The H.E.A.T. program focuses on building leadership skills through innovative service projects. The goal is to develop leaders who can envision positive change on both the local and global scale. Students will explore self-awareness, leadership styles, setting goals, team building, and learning through experience. They will apply these lessons by planning and executing creative service projects that promote environmental and animal welfare causes.
Virtual Idea Swap: Coaching Chapter Leaders for SuccessBillhighway
What would we do without chapter volunteers? They’re our everything! Year after year, volunteers step up, take on chapter leadership roles, then step aside for the next set of leaders. So how do we ensure our volunteers have what they need to contribute? How can we inspire them?
In this chapter virtual idea swap—Coaching Chapter Leaders for Success—you'll be able to collaborate with your CRP peers on essential coaching skills aimed at attracting and motivating volunteer leaders.
Virtual Idea Swap: Coaching Chapter Leaders for SuccessBillhighway
What would we do without chapter volunteers? They’re our everything! Year after year, volunteers step up, take on chapter leadership roles, then step aside for the next set of leaders. So how do we ensure our volunteers have what they need to contribute? How can we inspire them?
In this chapter virtual idea swap—Coaching Chapter Leaders for Success—you'll be able to collaborate with your CRP peers on essential coaching skills aimed at attracting and motivating volunteer leaders.
AIESEC UGM Outgoing Preparation Seminar for Global Youth Ambassadors, one of the session is Inner and Outer Journey. This session is made for exchange participant who will volunteer abroad to do social projects. Inner and outer journey is essential, it's all about themselves and actions that they can do to make positive and purposeful impact for the society.
Alternative to the Tuckman Model
7 stages within two different groups that explain how teams work together and form a cohesive unit.
Read more at https://agile-mercurial.com/2019/06/13/drexler-and-sibbets-team-performance-model/
Blogs:
https://agile-mercurial.com/
LeadIN Core is an 8-week long community program in Washington, DC that brings together professionals of diverse fields, backgrounds, and experiences to learn and mold their unique leadership. Each group is intentionally kept small (between 8 and 12 individuals) to create an intimate and interactive learning environment.
Each LeadIN Core cohort builds a culture of trust, ownership and collective commitment to the success of all. Participants hear diverse perspectives, share best practices and provide one another with encouragement, support and accountability. They become stronger, more effective leaders by tapping into the diverse collective experience and wisdom of the group.
Intermediate Draft
Stacey Schultz
BUS4802
Change Management
Capella University
Purpose of Team Development Meeting
Our wellness program has previously been referred to as the Achieving Better Health Wellness Program. With the launch of our new wellness program, we are rebranding our program. The new name of this program should reflect the values of the wellness committee as well as those of the company as it promotes the education of employees about wellness objectives and opportunities.
This team has been assembled to become champions for the new and improved wellness program. This committee has been established to promote a culture of safety and wellness among the company’s employees and their families. Safety is a top priority, and we recognize the direct connection between health and safety.
Responsibilities will include, but not be limited to the following:
· Brainstorm and collaborate with peers to create and promote wellness and safety opportunities within Air Liquide.
· Assist/facilitate wellness challenge administration
· Identify opportunities to encourage and support well-being among coworkers to promote preventative care, well-checks and disease management
Participants
Team Leader –
· Stacey Schultz is a buyer in our Chanhassen office and her favorite activity is yoga.
Team Members –
· Becky Riesgraf works in human resources in our Chanhassen office and her favorite activity is walking
· Amanda Whalen is a Business Analysis in our Dallas office and her favorite activity is running.
· Matt Anderson is in the Dallas office and is a Mechanical Engineer with his favorite activity as softball.
· Nicole Feist is a marketing coordinator in the Chanhassen office with boxing as her favorite activity.
· Mark Stang is a Project Manager in our Chanhassen office and his favorite activity is weight lifting.
