar will discuss five critical steps in defining and implementing a job-specific competency-based approach to development.
Objectives:
Understand the challenges to deploying competency-based development plans.
Review the five-step methodology to deliver competency-based development.
Learn key tips and tools that can help you overcome common objections and delays.
This presentation explains the difference between leadership development and management development with strong evidence why it matters and how this can drive business performance. Also some practical guidelines on how to develop leadership capability.
BlogWell New York Social Media Case Study: The Dow Chemical Company, presente...SocialMedia.org
In her BlogWell New York presentation, The Dow Chemical Company's Director of Digital & Social Media, Abby Klanecky, shares how they are empowering their scientists to be their storytellers.
Abby talks about how to properly train and educate employees on social media guidelines so that they can share their expert voice online.
Watch the video of this presentation here: https://vimeo.com/51618065
Unlocking Potential- Empowering Leaders through our Dynamic Leadership Develo...AmanKumarSingh97
This article delves into the essence of a potent leadership development program, exploring its pivotal role in unlocking the untapped potential of aspiring leaders.
Making the Case for Learning and Development: 5 Steps for SuccessKip Michael Kelly
This white paper draws lessons from our work with a range of organizations. It outlines steps you and other learning and development leaders can take to show your CEO and CFO the top and bottom-line value and the ROI of learning and development initiatives. These steps can change your own and your senior management’s perception of learning and development programs and of the value these programs provide to the organization:1. Know your organization’s strategic priorities.2. Understand how the learning and development function can contribute to those priorities.3. Determine what learning and development programs will support the organization’s strategic direction. 4. Build it with metrics.5. Pitch it like you’re the CFO.
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
An effective learning environment balances several key elements. Here’s how we’re accomplishing these in an online environment:
World-class faculty combining relevant, deep expertise with immediate application.
Active engagement between participants to leverage their experiences.
Experiential learning to put new frameworks into action and practice working in teams.
The latest volume of ideas@work explores critical issues and best practices in talent management.
Two of our papers focus on today’s volatile and constantly changing business environment. Developing Leaders in a VUCA Environment provides talent managers with ideas, guidance, and examples on how to address the shift needed in leadership development to adapt to the new normal, while Building a Resilient Organizational Culture focuses on how to cultivate and nurture a culture of resilience at all levels of the organization.
This volume also features a chapter from what’s been called the “talent management bible” - Marc Effron’s and Miriam Ort’s “One Page Talent Management”. This practical, science based guide to accelerating talent growth has become a best seller in talent management circles, and the chapter we’ve included outlines the barriers to building talent and the philosophy for successful talent development based on simplicity, accountability, and transparency.
The other two white papers included in this volume examine new trends in talent development. Got Game? The Use of Gaming in Learning and Development takes a serious look at how gaming technology can be used to develop organizational talent. The Big Data Talent Gap explores the talent implications of the big data revolution.
This UNC Executive Development white paper:
- Explores why resilience is more important than ever for organizations to cultivate.
- Explains the difference between wellness programs and building a resilience culture.
- Discusses why resilience should be cultivated, not just at the senior leadership level,
but at all levels in an organization.
- Offers steps HR and talent managers can take to develop resilient organizational
cultures.
- Provides examples of organizations that have engaged in a resilience initiative and
the benefits they realized as a result.
Wired to Learn: How New Technologies Are Changing L&D DeliveryKip Michael Kelly
This presentation explores the demographic and technology trends that are shaping the modern workforce - and how companies deliver learning and development.
The UNC Leadership Survey 2012: Women in Business explores how companies attract, develop, and recruit women. Survey respondents included talent management professionals from all over the world.
Passing the Torch: 5 Steps for Turning the Baby Boomer Brain Drain into a Bra...Kip Michael Kelly
As aging baby boomers reach retirement age over the next two decades, many organizations face a potential mass exodus of their senior leaders. While the economic downturn may have delayed retirement for many baby boomers, these valued employees will retire eventually, taking with them a lifetime of knowledge and skills that are difficult, if not impossible, to replace. This paper discusses the five steps you should take now to avoid the baby boomer brain drain and create a brain trust.
