Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
This document discusses empowering teams to achieve goals and objectives. It addresses:
1) Knowing what tasks or responsibilities to empower individuals and teams with, and understanding who is best suited to execute different types of work.
2) Setting clear, challenging goals that are time-bound and have agreed upon steps to achieve objectives.
3) Implementing monitoring to ensure goals are achieved, and building cross-department synergy by establishing common objectives, addressing concerns, and seeking win-win solutions.
4) Behaviors like knowing your people, setting clear priorities, following through, and coaching to expand capabilities are essential for effective empowerment and execution.
Execution - The Discipline of getting things doneSathish Kumar P
The document summarizes key points from the book "Execution" about how to successfully execute business strategies. It discusses that execution requires integrating people, strategy, and operations. Execution is not tactical but a discipline that companies must master. Leaders play a central role in conceiving and executing strategy. The three core processes of execution are the people process, strategy process, and operational process, which must all be critically linked with a focus on people. Putting an execution environment in place is difficult but losing it is easy.
LEADERSHIP EXCELLENCE (Accountable & Personal Leadership)André Harrell
The content in this presentation discusses key principles centered on “ACCOUNTABLE LEADERSHIP” the responsibility of leading others, and “PERSONAL LEADERSHIP ”one's ability to lead themselves. I believe that there are good learnings from this presentation that can enhance your life—both professionally and personally.
Personalized Team Leadership august 2015jhouchens99
This document provides a summary of each chapter from the book "Team Leadership in the Game Industry" by Seth Spaulding. For each chapter, the document includes a one sentence summary, an example from the author's past experience, and how the author plans to apply what they learned in their current and future work. The chapters discuss topics like organizational structure, choosing and supporting leaders, leadership styles, and managing underperformers. The author reflects on how improved leadership could have helped issues they witnessed and aims to foster communication, trust, and accountability as a future leader.
The document summarizes key points from the book "Execution: The Discipline of Getting Things Done" by Larry Bossidy and Ram Charan. It discusses that execution is integral to strategy and is the main job of business leaders. There are three building blocks of effective execution: the leader's behaviors, creating an execution culture, and ensuring the right people are in the right roles. The three core processes of execution are the strategy, people, and operational processes. It provides an overview of the book's content and reviews.
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
This document discusses empowering teams to achieve goals and objectives. It addresses:
1) Knowing what tasks or responsibilities to empower individuals and teams with, and understanding who is best suited to execute different types of work.
2) Setting clear, challenging goals that are time-bound and have agreed upon steps to achieve objectives.
3) Implementing monitoring to ensure goals are achieved, and building cross-department synergy by establishing common objectives, addressing concerns, and seeking win-win solutions.
4) Behaviors like knowing your people, setting clear priorities, following through, and coaching to expand capabilities are essential for effective empowerment and execution.
Execution - The Discipline of getting things doneSathish Kumar P
The document summarizes key points from the book "Execution" about how to successfully execute business strategies. It discusses that execution requires integrating people, strategy, and operations. Execution is not tactical but a discipline that companies must master. Leaders play a central role in conceiving and executing strategy. The three core processes of execution are the people process, strategy process, and operational process, which must all be critically linked with a focus on people. Putting an execution environment in place is difficult but losing it is easy.
LEADERSHIP EXCELLENCE (Accountable & Personal Leadership)André Harrell
The content in this presentation discusses key principles centered on “ACCOUNTABLE LEADERSHIP” the responsibility of leading others, and “PERSONAL LEADERSHIP ”one's ability to lead themselves. I believe that there are good learnings from this presentation that can enhance your life—both professionally and personally.
Personalized Team Leadership august 2015jhouchens99
This document provides a summary of each chapter from the book "Team Leadership in the Game Industry" by Seth Spaulding. For each chapter, the document includes a one sentence summary, an example from the author's past experience, and how the author plans to apply what they learned in their current and future work. The chapters discuss topics like organizational structure, choosing and supporting leaders, leadership styles, and managing underperformers. The author reflects on how improved leadership could have helped issues they witnessed and aims to foster communication, trust, and accountability as a future leader.
The document summarizes key points from the book "Execution: The Discipline of Getting Things Done" by Larry Bossidy and Ram Charan. It discusses that execution is integral to strategy and is the main job of business leaders. There are three building blocks of effective execution: the leader's behaviors, creating an execution culture, and ensuring the right people are in the right roles. The three core processes of execution are the strategy, people, and operational processes. It provides an overview of the book's content and reviews.