Change Management
Change is scary; there is no doubt about it. We were scared to leave our parents homes for the real world. We are scared to leave relationships and jobs or start new ones for fear of the unknown. Sometimes you just need to jump in with both feet and face the unexpected; it might be the next best thing.
Change is endless and constant. We have no choice in the matter except for one aspect; mastering our ability to adapt and to learn. In short, the single most important reason for change mastery is survival. Nature has provided us with many examples of species that have adapted over millions of years in order to survive and thrive until this day. Modern man is one of those examples of adaptation and survival. We as a species did not become the pinnacle of creation by waiting for mutations or relying on physical strength. We mastered our ability to apply what we learned and adapt accordingly.
The first part of each change management is to shift a negative view, a resistance to the change. The second part is to create more positive spin, looking at the change with open eyes. By shifting your focus.
AIESEC UGM Outgoing Preparation Seminar for Global Youth Ambassadors, one of the session is Inner and Outer Journey. This session is made for exchange participant who will volunteer abroad to do social projects. Inner and outer journey is essential, it's all about themselves and actions that they can do to make positive and purposeful impact for the society.
Alternative to the Tuckman Model
7 stages within two different groups that explain how teams work together and form a cohesive unit.
Read more at https://agile-mercurial.com/2019/06/13/drexler-and-sibbets-team-performance-model/
Blogs:
https://agile-mercurial.com/
LeadIN Core is an 8-week long community program in Washington, DC that brings together professionals of diverse fields, backgrounds, and experiences to learn and mold their unique leadership. Each group is intentionally kept small (between 8 and 12 individuals) to create an intimate and interactive learning environment.
Each LeadIN Core cohort builds a culture of trust, ownership and collective commitment to the success of all. Participants hear diverse perspectives, share best practices and provide one another with encouragement, support and accountability. They become stronger, more effective leaders by tapping into the diverse collective experience and wisdom of the group.
Intermediate Draft
Stacey Schultz
BUS4802
Change Management
Capella University
Purpose of Team Development Meeting
Our wellness program has previously been referred to as the Achieving Better Health Wellness Program. With the launch of our new wellness program, we are rebranding our program. The new name of this program should reflect the values of the wellness committee as well as those of the company as it promotes the education of employees about wellness objectives and opportunities.
This team has been assembled to become champions for the new and improved wellness program. This committee has been established to promote a culture of safety and wellness among the company’s employees and their families. Safety is a top priority, and we recognize the direct connection between health and safety.
Responsibilities will include, but not be limited to the following:
· Brainstorm and collaborate with peers to create and promote wellness and safety opportunities within Air Liquide.
· Assist/facilitate wellness challenge administration
· Identify opportunities to encourage and support well-being among coworkers to promote preventative care, well-checks and disease management
Participants
Team Leader –
· Stacey Schultz is a buyer in our Chanhassen office and her favorite activity is yoga.
Team Members –
· Becky Riesgraf works in human resources in our Chanhassen office and her favorite activity is walking
· Amanda Whalen is a Business Analysis in our Dallas office and her favorite activity is running.
· Matt Anderson is in the Dallas office and is a Mechanical Engineer with his favorite activity as softball.
· Nicole Feist is a marketing coordinator in the Chanhassen office with boxing as her favorite activity.
· Mark Stang is a Project Manager in our Chanhassen office and his favorite activity is weight lifting.
Change Management
Change is scary; there is no doubt about it. We were scared to leave our parents homes for the real world. We are scared to leave relationships and jobs or start new ones for fear of the unknown. Sometimes you just need to jump in with both feet and face the unexpected; it might be the next best thing.
Change is endless and constant. We have no choice in the matter except for one aspect; mastering our ability to adapt and to learn. In short, the single most important reason for change mastery is survival. Nature has provided us with many examples of species that have adapted over millions of years in order to survive and thrive until this day. Modern man is one of those examples of adaptation and survival. We as a species did not become the pinnacle of creation by waiting for mutations or relying on physical strength. We mastered our ability to apply what we learned and adapt accordingly.