Leadership Agility: Using Improv to Build Critical SkillsKip Michael Kelly
This white paper: Defines what improv is (and isn’t) Outlines the rules of improv and discusses how these rules apply to your organization Examines how improv can be used to develop specific skills and behaviors and build agile business leaders Offers examples of how organizations are using improv to effectively develop talent Provides practical ways you can introduce improv in your organization
Wired to Learn: How New Technologies Are Changing L&D DeliveryKip Michael Kelly
This white paper: Explores the growth of electronically-delivered L&D. Reviews the motivators that are fueling that growth. Reviews and defines some of the terminology emerging in the field, including computer-based collaborative learning, mobile learning, global learning, and the use of social media in learning. Introduces technical trends in the e-learning environment that HR and talent managers should monitor for use in their organizations. Offers steps L&D professionals can take to introduce these emerging technologies into their organizations. Provides several examples of how HR and talent management teams have applied these technologies in their organizations.
Embracing Open–Book Management to Fuel Employee Engagement and Corporate Sust...Kip Michael Kelly
When John Case and Jack Stack first introduced the concept of open-book management more than 30 years ago, the intent was to unleash the entrepreneur in every employee and to spur them—and their organizations—to better performance. Since then, countless organizations have opened their books and engaged their employees in understanding the critical numbers with positive results to their bottom lines. Although the original goals of open-book management were improved profitability and productivity, organizations have realized other benefits from the practice. These benefits include improved employee satisfaction, engagement, retention, motivation, innovation and corporate sustainability. This white paper: Examines open-book management and the benefits of applying its principles to improve employee satisfaction, engagement, retention, motivation, innovation and corporate sustainability.Explores how open-book management practices are well-suited to help achieve corporate sustainability goals. Outlines steps HR and talent management professionals can take to ensure the application of those practices in their own organizations.
The Recruiting Revolution: How Technology is Transforming Talent AcquisitionKip Michael Kelly
We are living through an exciting era in technology development—the emergence of interactive, social media and virtual technologies whose business applications are not yet fully realized. While marketing professionals have been quick to embrace the potential of these technologies for product placement, branding and sales, HR and talent management professionals have approached them with a little more caution as they explore how interactive, social media and virtual world technologies can be effectively applied to attract talent to their organizations. This white paper: Identifies some of the major players in social media and describes their main features;Examines the pros and cons of using social media, simulations and virtual world technologies to expand talent pools and to identify good job candidates;Explores how leading organizations are using these technologies in their HR practices, and;Provides HR and talent management professionals with information they can use to help them incorporate social media and virtual technologies into their organizations’ hiring practices.
Ready, Aim, Coach: How HR Can (and Should) Coach Managers on Problem Employee...Kip Michael Kelly
Problem employees are the bane of everyone’s existence in an organization. They cause productivity to plummet and damage morale. Because few people enjoy conflict, managers often go to extremes to avoid addressing the problem behavior. It seems inevitable that it winds up in the HR department. Unfortunately, by the time it does, the damage has already been done and the clean-up can take months. This white paper will show HR and talent managers how to use coaching skills to help managers handle problem employee behavior and reduce the workplace costs associated with problem employees.
Not surprisingly, participation in and management of virtual teams comes with its own unique challenges and opportunities. This white paper will explore virtual teams, their benefits and challenges to organizations, and will outline the three key steps that HR and talent management professionals can follow to ensure that virtual team members and leaders in their organizations have the skills, competencies and tools needed to succeed. These important steps are:1. Participate in the selection process of virtual team members and leaders.2. Ensure for the appropriate selection, training and use of virtual team technologies.3. Provide training for virtual team members.
The business world has become volatile, uncertain, complex and ambiguous (VUCA). It is the "new normal."For organizations to succeed in this VUCA environment, HR and talent management professionals must change the focus and methods of leadership development. This UNC Executive Development white paper is designed to support HR and talent management professionals in addressing that shift. Specifically, it:• Discusses the history of VUCA and how it applies to business strategy and development.• Explores how VUCA is relevant to leadership development.• Discusses how vision, understanding, clarity, and agility (VUCA Prime) provide a path forward in this environment.• Offers suggestions on what HR and talent managers must do to change their leadership development approach.Download this white paper today to see how your organization can adapt and thrive in the new normal.
