Self Leadership - How to be a more Successful, Efficient & Effective Leaders from the Inside Out.
Singapore based Motivational Speaker and Self Leadership expert, Andrew Bryant https://sg.linkedin.com/in/andrewbryant shares the relevance of Self Leadership to an Audience of HR Practitioners.
Self Leadership - How to be a more Successful, Efficient & Effective Leaders from the Inside Out.
Singapore based Motivational Speaker and Self Leadership expert, Andrew Bryant https://sg.linkedin.com/in/andrewbryant shares the relevance of Self Leadership to an Audience of HR Practitioners.
From Peer to Leader: How to Develop Your First-Time ManagersBizLibrary
The transition from individual contributor to manager can be a daunting task. A survey by CEB, now Gartner, revealed that more than 50% of new managers fail. Balancing new responsibilities while learning how to lead former peers is a common challenge that most first-time managers struggle to overcome.
During this webinar, Learning & Development Manager Libby Mullen will discuss this challenge and five others that new managers face. She’ll explain why management training is a crucial element to success as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.
Key takeaways:
Identify key strengths and improve weaknesses of first-time managers
Improve the relationship of new managers and their employees through emotional intelligence development and coaching techniques
Create a training plan that builds confidence and increases productivity for your new managers
Create a compelling vision, communicate that vision and how to translate it into reality. People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
Leadership Excellence in Action- A Roadmap to Inspire and Engage People and Teams
Learning objective: Increase techniques for strengthening team leadership
The concept of leadership is talked about so much we all should be experts. We use and hear words like inspire, engage, and motivate as we seek real solutions to leadership challenges. This workshop looks at the concept of leadership in action. What behaviors, knowledge, and skills do you need to grow and develop as a leader? How will you measure success? What unique qualities, power, and influence impact people and teams? Engage with federal executives and discover ways to turn YOU into tangible leadership value. This road map will take you from good to great leadership.
At the end of this workshop, participants will be able to:
a. List sources of power needed to be influential
b. Take a self-assessment to identify personal leadership strengths
c. Explore the art of delegation and effective team leadership
d. Explore the role of feedback and performance measures
e. Create an action list with and explore plans to measure success
[Deck from the Interaction 13 Conference in Toronto, Canada. Synopsis below.]
“We’re way off schedule. Everyone is disengaged. We can't get everyone on board with the vision. I’m not proud of the work we’re producing.”
Sound familiar?
Design doesn’t happen inside a vacuum. It happens inside teams, inside the context of relationships, inside physical spaces, inside organizations with very particular cultures. Ignore that intricate ecosystem, and you might as well give your project a death sentence.
In this workshop, you'll learn about tools and techniques you can use to shape projects that are not only successful, but enjoyable. You'll learn the benefits of proactively designing team culture, walk you through the process of creating a healthy foundation, empower you with methods to improve unhealthy culture mid-stream, and show you ways to keep everyone engaged throughout the design process. Then, you’ll try it out for yourself: with feedback and mentorship, you’ll craft new methods and approaches that are appropriate to take back and try out in your team or company…no matter what your job title.
By the end of this hands-on workshop, you'll know how to get projects started on the right foot, co-create without compromising output, and inspire teams, clients, and stakeholders. More importantly, you'll find that you can work towards dramatically improved project outcomes…without all the drama along the way.
===============================
This workshop & deck were created by Cooper & Teresa Brazen
www.cooper.com/training, @cooper
www.TeresaBrazen.com, @TeresaBrazen
Typically, managers don’t spend enough time having performance conversations with their team members. This is largely because they perceive it taking too much time, making little difference, and ‘not wanting to open a can of worms.’ This presentation looks at some simple—but effective—conversation frameworks that make a significant difference in performance. These conversations are practical, easy to use and highly effective.
The 4 Pillars are the core areas that a person should focus on to support their personal development. The cover Self-Development, combined with Soft Skills and Hard Skills.
In this traning, JCI board members and commission directors learn how to translate the JCI mission and vision into action plans for their local chapter. Participants are asked to design an strategic action plan for themselves, their project or business.
This presentation provides information about skills needed to be successful in career, it provides information about the list of soft-skills, technical-skills and hard-skills needed for an individual.
SuperStar Coaching: How to Create a High Performing TeamRick Conlow
Research shows that excellent coaching can improve employee productivity 88%. Too many managers say, "I don't have time to coach." This is an excuse. Most don't know how to do it well or focus only on poor performers. Elite performers in the Olympics for example, have coaches. Coaching is for everyone. Most people think they are performing better than they are. Most can perform significantly better than their current results. Learn a five step coaching model, why coaching works, qualities of effective coaches and more. Watch your leadership effectiveness soar.
