The Center for Creative Leadership designed Leader Development Roadmap which integrates within itself the logic and content of developing leaders in organizations on the basis of many years of research done by CCL.
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
Making a successful transition from individual contributor to manager nov. ...michellebaker
This presentation was included in the November 2014 professional development session for Ball State University - "Making a Successful Transition from Individual Contributor to Manager"
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
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
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
This ia a slide show I did for a leadership course. If you wish to have a copy to use, I will send you one free, so long as you give me credit when you use it.
How to make a world of difference in a challenging world. It starts with a big enough reason to lead, then a reviewing and reorganising of our mindset, engaging team commitment through effective communications, and inspiring your followers to step up with excitement. It\'s not easy - and yet it\'s worth the effort.
In this webinar delivered for the IIC&M Bettina Pickering explains why coaches are in effect leaders, and leaders should adopt a coaching style.
She covers the
- key qualities that great coaches and leaders have in common
- 3 core coaching/leadership qualities with practical examples drawn from her research of interviewing/surveying 30 coaches globally
- self-leadership and a process to develop each quality further
Making a successful transition from individual contributor to manager nov. ...michellebaker
This presentation was included in the November 2014 professional development session for Ball State University - "Making a Successful Transition from Individual Contributor to Manager"
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
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
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
This ia a slide show I did for a leadership course. If you wish to have a copy to use, I will send you one free, so long as you give me credit when you use it.
How to make a world of difference in a challenging world. It starts with a big enough reason to lead, then a reviewing and reorganising of our mindset, engaging team commitment through effective communications, and inspiring your followers to step up with excitement. It\'s not easy - and yet it\'s worth the effort.
In this webinar delivered for the IIC&M Bettina Pickering explains why coaches are in effect leaders, and leaders should adopt a coaching style.
She covers the
- key qualities that great coaches and leaders have in common
- 3 core coaching/leadership qualities with practical examples drawn from her research of interviewing/surveying 30 coaches globally
- self-leadership and a process to develop each quality further
Want to boost productivity in your business? Retaining your leadership talent can help you make great in manufacturing. This slideshare has advice for recognising, rewarding, investing in, and inspiring your talent.
Certified Learning & Development ManagerRajveer Singh
The learning & development manager of the organization needs to know how to identify the need of the training, plan and organize the process of training that will be most efficient to meet the requirement. Today’s L&D manager faces tough challenges to get buy in, show effectiveness through training metrics.
Business Management Training Course at Zabeel Institute – Dubai | Abu Dhabi | Sharjah
This Business Management Training course is synonymous to the Business Administration course. The dynamic nature of today’s organizations means both rewards and challenges for individuals who will be managing those organizations. This course prepares students with a comprehensive explanation to management principles and practices.
Business Management course provides students with an introduction to contemporary management concepts and skills. It also encourages students to apply these concepts and skills into practice. Through the course, students are expected to improve their understandings of management and skills to manage their study, their work, and personal lives.
For more information on Business Management Training course: http://bit.ly/2OeYjzu
Call: 00971 4 3974905
WhatsApp:- 00971508530428 / 00971504130424 / 00971503068426
Email: mail@zabeelinstitute.ae
Global recruiter summit lander associates presentationLander Consultancy
From quality on-boarding of new talent and focussed growth of high performing management teams, to creating effective development programmes and growing the next vital generation of leaders – how do you formulate a cohesive approach within a sensible budget, across multiple geographic locations with diverse cultures which will not only up skill your entire workforce but help to engage them resulting in improved attraction, retention and overall performance results? Fiona Lander of Lander Associates explains.
Career Development Plans as a Competitive AdvantageDMC, Inc.
By offering employees career opportunities where they can truly reach their potential, both the company and employees win. Frank Riordan shares how his company, DMC, continues to improve its culture, with a focus on providing career advancement opportunities. Frank shares DMC’s Career Development Improvement Plan, which was created with internal committees to address the needs of DMC’s ambitious and creative workforce, including the successes and pitfalls seen in implementing the plan.
How leaders really develop; the keys to implementing an effective and sustaining leadership development process and why experience is the best teacher.
Mark your calendar for 29th & 30th April to meet your industry colleagues at the Talent Management Conference, being held at the Westin Abu Dhabi Golf Resort & Spa. Work with your industry peers from Unilever MENA, Etihad, Department of Economic Development – Government of Dubai, Abu Dhabi Center of Excellence, KPMG, Schlumberger, Shell, PricewaterhouseCoopers, Voltas, Qatar Chemical Company, Alghanim Industries and many more at this high profile forum to unleash the full potential of your employees.