This white paper:Examines the positive characteristics Millennials bring to an organization.Explores what this generation feels is important in a job and what they expect from their employers.Offers HR and talent development professionals some practical tips on how to keep this generation engaged.Provides examples of what leading-edge organizations are doing to leverage this generation’s strengths and to integrate them into a multi-generational workforce.
As the companies examined in these pages will demonstrate, developing and executing an organization’s collective ambition requires involvement at all levels. HR and talent management professionals play a powerful role every step of the way, from helping to shape the collective ambition to executing it. An organization’s collective ambition can only be successful if there are the right people, in the right places with the right knowledge, skills and abilities. Simply put, it takes people to make the glue and to facilitate the grease.This white paper: Discusses the seven elements of collective ambition and why they matter.Explains why one of these elements may matter more than the others. Shows how top organizations collaborate to bring these elements together, enabling employees at all levels (and senior leaders in particular) to work together to provide the glue and the grease to get them where they want to go.Profiles several companies who have done an outstanding job of integrating these pieces into a powerful whole.Outlines the HR practices required at every level to ensure success.
Do you believe that your organization is developing the talent it needs to reach business objectives and meet future challenges? If not, you are not alone. This white paper will show you how successful succession plans are more than filling out forms. They are real, living programs that combine learning and development opportunities and experiential learning to prepare leaders at all levels for tomorrow’s business challenges.If you, as a learning and development professional, don’t have succession planning on your radar, you should.
Unlocking the Potential of On-Demand Learning in the WorkplaceKip Michael Kelly
Today‘s E-learning takes what worked from earlier versions of distance learning (such as video conferencing) and combines it with new Web technologies, to provide richer, more dynamic learning experiences than ever before.This white paper will discuss the evolution of online, on-demand learning and what to look for when designing or purchasing E-learning programs for your organization. Through case examples, it will also provide training and development professionals with ideas about how to apply on-demand learning in their workplaces to meet strategic objectives and succeed in today‘s fast-paced global marketplace.
Rethinking Generation Gaps in the Workplace: Focus on Shared ValuesKip Michael Kelly
This white paper reviews emerging studies that suggest, while there are some tensions among the generations, the generation gap has been overly exaggerated in the popular press. In fact, the different generations may actually have more in common than previously thought. These studies will be used to highlight the values generations share in the workplace and provide guidance to HR and talent management professionals on how to improve organizational culture and communication by focusing on and leveraging these common traits.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
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
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
1. VOLUME 4
BUSINESS INSIGHTS FROM UNC EXECUTIVE DEVELOPMENT
WHITE PAPERS
FEATURED:
Beyond Smiley Sheets:
Measuring the ROI of
Learning and Development
Leadership Agility:
Using Improv to Build
Critical Skills
Talent Builders:
Lead the Way in Developing
Your People
Wired to Learn:
How New Technologies Are
Changing L&D Delivery
Ready to Serve:
How and Why You Should
Recruit Veterans
3. Inside this issue
Beyond Smiley Sheets: Measuring the ROI of Learning and Development
page 4
Leadership Agility: Using Improv to Build Critical Skills
page 14
Talent Builders: Lead the Way in Developing Your People
page 24
Wired to Learn: How New Technologies Are Changing L&D Delivery
page 34
Ready to Serve: How and Why You Should Recruit Veterans
page 44
(Note: The information or conclusions expressed in the following white papers are the authors’ review of findings expressed by the
organizations. All brand representations are registered trademarks owned by the respective companies or organizations.)
3
5. MEASURING THE ROI OF LD PROGRAMS
• ffers suggestions on how to ensure that LD
O performance or behavior and how those changes have
evaluations reflect what executive leadership expects. benefited the entire organization (i.e., bottom-line
• rovides steps to consider when evaluating the ROI of
P results).
development programs. Kirkpatrick argued that to obtain a meaningful evalua-
• hares examples of companies that have effectively
S tion, it was necessary to evaluate the LD experience
demonstrated the value of their LD programs. at each level. This has proven easier said than done.