Coach Approach to Leadership - Conversations for SuccessRay Lamb
Defining coaching for leaders, and a guide to coaching conversations for successful leadership using a 'coach approach' what, why and how of coaching for leaders
Your success in taking on a leadership role is dependent on building positive working relationships with direct reports and being able to exercise authority when necessary.
Our Two-Minute Read, Transitioning from Peer to Leader outlines steps to help make the switch from peer to leader as smooth as possible:
JCI has evolved as an organization over the last 100 years. Yet, it remains the same at its very core. Here is what it means to me as a member of 14 years.
From Peer to Leader: How to Develop Your First-Time ManagersBizLibrary
The transition from individual contributor to manager can be a daunting task. A survey by CEB, now Gartner, revealed that more than 50% of new managers fail. Balancing new responsibilities while learning how to lead former peers is a common challenge that most first-time managers struggle to overcome.
During this webinar, Learning & Development Manager Libby Mullen will discuss this challenge and five others that new managers face. She’ll explain why management training is a crucial element to success as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.
Key takeaways:
Identify key strengths and improve weaknesses of first-time managers
Improve the relationship of new managers and their employees through emotional intelligence development and coaching techniques
Create a training plan that builds confidence and increases productivity for your new managers
Create a compelling vision, communicate that vision and how to translate it into reality. People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
Leadership Excellence in Action- A Roadmap to Inspire and Engage People and Teams
Learning objective: Increase techniques for strengthening team leadership
The concept of leadership is talked about so much we all should be experts. We use and hear words like inspire, engage, and motivate as we seek real solutions to leadership challenges. This workshop looks at the concept of leadership in action. What behaviors, knowledge, and skills do you need to grow and develop as a leader? How will you measure success? What unique qualities, power, and influence impact people and teams? Engage with federal executives and discover ways to turn YOU into tangible leadership value. This road map will take you from good to great leadership.
At the end of this workshop, participants will be able to:
a. List sources of power needed to be influential
b. Take a self-assessment to identify personal leadership strengths
c. Explore the art of delegation and effective team leadership
d. Explore the role of feedback and performance measures
e. Create an action list with and explore plans to measure success
[Deck from the Interaction 13 Conference in Toronto, Canada. Synopsis below.]
“We’re way off schedule. Everyone is disengaged. We can't get everyone on board with the vision. I’m not proud of the work we’re producing.”
Sound familiar?
Design doesn’t happen inside a vacuum. It happens inside teams, inside the context of relationships, inside physical spaces, inside organizations with very particular cultures. Ignore that intricate ecosystem, and you might as well give your project a death sentence.
In this workshop, you'll learn about tools and techniques you can use to shape projects that are not only successful, but enjoyable. You'll learn the benefits of proactively designing team culture, walk you through the process of creating a healthy foundation, empower you with methods to improve unhealthy culture mid-stream, and show you ways to keep everyone engaged throughout the design process. Then, you’ll try it out for yourself: with feedback and mentorship, you’ll craft new methods and approaches that are appropriate to take back and try out in your team or company…no matter what your job title.
By the end of this hands-on workshop, you'll know how to get projects started on the right foot, co-create without compromising output, and inspire teams, clients, and stakeholders. More importantly, you'll find that you can work towards dramatically improved project outcomes…without all the drama along the way.
===============================
This workshop & deck were created by Cooper & Teresa Brazen
www.cooper.com/training, @cooper
www.TeresaBrazen.com, @TeresaBrazen
Typically, managers don’t spend enough time having performance conversations with their team members. This is largely because they perceive it taking too much time, making little difference, and ‘not wanting to open a can of worms.’ This presentation looks at some simple—but effective—conversation frameworks that make a significant difference in performance. These conversations are practical, easy to use and highly effective.
The 4 Pillars are the core areas that a person should focus on to support their personal development. The cover Self-Development, combined with Soft Skills and Hard Skills.
In this traning, JCI board members and commission directors learn how to translate the JCI mission and vision into action plans for their local chapter. Participants are asked to design an strategic action plan for themselves, their project or business.
This presentation provides information about skills needed to be successful in career, it provides information about the list of soft-skills, technical-skills and hard-skills needed for an individual.