Dynamic Teaming and Leading — The New NormalWorkboard Inc.
Courtney Harrison was the guest expert for a discussion on dynamic teaming and leading. She has over 20 years of experience in HR, leadership development, and organizational effectiveness. The document discusses how business boundaries have changed and teams now need to span boundaries to be successful. It provides tools to understand individual and team dynamics, including a neuroscience model, to facilitate boundary-spanning collaboration and innovation. Leaders are encouraged to provide shared goals, transparency, feedback and recognition to optimize boundary-spanning teams.
The document discusses five ways for managers to address lazy employees: constantly reminding workers of their duties; providing additional training; adding responsibilities; introducing incentives for meeting targets; and having private chats to discuss performance and minimize disagreements. Managing employees effectively is important for the organization's future success.
Clay Springer Soft Skills RestonLuncheon Presentation 15 Jan 14Liana Underwood
The document discusses the importance of soft skills in project management. It summarizes Dale Carnegie's book "How to Win Friends and Influence People" and how its structure is relevant to the stages of team development. The document outlines soft skills like communication, empathy, teamwork, and political awareness. It discusses applying soft skills differently depending on where the team is in the forming, storming, norming, and performing stages. The document concludes by providing tips for project managers to lay a foundation, engage with their team, and wield soft skills through optimism, active listening, and inspiring others.
The document summarizes key insights from Peter Drucker's book "The Essential Drucker". It discusses Drucker's views on the purpose of business being to satisfy customer needs, the role of management being responsible for organizational performance, and the importance of marketing and understanding customers. It also provides lessons on effective decision making, treating an organization as a human community, management by objectives, and the differences between efficiency and effectiveness.
Execution: The discipline of getting things doneabhishek singh
This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of having the right people in the right jobs and focusing on selecting, evaluating, developing people who can get things done rather than just talk about strategy.
2) The seven essential behaviors leaders must demonstrate including knowing their people and business, insisting on realism, setting clear goals, following through, rewarding doers, expanding capabilities, and knowing themselves.
3) Creating a framework for cultural change by defining the desired results, discussing how to achieve them through coaching, and rewarding results or taking other actions if not achieved
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
This document outlines leadership development programs for managers at different levels within an organization. It discusses junior manager, middle manager, and senior manager programs that focus on developing positive leadership behaviors through strengths, appreciation, and building engagement. The junior manager program teaches fundamentals of people management. The middle manager program focuses on developing, motivating, and sustaining high-performing teams. The senior manager program emphasizes creating a strengths-based culture and developing business acumen. All programs use real-world examples and aim to translate learning into immediate managerial actions.
The document discusses leadership development for project managers. It defines the core competencies of effective project leaders as empowerment, motivating, communication, team building, coaching and mentoring. It emphasizes that leadership development is critical for project success and involves enhancing one's ability to influence, motivate and inspire others. The document provides a framework for developing a personal leadership development plan, identifying priorities and goals, and implementing the plan through ongoing learning and feedback.
The document discusses leadership training and development. It makes the case that effective leadership is important but difficult to develop. It then presents a flexible, comprehensive leadership training solution with multiple modules that can be delivered in the classroom, online, or in a blended format. The modules cover essential leadership skills like communication, providing feedback, and resolving conflicts. The training is designed to be practical and focused on application. It aims to build competence and confidence through practice and modeling.
Four Future Trends in Leadership Developmentnickpetrie
The environment that leaders operate in is changing so fast that the methods being used to develop them is not keeping pace. This session is based on a one year research project at Harvard focused on the question, 'What will the future of leadership development look like?'
In this session your organization will learn how to design and deliver leadership programs that equip leaders with the skills they need for an increasingly complex world. Topics to be addressed include:
- The emerging challenges for leaders in the workplace
- The skills and capacities needed by leaders to meet these challenges
- The four trends shaping the future of leadership development
- They key principals for the design of future leadership programs
Peter Drucker was an influential author known as the "Father of Modern Management" who made important contributions to management practices. He regularly wrote for publications like the Harvard Business Review and authored over 39 books. Some of his key concepts included management by objectives and the importance of knowledge workers. Drucker emphasized that the purpose of a business is to create customers and satisfy their needs. He also stressed the importance of effective decision making and communication within organizations.