The first part of each change management is to shift a negative view, a resistance to the change. The second part is to create more positive spin, looking at the change with open eyes. By shifting your focus.
As change agents we are aware that most effective change starts at ‘the edge’. This module will help us equip ourselves for our journey to the edge and beyond. We’ll explore what we mean by ‘the edge’, and what opportunities there are for health and care change activists to be bridge builders and curators.
The Learning House Way is intended to be intentional about creating a culture that reflects what we at Learning House want to be as a company. As we look to grow and scale our business even further, we need to be even more intentional about the type of culture we want to have.
During the Covid-19 pandemia leadership and self-leadership has been tested. Here are som advice and findings on what works when leading from remote, during a crisis and also during more normal times
Innovative Leadership in Education for the New Normal Timothy Wooi
Objective
To introduce Educators to the Concepts and Features of Innovative Leadership, preparation and effective practices.
Preparing Educators with Innovative Leadership characteristic and features applicable to practice, making a difference in School Improvement.
Developing successful Principals and Leaders to lead school with Innovative Leadership styles, building Relationship, Collaboration and Trust.
Module 5 Moving beyond the edge
This is the study guide for Module 5 of The School for Health and Care Radicals, a five week virtual programme, designed to equip people across the health and care system with the core skills to improve their skills as change agents.
Change always starts at the edge and always starts with the activists. This module looks at ways we can move towards the edge and towards sustainable change.
Agenda:
• Review of what we have learnt so far; characteristics of a transformational change agent
– Peter Fuda’s Transformation Change Agent framework
– ‘Being’ a health and care radical – going back to ‘change starts with me’
– ‘Seeing’ as a health and care radical
– ‘Doing’ as a health and care radical
– Quick review of some models and theories
• 'From’ the edge – views about emerging directions for change and change agents
– What do we mean when we say 'from the edge?'
– What is happening with change?
– What is the difference between tacit and explicit knowledge?
– Opportunities for health and care radicals – being bridge-builders and curators
• Reflections and key messages about The School
– Some things we have learned from delivering The School
• What next for The School?
– Gaining a certificate as a health and care change agent and claiming continuing professional development (CPD) points
• Questions and call to action
Questions for reflection:
• How can I move in the direction of change in ways that will help me bring about the changes I want to see?
• How will I build on my experiences of the School for Health and Care Radicals?
• How will I build networks and communities in support of the changes I want to see?
Call to action:
• Consider why it would be beneficial for you to be a certified change agent.
• Identify people who might help you with this process.
• Take action and, if your change action is something that could be shared for Change Day, please add it on www.changeday.nhs.uk
• Complete the follow-up work for certification.
MV Thailand Leadership Training 2023.pptTimothy Wooi
Servant Leadership Training, preparing Leaders to lead and serve God with a heart anchored on 12 key principles of Servant Leadership starting with the 12th key principles of Calling & Nurturing the Spirit.
This guidebook can help team members to know what is expected out of Agile Transformation
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/10ZXTbrhnl5CFQO_z_Ms2ZlGgCVap4lvg/view?usp=sharing
Similar to Leadership Curriculum - Ramces Luna (20)
1. Leadership Curriculum: SDLP – Human Environmental
Animal Team (H.E.A.T.)
Ramces Luna – Director of Leadership Development
MISSION/CONCEPT:
The concept of the program is to build a unique leadership experience where it focuses around
“Innovative Service” and positive activism while implementing leadership practices. We will be focusing
on what they will learn this year as this program is to change every year as more innovating and unique
practices are brought onto the table while keeping the basic leadership concepts and our niche.
VISION:
We see passion in every H.E.A.T. member and those affected by our innovative service feel it
too. The vision we see is the development of leaders who are able to see their own unique vision for
themselves and their community, from local to global.