Most learning professionals find it a challenge to assess
beyond the first level to demonstrate long-term learning
Kirkpatrick’s Four Levels and organizational benefits, and it is this longer-term,
bottom-line impact that many senior leaders want to see.
of Evaluation
Donald Kirkpatrick is perhaps best known
for creating the classic four-level model
of evaluation. His simple paradigm—
which still serves as an excellent
framework when evaluating
development programs—identified
four distinct evaluation tiers:
1. Reaction
2. Learning
3. Behavior
4. Results
The first level, reaction, captures
participants’ satisfaction with the
experience immediately following the
event. These smiley sheets gather
participants’ thoughts and feelings about
the program, the moderator, the content,
the venue, etc.
Level two, learning, captures the increase in
knowledge, skills or capabilities as a result of the experience.
Level three, behavior, assesses the transfer of learning—whether
participants successfully applied what they learned to their work.
This level can also involve assessing changes in behavior and
attitudes that result from the experience.
The final level, results, assesses
participants’ changes in
5
7. MEASURING THE ROI OF LD PROGRAMS
Tips to Measuring ROI
Don’t go overboard. ROI need only demonstrate value beyond a reasonable doubt.
1.
Find out what the executive sponsor identifies as success and stick to that.
Shift from a quality to a results mindset. When designing LD programs, it’s all
2.
about delivering a quality experience that encourages learning. When evaluating, it’s
about results. When calculating ROI, focus less on the quality of the experience and
more on the effect of learning.
Calculate ROI continuously. Always know how the LD program is performing so
3.
adjustments can be made. This not only helps improve the program, but can justify how
dollars are being spent at any time.
Build a step-by-step case for ROI. Analyze organizational needs and develop strategic
4.
learning plans, prioritize them and present them with sound justification—based on
anticipated ROI – about why senior leaders should support them.
Gather data beyond the program delivery and don’t forget data that is already
5.
available. Evaluation and feedback should come from as many sources as feasibly
possible—from participants, their supervisors, peers and senior leaders.
ROI isn’t just about money. When analyzing results, consider such learning
6.
measurements as quality, effectiveness, job impact and business results.
7. conservative in ROI calculations. To compensate for bias, self-reported ROI should
Be
be factored down and follow-up evaluations should be weighed more than evaluations
reported immediately after the program.
Represent the money outlay as a per participant ratio. Personalize it. Show the per
8.
participant cost (versus a total cost) to make the investment more palatable
(e.g., for this target population we are looking at a $7,000 investment in learning for an
employee responsible for, on average, $1million worth of business).
Communicate the story behind the numbers. This is where using anecdotal
9.
information can be helpful in confirming the numbers. It never hurts to highlight data
with meaningful examples.
10. the ROI numbers are low, don’t be discouraged. ROI is intended to assess what is
If
working and what should be shelved or revamped.
Source: Garvey, 2012.
7
9. MEASURING THE ROI OF LD PROGRAMS
Ways to Evaluate LD These metrics can be used effectively for standard
training and development programs. The challenge,
Initiatives however, is to capture the less tangible, more higher-
order benefits of learning, such as revenue generation
The metrics that could be used to evaluate LD or cost-savings realized through application exercises
initiatives are extensive. Here is a laundry list of built into the program. Because leadership programs
measures that organizations often use to evaluate often focus on the development of skills such as
their learning programs: adaptability, collaboration, communication, decision
making, innovativeness and leading change, the
verage change in performance appraisal ratings
A
•
intangible benefits are more challenging to measure
over time using conventional metrics (Kalman, 2012).
ustomer satisfaction ratings
C
•
Linda O’Connell, principal of Learnologies, LLC,
recommends blending ROI metrics with participant
mployee engagement survey scores
E
•
and stakeholder feedback and anecdotes to better
urnover rates
T convey the total value of leadership development
•
programs. Jack Philips, chair of the ROI Institute agrees.
ercentage of promotions
P
•
He recommends integrating anecdotal evidence at the
same time traditional data is collected. It can then be
roductivity rates over time
P
•
used to augment the data when it is reported to senior
etention rates
R leaders (Kalman, 2012).