The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
The document provides a summary of Peter Drucker's background and publications on management. It discusses that Drucker was educated in Austria and England and came to the US in 1937. It outlines some of his major works including The Practice of Management (1954), which depicted management as a distinct function. It also summarizes some of Drucker's concepts from The Effective Executive (1966) including that effectiveness can be learned through certain practices and habits.
The document discusses mentoring, coaching, and action learning. Mentoring involves long-term guidance from experienced colleagues to support development. Coaching focuses on improving work performance through structured conversations where the client decides goals. Action learning uses real challenges and questioning within groups to produce new ideas. The presentation provides examples of when mentoring, coaching, and action learning are best applied to address typical project issues related to skills, perspectives, and complex organizational problems.
Michael Maffucci is a senior executive coach and leadership consultant who works with executives to improve their leadership effectiveness and management skills. He has over 10 years of experience working with Fortune 500 companies and international organizations. Maffucci believes that leadership success depends on building trust within relationships and providing purpose, vision, and effective resource utilization. His coaching approach involves structured dialogues to improve self-awareness and the development of behavioral experiments to enhance new leadership skills. Feedback from clients shows increased leadership effectiveness and more productive relationships as a result of Maffucci's coaching engagements. He also designs and delivers custom leadership development programs globally.
The document summarizes a presentation on common factors for managing successful change. It provides an agenda for the event that includes an introduction to the Enabling Change Special Interest Group (SIG), presentations on case studies, and identification of common success factors. Several delegates then share examples of change programs they are involved in from organizational, IT, and process changes. The presenter discusses three of their case studies in more detail. Common factors identified by delegates include having senior leadership support, strong program/project management, stakeholder engagement, communication, and benefits realization. The presentation concludes by highlighting resources available through the SIG.
This document outlines workshops on foundational leadership topics:
- The first workshop identifies the stages of team development and the appropriate leadership role at each stage, helping leaders understand their team's needs.
- The second focuses on communication, demonstrating how leaders can control communication and use different approaches effectively.
- The third addresses delegation, with activities to help leaders assess their skills and develop trust, long-term thinking, and control without micromanaging.
- The last covers project management, identifying its key elements and how leaders can better manage team efforts, information, motivation, and accountability for results. The goals are to improve individual and team project management skills.
The document discusses the need for project management skills in today's changing environment where unpredictability is common. It argues that project management is not difficult and describes Ian Seath's practical approach, which focuses on giving people skills through working on real projects. The benefits seen by clients include improved ability to define objectives, set plans, and achieve results through a structured yet flexible methodology.
This document provides information about Michael Schmidt and the skills development workshops and coaching sessions he provides for universities and professionals. It summarizes his 20 years of experience teaching and assessing business and health students in the UK and abroad. It lists the topics he covers in his workshops, including self-management, career development, time management, and more. Testimonials from university professors, students, and clients praise Michael's engaging delivery style and ability to help students and professionals improve their skills and performance.
This document discusses strategies for effective strategy execution, including overcoming challenges, leveraging different influences to increase success, and setting goals and structures to improve execution. It emphasizes that execution requires consistent behaviors over time and outlines tips for goal setting, meetings, coaching, and developing others. Effective execution engages multiple influences, leverages different levers or structures, and requires participation and buy-in at all levels of an organization.
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
Dynamic Teaming and Leading — The New NormalWorkboard Inc.
Courtney Harrison was the guest expert for a discussion on dynamic teaming and leading. She has over 20 years of experience in HR, leadership development, and organizational effectiveness. The document discusses how business boundaries have changed and teams now need to span boundaries to be successful. It provides tools to understand individual and team dynamics, including a neuroscience model, to facilitate boundary-spanning collaboration and innovation. Leaders are encouraged to provide shared goals, transparency, feedback and recognition to optimize boundary-spanning teams.
The document discusses five ways for managers to address lazy employees: constantly reminding workers of their duties; providing additional training; adding responsibilities; introducing incentives for meeting targets; and having private chats to discuss performance and minimize disagreements. Managing employees effectively is important for the organization's future success.
Clay Springer Soft Skills RestonLuncheon Presentation 15 Jan 14Liana Underwood
The document discusses the importance of soft skills in project management. It summarizes Dale Carnegie's book "How to Win Friends and Influence People" and how its structure is relevant to the stages of team development. The document outlines soft skills like communication, empathy, teamwork, and political awareness. It discusses applying soft skills differently depending on where the team is in the forming, storming, norming, and performing stages. The document concludes by providing tips for project managers to lay a foundation, engage with their team, and wield soft skills through optimism, active listening, and inspiring others.