SuperStar Coaching: How to Create a High Performing TeamRick Conlow
Research shows that excellent coaching can improve employee productivity 88%. Too many managers say, "I don't have time to coach." This is an excuse. Most don't know how to do it well or focus only on poor performers. Elite performers in the Olympics for example, have coaches. Coaching is for everyone. Most people think they are performing better than they are. Most can perform significantly better than their current results. Learn a five step coaching model, why coaching works, qualities of effective coaches and more. Watch your leadership effectiveness soar.
Coach Approach to Leadership - Conversations for SuccessRay Lamb
Defining coaching for leaders, and a guide to coaching conversations for successful leadership using a 'coach approach' what, why and how of coaching for leaders
Your success in taking on a leadership role is dependent on building positive working relationships with direct reports and being able to exercise authority when necessary.
Our Two-Minute Read, Transitioning from Peer to Leader outlines steps to help make the switch from peer to leader as smooth as possible:
JCI has evolved as an organization over the last 100 years. Yet, it remains the same at its very core. Here is what it means to me as a member of 14 years.
This presentation was given by JCI Lebanon Vice President for Recruitment & Outreach Mohammad Hijazi during the March 2017 recruitment event entitled "Youth Driving Empowerment" at the American University of Beirut.
In this traning, JCI board members and commission directors learn how to translate the JCI mission and vision into action plans for their local chapter. Participants are asked to design an strategic action plan for themselves, their project or business.
Junior Chamber International Port Louis Mauritius Newsletter 2Fabrice Malié
Discover the second issue of the 2014 JCI Port Louis newsletter.Informations on current projects are given as well as messages from local,national and international officers.
Discover the positive organizational and community impact of Youth Exchanges. Learn how these types of initiatives can provide youth with new and relevant community experiences while opening a whole spectrum of opportunities for your community, staff and members to explore global issues and cooperation North-
South.
People always ask what JCI is and what we do as an organization.
The is a personal set of slides that aims to dissect JCI from the personal experience of a member of 14 years.
The One World North America Youth Summit held at the Georgetown University by the One World Youth Project in collaboration with the Georgetown University UNICEF Group, brought together about twenty-three (23) young students from California and Massachusetts representing the United States, Mexico and Canada into a five days interactive discussions and action-oriented learning workshops at the Georgetown University with countless number of students from surrounding schools in Maryland, Virginia and the host University.
The YMCA empowers young people.
The YMCA is deeply rooted in local communities.
Young people are part of an untold story – a hidden story of injustice on a major scale.
16. Living the JCI Mission To provide development opportunities that empower young people to create positive change
17. Living the JCI Mission To provide development opportunities that empower young people to create positive change
18. Living the JCI Mission To provide development opportunities that empower young people to create positive change
19. “ Nobody knows about the future, but we know who owns it…” -Edson A. Kodama, JCI Secretary General The future belongs to the hundreds of thousands of young active citizens around the world who are JCI members.
Editor's Notes
This session was created to introduce JCI to members and non-members by focusing on the true spirit that moved our founders and that makes JCI successful and relevant today. We hope this presentation will answer your questions about JCI and inspire new and experienced members to create global impact through local actions. Only with this spirit of active citizenship that links all JCI members can we take action and work together to create a better future for all.
JCI is a worldwide community of young people who share the belief that in order to create lasting positive change, we must improve ourselves and the world around us. Nearly 200,000 active citizens around the globe ages 18-40 are taking the opportunity to create positive change through JCI. Through activities ranging from local development to international initiatives, JCI members are empowered to improve their communities and themselves through participation, leadership and action. Covering four geographical regions: Africa and the Middle East, Asia and the Pacific, the Americas and Europe, JCI has established National Organizations in over 100 countries and Local Organizations in about 5,000 communities. All members belong to a JCI Local Organization where they work to develop their local community. Local Organizations are affiliated to National Organizations where members coordinate activities on national and international scales. This structure links JCI members together to form a global grassroots movement. Through this network, members create global impact through local action.
1910: Henry Giessenbier, a young active citizen, formed the Herculaneum Dancing Club in St. Louis, Missouri, USA. It started as a social club whose purpose was to form a closer and more pleasant relationship among the members to concentrate on better ideas and social standing. Over the next five years, Giessnbier created several clubs and often invited speakers to events 1915: After hearing Colonel Huse N. Morgan argue the case for the construction of a highway through the City of St. Louis, Henry Giessenbier felt compelled to become more active in his community. He realized how much young people could accomplish for their communities and for themselves if they worked together.