•
What Fortune 500 Companies Are
Using to Measure LD Effectiveness
• mployee replacement costs*
E
• urnover costs
T
• conomic value of employee behaviors
E
• conomic benefits of increased job satisfaction,
E
organizational commitment or similar job attributes
*According to the Society for Human Resource
Management, the average replacement cost of an
employee is between 100 and 125 percent of the
employee’s annual salary.
Source: Green Brainard, 2005
9
11. MEASURING THE ROI OF LD PROGRAMS
Duke Energy has used this approach to good effect. Its In cases where hard data is difficult to identify, think
two-week Strategic Leadership Program, focuses on creatively. At IBM Europe, for example, a key aspect of
developing mid-level managers’ leadership skills, teaches a leadership development program for high-potential
participants how to evaluate business decisions and how women is a robust mentorship program. To ensure
to execute business strategies. The program culminates the mentorship program is working as intended, the
with participants working through an actual strategic company expects participants to be promoted within
challenge identified by senior executives (Palmer, 2010). a year of the start of the mentorship. Failure to obtain
a promotion is seen as the sponsor’s failure, not the
Step 4: Integrate Learning Programs candidate’s (Cater Silva, in Kelly, 2012). While this may
into the Organization’s Performance be too radical a metric for some organizations, the lesson
Management System and Hold All here is not to be afraid to think differently when creating
evaluation criteria.
Stakeholders Accountable
To increase the probability that the targeted outcomes of Also, do not overlook data that is often readily available
a program remain a focus area for participants, ensure when planning evaluation. Retention rates of program
performance appraisal goals reflect those targeted participants versus non-participants and promotion
outcomes for participants and their supervisors. This step and engagement scores which translate to increased
may require gathering information about an employee’s employee participation and productivity are areas where
productivity before and after the program. In cases where employers realize real value. These should be tracked
it is too late to gather pre-program data, consider using a and measured, not only for participants, but for their
control group of equivalent employees, business units or subordinates and supervisors too.
organizations to compare against.
Example: J.C. Penny
In 2008, J.C. Penney found itself among the bottom of all retailers in customer
satisfaction. The organization needed to engage and educate its 155,000 associates in
1,100 stores, logistics centers and headquarters to raise its customer satisfaction rating
from 43 percent. J.C. Penney therefore had a straightforward measure for their program’s
success: improved customer satisfaction ratings. The retailer educated its associates
through a multi-faceted approach that had distinct messages for each targeted population
(store leaders, store associates and home office associates). A key to the initiative’s success
was to obtain support from all store leaders. Store managers then received the learning
so they could “champion” the message. All store associates then participated in learning
sessions—delivered by store managers and the training supervisor team--within three
months of the store manager’s learning program.
Customer satisfaction ratings increased from 48 to 63 percent by the end of 2010,
ranking J.C. Penney as top in customer service.
Source: Chief Learning Officer staff, 2010, Business Impact Division.
11
13. Lead your
HR organization
into the future.
B U S I N E S S A N D H U M A N R E S O U R C E S
Now more than ever, senior HR leaders need the
knowledge, skills and experience to respond to
emerging trends that are shaping the future of global
business. Offered in partnership with the Society for
Human Resource Management (SHRM), UNC’s
UNC EXECUTIVE DEVELOPMENT
Business and Human Resources program is designed
The Power of Experience.
to equip senior HR leaders with the most up-to-date
business knowledge and skills needed to succeed in
the rapidly changing business environment today -
and tomorrow.
To learn more, visit www.bhr.uncexec.com.
13
15. LEADERSHIP AGILITY: USING IMPROV TO BUILD SKILLS
methods. In the following pages, we will explore one
of these non-traditional methods – using improv to
develop more agile business leaders. About Improv
“ ome people misunderstand improv….It seems
S
Promise that improv is all about being funny. But it is not.