The document summarizes key insights from Peter Drucker's book "The Essential Drucker". It discusses Drucker's views on the purpose of business being to satisfy customer needs, the role of management being responsible for organizational performance, and the importance of marketing and understanding customers. It also provides lessons on effective decision making, treating an organization as a human community, management by objectives, and the differences between efficiency and effectiveness.
Execution: The discipline of getting things doneabhishek singh
This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of having the right people in the right jobs and focusing on selecting, evaluating, developing people who can get things done rather than just talk about strategy.
2) The seven essential behaviors leaders must demonstrate including knowing their people and business, insisting on realism, setting clear goals, following through, rewarding doers, expanding capabilities, and knowing themselves.
3) Creating a framework for cultural change by defining the desired results, discussing how to achieve them through coaching, and rewarding results or taking other actions if not achieved
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
This document outlines leadership development programs for managers at different levels within an organization. It discusses junior manager, middle manager, and senior manager programs that focus on developing positive leadership behaviors through strengths, appreciation, and building engagement. The junior manager program teaches fundamentals of people management. The middle manager program focuses on developing, motivating, and sustaining high-performing teams. The senior manager program emphasizes creating a strengths-based culture and developing business acumen. All programs use real-world examples and aim to translate learning into immediate managerial actions.
The document discusses leadership development for project managers. It defines the core competencies of effective project leaders as empowerment, motivating, communication, team building, coaching and mentoring. It emphasizes that leadership development is critical for project success and involves enhancing one's ability to influence, motivate and inspire others. The document provides a framework for developing a personal leadership development plan, identifying priorities and goals, and implementing the plan through ongoing learning and feedback.
The document discusses leadership training and development. It makes the case that effective leadership is important but difficult to develop. It then presents a flexible, comprehensive leadership training solution with multiple modules that can be delivered in the classroom, online, or in a blended format. The modules cover essential leadership skills like communication, providing feedback, and resolving conflicts. The training is designed to be practical and focused on application. It aims to build competence and confidence through practice and modeling.
Four Future Trends in Leadership Developmentnickpetrie
The environment that leaders operate in is changing so fast that the methods being used to develop them is not keeping pace. This session is based on a one year research project at Harvard focused on the question, 'What will the future of leadership development look like?'
In this session your organization will learn how to design and deliver leadership programs that equip leaders with the skills they need for an increasingly complex world. Topics to be addressed include:
- The emerging challenges for leaders in the workplace
- The skills and capacities needed by leaders to meet these challenges
- The four trends shaping the future of leadership development
- They key principals for the design of future leadership programs
Peter Drucker was an influential author known as the "Father of Modern Management" who made important contributions to management practices. He regularly wrote for publications like the Harvard Business Review and authored over 39 books. Some of his key concepts included management by objectives and the importance of knowledge workers. Drucker emphasized that the purpose of a business is to create customers and satisfy their needs. He also stressed the importance of effective decision making and communication within organizations.
The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
The document provides a summary of Peter Drucker's background and publications on management. It discusses that Drucker was educated in Austria and England and came to the US in 1937. It outlines some of his major works including The Practice of Management (1954), which depicted management as a distinct function. It also summarizes some of Drucker's concepts from The Effective Executive (1966) including that effectiveness can be learned through certain practices and habits.
The document discusses mentoring, coaching, and action learning. Mentoring involves long-term guidance from experienced colleagues to support development. Coaching focuses on improving work performance through structured conversations where the client decides goals. Action learning uses real challenges and questioning within groups to produce new ideas. The presentation provides examples of when mentoring, coaching, and action learning are best applied to address typical project issues related to skills, perspectives, and complex organizational problems.
Michael Maffucci is a senior executive coach and leadership consultant who works with executives to improve their leadership effectiveness and management skills. He has over 10 years of experience working with Fortune 500 companies and international organizations. Maffucci believes that leadership success depends on building trust within relationships and providing purpose, vision, and effective resource utilization. His coaching approach involves structured dialogues to improve self-awareness and the development of behavioral experiments to enhance new leadership skills. Feedback from clients shows increased leadership effectiveness and more productive relationships as a result of Maffucci's coaching engagements. He also designs and delivers custom leadership development programs globally.