At the Smith Leadership Distinguished Program we believe in the passion of our members and ambition
they have to make a difference, locally or globally, in humanitarian work, environmental projects, animal
welfare, and promoting positive activism.
INNOVATIVE SERVICE:
To define “Innovative Service” I would first have to present an example of what it means in
action. Many organizations on Earth Day simply go out in the Quad and promote Earth Day by giving out
eco-friendly products to people that pass by the quad. However, instead of that, H.E.A.T. does things a
little more out of the box. We host the first ever, “H.E.A.T. Stock” that brings in local artists, venues that
fall under eco-friendly products, and a festival completely made to catch awareness and give back to the
Earth in full appreciation. That is a prime example of “Innovative Service.” To put it simply, just like
service, it provides help/aid in whatever it may be, but with twist, the service being provided is turned
into more than just a small volunteer event, but transformed into a creative way to keep helping from
local levels to global levels. Inspiring others to keep service creative and effective as much as possible.
Lesson 1: Self-Awareness/Self-Realization
For the first lesson we will be opening with focusing on our self-awareness and self-realization.
We will be exploring what we each individually have in our strengths and weaknesses, but not the basic
“I’m not good at math” or that sort of aspect, we want to explore what makes you feel great and what
tires you. Those are your strength and weaknesses. We will also be exploring how each of us individually
have our motivations and what challenges we enjoy amongst more topics.
Lesson 2: How Do You LEAD
In this lesson we dive into what type of leader you are. As many great leaders in our time have
proven, we all have different approaches in creating change. Being leaders within H.E.A.T. we hope to
learn your style as soon as possible so that we may provide whatever resources needed when it’s your
2. time to lead. In order to explore as much of what kind of leader you are, we’ll take a several of tests
such as the True Color test, Emotion Intelligence, and so on.
Lesson 3: Using Your Resources
Being a leader within H.E.A.T. has a lot of perks, but the best part of H.E.A.T. for leaders like
yourself is that we always provide the resources that you need in order to carry out your service project.
A part of being a leader is knowing what resources you have and how to use them properly. We also
dive into setting goals and timelines for our personal goals and service goals.
Lesson 4: Innovative Service
Introducing a new concept within our service organization is the concept of “Innovative
Service.” While we have “Positive Activism” in which is the fundamental ideal H.E.A.T. is built around,
this new concept concentrates on how H.E.A.T. and its members work. We are teaching you about
leadership and so much more, but at the end of the day you will take on the leadership style in which
you exceed and carry H.E.A.T.’s ideals in your own way. While promoting positivity in all of our projects,
we tend to get creative and wild with our projects, which capture the attention of many and brand our
organization and what we’re about.
Lesson 5: The Global Leader
Yes, our community here in San Marcos is of great importance and we do enjoy having you
create and use your newly acquired skills while practicing “Innovative Service,” but surely we can do
more than just San Marcos. In this lesson we acknowledge leaders who have taken their ideas and vision
onto a global level and how you as a leaders can do the same. Many of the steps to get on a global level
will be a reflection of the information previously taught in order to come together as one.
Lesson 6: Organizing Your Team
While we believe in each and every one of you and have strong faith that you are great leaders
who can create change that does not mean you should work alone. Building a strong team isn’t just the
end of it, but organizing them into what they best excel at and sharing a same vision is essential in order
to create impactful change. This lesson doesn’t simply go over team building basics, but what it means
to work as one and where titles stand for you and your team.
Lesson 7: 70/20/10
We all know the saying, “You learn more from experience,” we all know that tips and tricks help
from people before us, and we all know that there’s some stuff that we learn in class that actually helps
us. With that in mind we push that rule in this lesson. The 70/20/10 deals with three very important
aspects of becoming a great leader, but being able to actually use it effectively is the tough part. Using
resources, knowing our leadership style, and incorporating H.E.A.T.’s ideals, your projects that you make
are your true leadership training.