October 13, 1915 : With 32 other young men, Giessenbier established the Young Men Progressive Civic Association, which became the first Junior Chamber Organization. It was formed at Mission Inn in St. Louis. The association was dedicated to giving young people ages 18-30 a constructive approach to civic problems. Henry Giessenbier said his aim was: ... “ bringing the young men of our great city together into one grand body with that great purpose of fellowship, advancement and everything which would make a good boy a better boy, a good student a more proficient scholar and a good citizen a better citizen.” 1918 : The name Junior Chamber was adopted. The movement soon began to spread internationally. 1944 : The expansion of the movement led to the establishment of an international organization called Junior Chamber International, with the first Congress held in Mexico City and Raul Vidal Garcia of Mexico was elected the first JCI President.
JCI members today share the same ideas and goals as they did nearly 100 years ago. Some key concepts stand out of the JCI mission: development opportunities, empowerment of young people; positive change
Henry Giessenbier said his aim was to “ make a good citizen a better citizen” This idea lives on in the phrase development opportunities. When JCI members seize the opportunities JCI brings them, they develop themselves and become better citizens and better at whatever they do.
Henry Giessenbier said that he brought “the young men of our great city together” to create a “constructive approach to civic problems” Giessenbier knew that young people, working together, had real power to address the problems they saw around them. They knew they did not have to wait for government or someone else to find solutions. United in their values, they took on the responsibility to take action. This idea lives on in the phrase of the JCI Mission “empower young people.” By joining JCI, members share the sense of social responsibility which empowers them to take action.
Henry Giessenbier spoke of making “better citizens.” he spoke of addressing “civic problems” and he said he formed the organization for “that great purpose of fellowship [and] advancement.” All these ideas live on the last phrase of the JCI mission “to create positive change.” When a group of young people seize the opportunity to be better citizens, when they embrace their power to solve the problems that they see around them, they are creating positive change in themselves and the community. The result of their improvement of themselves and their community is the creation of a better society and future for all.
As an ultimate goal of our organization, we wish to be the leading global network of young active citizens. As many young people around the globe embrace the power they have to improve themselves and their communities, we hope to lead the world toward a better future.
The JCI Creed is a statement of values that we honor as an organization. In 1946, National Vice President of the United States Junior Chamber C. William Brownfield was inspired by the devotion of Junior Chamber members to write the Creed in July 1946 The author said about the Creed, “Every Member is free to interpret the Creed in the light of his own conscience.” Today, members around the globe find that the concepts in these statements unite them and inspire them, no matter their origin, ethnicity, gender, religion or background.
JCI member constantly seek ways to live JCI’s slogan: Be Better. It reflects directly back to our founder’s goal “to make a good boy a better boy, a good student a more proficient scholar and a good citizen a better citizen.” Today, the Be Better slogan represents that JCI members not only believe that improvement is possible, but that it is their responsibility to initiate positive change. Be Better is applied to both the individual and their surrounding community. Be Better means creating better communities, better nations and better societies. Be Better means learning, becoming better citizens and better leaders with better skills creating a better future.
Active citizenship is a concept that concerns everyone. As global citizens, we all have rights and responsibilities. We have shared local, national and global interests. Active citizenship is the capacity we all have to work together towards these shared goals. This is the spirit that links all JCI members: their sense of social responsibility and their initiative to take action to create a better future for all. In JCI, active citizenship is a long-established concept. The JCI movement is a means by which young people have become active citizens for nearly 100 years. JCI is the original organization of young active citizens.
Not only is JCI the original organization of young active citizens, JCI is the original global organization of young active citizens. We’ve been working internationally for 65 years, producing a unique global perspective. JCI fosters this global perspective by uniting diverse cultures at our international events. Each year, JCI holds 1 World Congress, 4 Area Conferences (Africa and the Middle East, Asia and the Pacific, the Americas, and Europe). JCI often teams up with partners to hold Summits where we form action plans to address current issues facing our world, including the Advancement of the UN Millennium Development Goals, Corporate Social Responsibility, and Climate Change. JCI members understand that in a globalized world, their local actions echo around the world. They appreciate both the challenges and opportunities of globalization while living the JCI value “the brotherhood of man transcends the sovereignty of nations.” JCI’s international dialogue serves as a catalyst for new international development projects. In these forums, JCI members express their sense of responsibility to the global community and display their respect for others through international cooperation.
Each JCI organization holds elections every year on the local, national and international levels. This One-Year-To-Lead principle makes it possible for there to be leadership positions available at all levels each year. It gives young people the challenge to learn to lead, manage people, time and resources, and develop their personal skills. And as a leader, they take responsibility for their JCI Organization and the advancement of their community, fostering a sense of social responsibility. This self-governing structure not only trains principle-centered leaders, it calls for democratic participation. Each member holds accountability for the Organization. Each member is responsible to bring ideas and work together. This fosters openness, respect, responsibility, interactive decision-making in all members.