The document summarizes a presentation on common factors for managing successful change. It provides an agenda for the event that includes an introduction to the Enabling Change Special Interest Group (SIG), presentations on case studies, and identification of common success factors. Several delegates then share examples of change programs they are involved in from organizational, IT, and process changes. The presenter discusses three of their case studies in more detail. Common factors identified by delegates include having senior leadership support, strong program/project management, stakeholder engagement, communication, and benefits realization. The presentation concludes by highlighting resources available through the SIG.
This document outlines workshops on foundational leadership topics:
- The first workshop identifies the stages of team development and the appropriate leadership role at each stage, helping leaders understand their team's needs.
- The second focuses on communication, demonstrating how leaders can control communication and use different approaches effectively.
- The third addresses delegation, with activities to help leaders assess their skills and develop trust, long-term thinking, and control without micromanaging.
- The last covers project management, identifying its key elements and how leaders can better manage team efforts, information, motivation, and accountability for results. The goals are to improve individual and team project management skills.
The document discusses the need for project management skills in today's changing environment where unpredictability is common. It argues that project management is not difficult and describes Ian Seath's practical approach, which focuses on giving people skills through working on real projects. The benefits seen by clients include improved ability to define objectives, set plans, and achieve results through a structured yet flexible methodology.
This document provides information about Michael Schmidt and the skills development workshops and coaching sessions he provides for universities and professionals. It summarizes his 20 years of experience teaching and assessing business and health students in the UK and abroad. It lists the topics he covers in his workshops, including self-management, career development, time management, and more. Testimonials from university professors, students, and clients praise Michael's engaging delivery style and ability to help students and professionals improve their skills and performance.
This document discusses strategies for effective strategy execution, including overcoming challenges, leveraging different influences to increase success, and setting goals and structures to improve execution. It emphasizes that execution requires consistent behaviors over time and outlines tips for goal setting, meetings, coaching, and developing others. Effective execution engages multiple influences, leverages different levers or structures, and requires participation and buy-in at all levels of an organization.
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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This document provides an overview of a series of executive briefing and learning programs presented by the Centre for Executive Education. The series focuses on developing transformational leadership skills for managing modern organizations. The programs cover topics such as leaving a leadership legacy, leading during turbulent times, managing a multigenerational workforce, developing the next generation of leaders, and achieving results through emotional intelligence. Each program aims to help participants strengthen their leadership abilities and create development plans for themselves and their organizations.
This document provides an overview of strategic management. It defines strategic management and outlines its key benefits. It describes the strategic management process, which includes identifying vision/mission, conducting SWOT analysis, formulating strategy, implementing strategy, and evaluating strategy. It also discusses the three levels of strategy - corporate, business, and functional. Finally, it explains concepts like growth strategy, stability strategy, vertical integration, horizontal integration, diversification, and concentration strategy.
The document provides an overview of Think Talent Services' executive coaching model called NEWS. NEWS stands for a development framework that covers Why, Where to, How, and Why Not to help executives broaden their self-understanding, develop in identified areas, and build a coaching culture. The coaching process involves a questionnaire, 3-way meetings, 8-10 sessions over 6-8 months using tools like the 12 Box matrix and Greatness Model. Think Talent promotes the globally tested NEWS method and has alliances in over 40 countries. Customers praise how NEWS helped them clarify career direction and break emotional baggage through its structured yet flexible approach.
The presentation was made during the Community Service Public Relations Council's annual Spectrum Conference on May 20, 2014.
Program Description: Are you new to a leadership position? Do you aspire to take on a leadership role in your organization?
Do you want to be a better leader or improve your leadership skills? We will provide a “buffet” of
leadership elements to help you improve your capacity to lead. View the selections and sample small
portions on communicating, resolving conflict, project planning and management, goal setting, and
listening. You might have more of an appetite for some offerings and less for others, but there will be
something to satisfy everyone’s hunger for successfully leading themselves, a team, or organization.
The document discusses current and future challenges in management development, including dealing with virtual teams, engaging employees, and cultural differences. It outlines key success factors for management development such as top management support, sharing knowledge, and aligning training with corporate strategy. The document then describes how to create a learning organization with features like systems thinking and team learning. Finally, it provides an overview of the Meshed solution for management development, which includes knowledge development sessions, skills training, case work, coaching, and an experienced team to facilitate the program.