Improv is about being spontaneous. It is about
This white paper:
being imaginative. It is about taking the unexpected
• efines what improv is (and isn’t).
D and then doing something unexpected with it….
• utlines the rules of improv and discusses how these
O The key is to be open to crazy ideas and building
rules apply to your organization. on them. And funnily enough, this is exactly what
is needed if we are going to make our enterprises
• xamines how improv can be used to develop specific
E more creative and agile.”
skills and behaviors and build agile business leaders.
– aul Sloane
P
• ffers examples of how organizations are using
O
The Leaders Guide to Lateral Thinking Skills
improv to effectively develop talent.
(in Gotts and Cremer, n.d.).
• rovides practical ways you can introduce improv in
P
your organization.
What Is Improv?
In essence, improv, short for improvisation, is There is no doubt that improv can be funny—think
performing without a script; it is spontaneous invention Stephen Colbert, Steve Carell, Bill Murray, Wayne
(in the form of acting, singing, playing musical Brady, Tina Fey or Amy Poehler. But being funny is not
instruments, etc.) that is often needed to create necessarily the goal, according to Greg Hohn, a member
something entirely new and unique. Improvisation is of Transactors Improv group since 1989, its executive and
often thought of as “off the cuff” activity, with little artistic director since 1996, and the teacher for UNC’s
or no preparation or forethought – but this can be Applied Improvisation for Communication course at
misleading. Giving an impromptu, extemporaneous UNC Kenan-Flagler. Improv is performing without a script,
speech or presentation requires skill and confidence that notes Hohn. It’s about working off the top of your head,
one can acquire through improv – but it’s not improv. being mindful and reacting to what’s around you and
Real improv requires preparation, and often practice, being entirely in the moment—not the past or the future,
to develop the ability to act and react in the moment. but the now. “Improv is about realizing that everything
Some of the basic skills improvisation requires are the you need is in the moment. If you are aware of it, you
ability to listen and be aware of the others, to have can act on it.” explains Hohn.
clarity in communication, and to possess the confidence
Bob Kulhan, CEO of Business Improvisations in Chicago/
to find choices instinctively and spontaneously.
New York/Los Angeles, adds honesty to what defines
Improvisation can take place as a solo performance or in
improv. “Improv teaches people how to react, adapt and
collaboration with other performers. It can be dramatic
communicate honestly with each other. Honesty is a key
or comedic – and the popularity of improv comedy
to improv,” notes Kulhan, who has worked with the top
continues to grow. Many people had their first exposure
business schools and companies in the world. “The focus,
to improv comedy through the British (and subsequent
concentration and honesty required in improv readily
American) television show, Whose Line Is It Anyway?, a
apply to the communication skills required in business,”
popular improvisational comedy show that featured the
says Kulhan.
short-form style of improvisation.
15
17. LEADERSHIP AGILITY: USING IMPROV TO BUILD SKILLS
can be a useful framework for brainstorming, ideation Rule #4: There are no mistakes, only
and innovation, problem solving, and conflict resolutions.
opportunities
“Yes, and” can help to foster cooperation among
employees because it requires active listening, acceptance If you follow the other rules of improv, then the
of different points of view, and contribution; it serves to possibilities are limitless – and there are no mistakes.
build rather than tear down, which can allow for more You listen, react and create something new, and this
honest and effective interactions. simple act can lead to something novel and unexpected.
While there are definitely mistakes to be made in
business, this fourth and final rule of improv is about
Rule #3: Make statements accepting and moving on. Improv is about moving
As Fey writes in Bossypants, whatever the problem, be forward and exploring new, unchartered territory – not
part of the solution. People who constantly ask questions looking backward or placing blame. Organizations and
put pressure on others to find solutions or to make business leaders can waste a lot of time pouring over
suggestions. We have all worked with those people. They past mistakes and casting blame, which can lead to an
have the power to slow progress, sometimes causing overly cautious culture where everyone is afraid to make
the organization to grind to a halt. Organizations need mistakes and no one takes chances. Good leaders take
problem solvers, or people who make statements; they responsibility, learn from mistakes and move on. To be
need solutions. There’s no shortage of hard questions and successful now and in the future, companies need to
challenges to overcome, and while it’s important that you be free to try new things, take risks, experiment and
ask tough questions, organizations need leaders who can innovate. The real failure is not learning from past
bring solutions to the table. Making statements in improv mistakes.