Returning to the JCI Mission: “To provide development opportunities that empower young people to create positive change” How, exactly, do individual members live JCI’s mission and principles?
Opportunities From the very beginning JCI has provided opportunities for personal development, learning and participation. Today, the world is changing faster than ever in history. The top 10 jobs in 2010 did not exist in 2004. So we need to learn skills to address problems we don’t know about today. A local organization must ensure that it provides the opportunity for every member to be involved. Every activity allows members to learn and encourages participation. For Example: (Presenter gives examples of things members do that they otherwise wouldn’t have the opportunity to do. Choose from the examples below and add in your personal experience): One 22-year-old member in the USA is elected to Local Treasurer and learns how to manage the organization’s $70,000 budget. One member gets elected to the Local President, where she is able to meet with her city’s mayor to learn more about the city’s issues and how her organization can help. One member in Japan never had a reason to leave his city, but after joining JCI he travels to JCI World Congress in India where he personally meets other young people from 76 countries in 5 days. One member organizes and motivates a team of 93 young people to run a community-wide HIV/AIDS awareness program. A young truck driver joins JCI and learns organizational and management skills that let him open his own small business. 8 years later, his trucking company is the 3 rd largest in the country. A new member joins the Public Relations committee of a Local Organization. She cultivates relationships with journalists in her city and develops a strategy that gets articles about her organization’s projects published in 7 newspapers and recognized by the city council. Add personal experiences It is up to each individual member must take advantage of the opportunities that suit their needs.
Empowerment Today the internet can bring almost any information you could want to your fingertips within seconds. And we know that knowledge equals power. But all this power means nothing if you don’t take action. In JCI, the Organizations are completely in the hands of the members. They have the power and the responsibility to bring ideas to improve the community, organize the projects, learn from their experiences, manage the operations of their organization, and ensure the ongoing success of the organization through leadership. Members find empowerment in many ways. For Example: (Presenter gives examples of how members have brought initiatives and taken responsibility. Choose from the examples below and add in your personal experience) One member saw a disadvantaged neighborhood, and instead of walking by, she developed a plan for her local organization to adopt the neighborhood and improve the lives of the residents. One member in Belgium couldn’t afford to travel abroad. So instead of staying home, he and his fellow members met with leaders at Renault and negotiated a sponsorship to finance their trip to the European Conference. A member in France saw that the Riviera was polluted from the actions of the local boaters, so he took the initiative to clean the polluted shore and educate the yacht operators about the impact of their actions on environment. A young member joined JCI because she wanted to help her community. After competing in a local public speaking competition, she realized she has the capacity to motivate and inspire others to care and take action, too. A member from South America attended the JCI Summit at the United Nations to learn about the global agenda of reducing poverty through the UN Millennium Development Goals. She learned straight from UN officers how she can help reach the worldwide goals by taking action in her local community. When she returned home, she organized a project to reduce child mortality, advancing goal #4. Add personal experiences
Positive change We know the world is changing faster than ever. Researchers estimate that more unique information was created in 2008 than in the 5,000 previous years combined. JCI focuses on being aware of the emerging issues in the community to take change in a positive direction. To have the greatest impact, we maintain that positive change must -Be sustainable -Be in the interest of the entire community For Example: (Presenter gives examples of the positive accomplishments and results created by JCI members. Choose from the examples below and add in your personal experience) In Mali, a member saw a hospital without reliable access to clean water, so he worked with the other members of his local organization to raise money and build a water tower to provide the hospital with a reliable water supply. A member in Taiwan joined JCI not knowing how he could possibly make an impact on poverty in the Caribbean, until he traveled to Dominican Republic with a group of doctors to give free health screenings to over 1000 people. A member from Switzerland travels to Burkina Faso to visit the 25 teen mothers benefiting from the new center for runaways she helped to build and run and is now working to expand with the local JCI members. A member in Cote d’Ivoire sees how corruption is affecting his community and organizes a series of round-table discussions with local government officials to open the conversation about how they can fight poverty by reducing corruption. A member in Hong Kong saw that children in the poor area of Guizhou did not have facilities to attend school. He raised money and organized the construction of 4 new school buildings as well as a scholarship fund. In total they helped 4,000 school children get an education. Add personal experiences Positive change is the ultimate goal of every JCI activity.
With the speed of change in the information age, we can’t know what problems we’ll have to face tomorrow. But whatever they are, we know we will be ready for them. What can you do today to improve yourself and your community?