Michael Schmidt provides workshops and coaching sessions to develop business and life skills for students, staff, and young professionals. He has 20 years experience teaching and assessing undergraduate and postgraduate business and health students. He is an experienced presenter and effective workshop facilitator. The document lists various organizational development workshop topics he covers, including self-management, people management/communication, career development, smart learning techniques, and academic excellence. Testimonials from past clients praise Michael's approachability, relevance, and ability to make complex topics simple and impactful.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Nicolai von Rummell is identified as the most outstanding leader that the author has worked with based on his visionary qualities and ability to inspire others. Some of Nicolai's key leadership traits include being transparent, output driven, a good communicator, and collaborative. He was also reflective, motivated others well, provided recognition, and encouraged professional development. As the Africa Chief Risk Officer at AIG, Nicolai performed important leadership functions like facilitating communication, providing direction and motivation, coordinating activities, initiating action, and setting goals. Overall, Nicolai demonstrated strong leadership that helped steer the team towards successes and positioned the importance of leadership in organizations.
These slides highlights the importance of positive leadership in project management. It covers the definition of leadership, impact of leadership on the organization, leaders vs. managers and the role of leadership during the project life cycle.
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IE MBA Application - Express Yourself - Michael Scott
1. “Describe the most outstanding leader you have worked
with.”
Tim
IE MBA Application - Michael Scott - Most Outstanding Leader 1
2. Tim:Amajoragentforprogressinmyorganisation,Timgavemea
benchmarkandframeworkforevaluatingleadership
» As the head of project development for a multi-billion dollar upstream LNG project, Tim was
involved in crucial decisions at all levels in my organisation
– Each of our encounter was an opportunity to observe how he impacted the direction of the business
» Tim’s behaviours single him as the most outstanding leader I have worked with, particularly:
– As a charismatic leader,Tim was gifted at motivating diverse groups within the organisation
– His “lead-from-the-front” leadership style was positive and people-focussed
– Tim himself was very approachable, and dedicated a huge amount of his time to his team
» I was fortunate to have such a strong role model early in my career, to help me set up my own
framework for setting leadership goals and self-reflection
2IE MBA Application - Michael Scott - Most Outstanding Leader
3. » How I see his impact on my development:
Overview:SomeofwhatIseeasTim’sbestqualitieshavebecometargets
formetoemulate,tocomplementmyownstyle
» Tim was a exceptionally positive role model,
who inspired me in a number of ways:
– Focussing on team members and their goals is a
central responsibility of leadership
– Planning well (even on a daily basis) is crucial to
success (both at a project and a personal level)
– Tim showed me how to have maximum impact on
the upstream business, which has given me a
target for my career
» Of course, I still have my own style, and
continue to look for development inspiration in
these areas
3IE MBA Application - Michael Scott - Most Outstanding Leader
Key areas to emulate:
• People Development
• Time Management
• Business Impact
Areas to develop myself:
• Communication Style
• Problem-Solving
• Focus on Delivery Me
Tim
4. Passionforpeople:Timshowedmethatfocussingonteammembersis
crucialforthegroup’ssuccess
» Tim took an active role in each individual’s
development goals
– Identifying motivations for each individual, he
took an active role in seeking-out development
opportunities for team members
» This brought out a huge level of engagement
within his team
» Tim taught me to see understanding team
members’ motivations and skill sets as a core
part of leadership
– Helping people get more out of their own projects
improves the overall group performance
» I try to spend as much time as possible with
peers and mentees to support their
development
– This helps both of us grow, too, as we learn from
each other
– The challenges become more complex as working
relationships change, and I am looking to broaden
my perspective in an effort to contribute more
4IE MBA Application - Michael Scott - Most Outstanding Leader
5. Work Planning
Networking
Decision-
making /
Meetings
Collaborative
Work
Staff
Development
Team Building
(or overtime)
Timemanagement:Tim’sdailyroutineencapsulatedhisapproachto
workingandleadingeffectively,byfocussingonrelationships
5IE MBA Application - Michael Scott - Most Outstanding Leader
AM
PM
Keeping up-to-speed with different
aspects of the team / organisation
Tim
Dedicating time to networking is still
a development area for me.
Me
Dedicating a significant proportion
of his time to working with team
members on their development.
Tim
This is a balance I’m still trying to
find and is a growth area for me.