sets a direction that everyone can follow. It provides a
Popsicles and penicillin, Slinkies and stainless steel,
roadmap, not a final destination but a direction. Making
Play-doh® and Post-it® notes, they were all “happy
statements in improv is leadership – and everyone takes
accidents.” The inventors of all these innovations
the lead - helping to create a path and setting down that
regarded their “mistakes” as opportunities and
road together.
enriched (and in some cases, actually saved) lives.
yes AND...
17
19. LEADERSHIP AGILITY: USING IMPROV TO BUILD SKILLS
Tina Fey’s Rules for Improv
“The first rule of improvisation is AGREE. Always agree and SAY YES. When you’re
improvising, this means you are required to agree with whatever your partner has
created. So if we’re improvising and I say, “Freeze, I have a gun,” and you say, “That’s
not a gun. It’s your finger. You’re pointing your finger at me,” our improvised scene has
ground to a halt. But if I say, “Freeze, I have a gun!” and you say, “The gun I gave you
for Christmas! You bastard!” then we have started a scene because we have AGREED
that my finger is in fact a Christmas gun.
Now, obviously in real life you’re not always going to agree with everything everyone
says. But the Rule of Agreement reminds you to “respect what your partner has created”
and to at least start from an open-minded place. Start with a YES and see where that
takes you.
As an improviser, I always find it jarring when I meet someone in real life whose first
answer is no. “No, we can’t do that.” “No, that’s not in the budget.” “No, I will not hold
your hand for a dollar.” What kind of way is that to live?
The second rule of improvisation is not only to say yes, but YES, AND. You are supposed
to agree and then add something of your own. If I start a scene with “I can’t believe it’s
so hot in here,” and you just say, “Yeah…” we’re kind of at a standstill. But if I say, “I
can’t believe it’s so hot in here,” and you say “What did you expect? We’re in hell.” Or
if I say, “I can’t believe it’s so hot in here” and you say, “Yes, this can’t be good for the
wax figures.” Or if I say, “I can’t believe it’s so hot in here,” and you say, “I told you we
shouldn’t have crawled into this dog’s mouth,” now we’re getting somewhere.
To me YES, AND means don’t be afraid to contribute. It’s your responsibility to contribute.
Always make sure you’re adding something to the discussion. Your initiations are
worthwhile.
The next rule is MAKE STATEMENTS. This is a positive way of saying, “Don’t ask
questions all the time.” If we’re in a scene and I say, “Who are you? Where are we?
What are we doing here? What’s in that box?” I’m putting pressure on you to come
up with all the answers.
In other words: Whatever the problem, be part of the solution. Don’t just sit around
raising questions and pointing out obstacles. We’ve all worked with that person. That
person is a drag. It’s usually the same person around the office who says things like
“There’s no calories in it if you eat it standing up!” and “I felt menaced when Terry
raised her voice.”
(Tina Fey’s Rules for Improv continue on page 20.)
19
21. LEADERSHIP AGILITY: USING IMPROV TO BUILD SKILLS
Example: Performance of a Lifetime
Performance of a Lifetime (www.performanceofalifetime.com) is a global
organizational change company headquartered in New York that develops
people and organizations through the art of performance. It designs and delivers
customized programs to develop leadership, enhance collaboration and communication,
and to drive culture change. Performance of a Lifetime clients include American Express,
Credit Suisse, TripAdvisor, Marathon Petroleum, Johns Hopkins Hospital, and PwC.
Next Steps: Applying Improv in Your Organization
Improv can be a very effective method to develop the As you consider whether improv would be effective
critical skills required for today’s business leaders in a in your organization, you should:
hands-on, energizing way. Improv is increasingly finding
• Reflect on the qualifications and competencies
its way into leadership development programs. Pepsi,
that your leaders will require.