Me
Extra effort when required, or team
building at the work bar
Try and target team-building
whenever possible
Tim
Me
Tackle hard problems early to be most
productive (maximum brain function).
I try and keep this approach as part
of my daily plan.
Tim
Me
Set targets and plans on a daily
basis to maximise effectiveness.
I try and maintain a structured plan
for each day (and week).
Tim
Me
6. Careeraspirations:Timshowedmewaystomaximisemyimpactonthe
upstreamoilandgasbusiness
» Tim introduced me to the idea of front-end loading as a crucial focus in major capital projects
» Fundamentally, he taught me to appreciate the value of taking a structured approach to the “why”
and “how” of a potential project
– Acting early ensures that risks and opportunities are identified and managed responsibly
– Defining group objectives requires working with a broad range of stakeholders, both internally and externally,
which is rewarding on a number of levels
– The result is maximised success and risk-adjusted value proposition of a project
» The ability to create value in this space is a highly rewarding and I am looking to expand my skill
base in a range of areas to continue contributing
6IE MBA Application - Michael Scott - Most Outstanding Leader
7. Otherlessons:AfewofTim’saxiomshavebecomeusefulguidelinesinmy
professionallife
» What he meant: This actually related to getting the most out of a meal in Beijing, but the principle
is universal – focus on the high-value aspects of the problem to get the most out of it
» How it guides me: Identify the most crucial elements of the problem, and remain focussed, to
ensure that these are addressed before “running out of space” on superfluous aspects
– I’m still working on maintaining the right perspective (balanced against the need to deliver) when working
through problems
7IE MBA Application - Michael Scott - Most Outstanding Leader
“Go for the value”
(Tim D, 2012)
8. Otherlessons:AfewofTim’saxiomshavebecomeusefulguidelinesinmy
ownprofessionallife
» What he meant: Always consider the range of uncertainties inherent in any solution, as a function
of the input data, the models, and the necessary sensitivities
» How it guides me: Identify the objectives and modelling strategy early on, and make sure that
these influence both the scope of work and expectation management regarding the outcome
8IE MBA Application - Michael Scott - Most Outstanding Leader
“What’s the range on that?”
(Tim D, 2014)
9. Otherlessons:AfewofTim’saxiomshavebecomeusefulguidelinesinmy
ownprofessionallife
» What he meant: Tim advocated a holistic approach to decision-making, rather than blindly chasing
a simplified estimate of “value”
» How it guides me: Ensure that project evaluation addresses economic and non-economic aspects
(e.g. risk), and that these are communicated clearly to stakeholders across all levels
9IE MBA Application - Michael Scott - Most Outstanding Leader
“Don’t bring me an NPV”
(Tim D, 2013)
10. Communication
Style
Differencesinstyle:Certainaspectsofmyapproachdon’talignwithTim’s
andIamalwayslookingtodeveloptheseindifferentways
10IE MBA Application - Michael Scott - Most Outstanding Leader
Focus on
Delivery
Problem
Solving
• Tim is an excellent all-round
communicator, whereas my
own style is more direct.
• I have picked up some
techniques from Tim (such as
how to summarise projects for
management), but I continue to
look elsewhere for suitable
examples.
• Whilst trying to keep the
broader picture in mind, I remain
very focussed on delivery.
• A key aspect is maintaining
perspective in terms of
appropriate effort versus
outcomes.
• Tim’s experience allowed him to
approach problems from an
experiential, analytical
perspective.
• On the other hand, I am more of
an intuitive thinker, and working
on analysing a range of
problems from first principles is
a development goal.
My
Style
11. Whereto,next:Timinspiredmetowanttoachieveandinspireothers,and
I’mnowlookingtoexpandmyskillset
» Where I am in the framework: » Next steps in the journey:
– Continue to work towardsTim’s example in key
areas (passion for people, time management, and
career aspirations)
– Continue to build my own style, both in existing
development areas and completely new ones
– Keep an eye (and ear) out for alternative and
better strategies in both of these categories
11IE MBA Application - Michael Scott - Most Outstanding Leader
Key areas to emulate:
• People Development
• Time Management
• Business Impact
Areas to develop myself:
• Communication Style
• Problem-Solving
• Focus on Delivery Me
Tim
Editor's Notes
Describe the most outstanding leader you have worked with. Indicate some aspects of the way you work that are similar to the way this leader works and others that are different.