McDonald’s and the United Way have all used improv
– ow well do they align with the skills you can
H
in their corporate training programs (Glazer, 2008). U.S.
develop with improv?
Cellular has used improv to improve diversity awareness
in their organization, and Nike used improv to help • onsider the individual business leaders and whether
C
managers design new shoes (Hastings, 2009; Thilmany, they would benefit from this type of experience.
2007). Alain Rostain, founder of the New York-based – re there specific leaders, teams, divisions or
A
consulting firm Creative Advantage, has used improv with business units that would be appropriate or others
such clients as Kraft, Starbucks, GE and R.J. Reynolds to that might resist this non-traditional approach?
improve creativity and brainstorming (Golden, 2011).
• valuate other leadership development activities
E
Improv can develop a wide range of skills and behaviors, that may already be in place to develop these skills
but it does have limitations and may not be the best and whether they would be more or less effective
solution for every talent development challenge you face. than improv.
COMING SOON!
IMPROV
TO A WORKPLACE NEAR YOU
21
23. If you’re ready totake the
next step in your career,
make a quick trip back to
the classroom first.
E X E C U T I V E D E V E L O P M E N T I N S T I T U T E
At UNC’s Executive Development Institute,
you’ll gain the core knowledge of an MBA program
without the long-term time commitment. You’ll
also learn how to view the business world from a
senior executive’s perspective. And you’ll develop the
UNC EXECUTIVE DEVELOPMENT
key leadership characteristics that lead to effective
The Power of Experience.
strategic performance. The result? In two weeks,
you’ll be fully prepared for that next step.
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25. TA L E N T B U I L D E R S : D E V E L O P I N G Y O U R P E O P L E
Promise Become Students of How
This white paper will benefit all leaders who are serious
about managing talent effectively in their organization.
to Build Better Leaders,
It also provides helpful perspective for HR Professionals Faster
and Talent Management Specialists in the field. The Talent builders stay current on talent management best
authors, Jim Shanley, Corey Seitz and Marc Effron, are practices. They read at least one book or article a year on
three of the world’s most experienced and accomplished building talent. They invite experts to audit their talent
Talent Management Practitioners and have led the Talent building practices and are open to implementing new
Management Function at some of the world’s most innovations that fit their business and talent development
successful talent machines, including Bank of America, needs. They reach out to great talent developers inside
Avon, Novartis and Johnson Johnson. and outside their organization to discuss and learn new
tips and tactics to develop their team. Great developers
leverage “teaching moments”. They recognize and act
Win Today and in the on memorable teaching moments, especially with high
Future potentials. They continually ask their people two critical
questions:
Talent builders identify the organizational capabilities
• What did you learn from that?
and talent that they need to have in their organization
to perform at a high level in today’s environment. • What would you do differently next time?
In addition, they also look ahead and identify the
organizational capabilities and talent that they will
need to win in the marketplace in 36-48 months.
Ensure that Talent
This requires that they assess their talent against both
today’s requirements and tomorrow’s projected Is on the Agenda
requirements. It means that they must constantly ask Great talent builders communicate to their organization
themselves, “Am I recruiting and developing against that leadership and talent matters…they are passionate
tomorrow’s standards?” They ensure that no matter what that the organizations with better leaders will drive higher
form their organization’s talent review process takes, they results. They demand that they and their leaders are
are looking to the future and predicting what type of producing leaders better than themselves. They ask their
talent and how much talent they will need for the future. direct reports several key questions:
• Whom do you have in your organization/team today
Drive and Expect who is as good or better than you and could replace
World-Class Performance you immediately?
• Whom do you have in your organization/team who
at All Levels has the potential to be as good or better than you
They demand performance that is at a “higher standard”. and could replace you in 1-2 years?
Talent builders drive the mindset in their organization that
• Whom do you know within the company but outside
performance must continually improve. They are never
your organization who could replace you (and is as
satisfied with status quo performance. They realize that
good or better than you?) today and in 1-2 years?
without top performance, nothing else much matters.
• Whom do you know externally who could replace
you today and in 1-2 years?
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