Graduate Leadership and Management Professional Online Training (Picture)Richard Abidemi
A professional certification programme on Graduate Leadership and Management Professional (GLMP) on Employability Skills, Job Readiness and Enterprise Development.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2. 4 COREDEVELOPMENT
PROGRAMS
6 SPECIALIZEDSKILL
DEVELOPMENTPROGRAMS
8 LEADERSHIPCOACHING
10 LEADERSHIPASSESSMENTS
12 CUSTOMIZEDSERVICES
14 LEADERDEVELOPMENT
H
L
ROADMAPDEFINED
G D
Q O
B R J
C
A
P I
N
K S
T E
M
F
CCL®isanchoredbyfivecampuses CCLprogramsareofferedaroundtheglobe—atits
inNorthAmerica,EuropeandAsia: fivecorecampusesandattheseadditionallocations:
A San Diego, California, USA F Mt. Eliza, Victoria, Australia N Dubai, UAE
B Colorado Springs, Colorado, USA G Ontario, Canada O Hartford, Connecticut, USA
C Greensboro, North Carolina, USA H Copenhagen, Denmark P St. Petersburg, Florida, USA
D Brussels, Belgium I Cairo, Egypt Q Peoria, Illinois, USA
E Singapore J Minato-Ku, Tokyo, Japan R College Park, Maryland, USA
K Mexico City, Mexico S Pune, India
L Moscow, Russia T Addis Ababa, Africa
M Bellville, South Africa
3. The Center for Creative Leadership’s
LeaderDevelopmentRoadmap
accelerates your strategy and business
results by unlocking leadership potential.
5. Howtousethisguide
The Leader Development Roadmap connects the challenges leaders face
every day with the essential skills they need to be successful. We’ve created
a flexible suite of development resources targeted to five levels of leaders:
LEADINGSELF:Individual contributors, professional staff and emerging leaders
LEADINGOTHERS:Leaders of individual contributors
LEADINGMANAGERS:Leaders of managers and/or senior professional staff
LEADINGTHEFUNCTION:Leaders of functions or divisions
LEADINGTHEORGANIZATION:Leaders of the enterprise
Browse the following pages to see the array of programs, coaching,
assessments and other resources for each level. Take a closer look at
the challenges and the focus areas for development on page 15.
For assistance in finding the right resources for you or your organization,
please visit www.ccl.org or contact your local regional headquarters:
CCL-Americas +1 336 545 2810
CCL-Europe,MiddleEast,Africa +32 (0)2 679 0910
CCL-Asia-Pacific +65 6854 6000
6. “ heCenterisknowngloballyasthe
T
goldstandardinleadershipdevelopment
forexecutives,sotheseniorleaderswe
approachknowtheywillbeparticipating
inaqualityinitiative.”
Nancy Coffee – President and CEO, The Leadership Academy FUNDAMENTAL
FOURLEADER
COMPETENCIES:
• Self Awareness
• Learning Agility
• Influence
• Communication
4 COREDEVELOPMENTPROGRAMS
CCLcoreleadershipprogramsbuildthemostcriticalskillsforsuccessateachlevelof
leadership.TheyaregroundedinCCL’s“Fundamental Four”leaderskills,drivenby
essentialoutcomesandfocusedonkeyrequirementsforsuccessateachlevel.
CCL’sprogramsaredeeplypersonalandcustomizedtoeachlearner.CCL’sprovenmodelof
developmentintegratesAssessment, Challenge andSupport,helpingleadersinternalize
essentiallessonsandcreateactionplansforimprovement.
AlumniconsistentlyrankCCLprogramsamongthetopintheworldinsurveysconducted
bytheFinancial TimesandBusinessWeek.Exploreeachprogramtofindoutwhy.
7. LEADING LEADING LEADING LEADINGTHE LEADINGTHE
SELF OTHERS MANAGERS FUNCTION ORGANIZATION
Leadership Maximizing Leadership Leadingfor Leadershipat
Fundamentals YourLeadership Development Organizational thePeak
Potential Program Impact:The
Looking Glass
Experience
Introduces the fundamentals Prepares first-time managers Builds the leadership skills Enhances the ability to lead Maximizes personal leadership
of effective leadership for to achieve lasting results and confidence needed to strategically while balancing power to accelerate the
greater success, faster. through people. translate strategy into effective short and long-term organization’s commitment,
action on the front line. perspectives. alignment and results.
www.ccl.org/lf www.ccl.org/mlp www.ccl.org/ldp www.ccl.org/loi www.ccl.org/lap
CoreDevelopmentPrograms
9. LEADING LEADING LEADING LEADINGTHE LEADINGTHE
SELF OTHERS MANAGERS FUNCTION ORGANIZATION
DevelopingtheStrategicLeader
Focuses strategic thinking, acting and influencing skills
to more effectively lead strategy execution
LeadingTeamsforImpact
Strengthens ability to manage and lead teams to
experience the power of collective effort
TheWomen’sLeadershipProgram
Provides understanding and development in a wide range
of issues affecting professional women in organizations
InnovationLeadership
Builds a culture that fosters creativity, cultivates
learning, and accelerates growth
CoachingforHumanResourcesProfessionals
Strengthens coaching skills and shares best practices in coaching
LeadershipDevelopmentforHRProfessionals
Increases leadership capacity to strengthen HR partnerships with senior management
CoachingforGreaterEffectiveness
Develops skills in coaching others to increase productivity and improve performance
AssessmentCertificationWorkshop
Become certified to administer CCL’s powerful suite of 360-degree assessments
SpecializedSkillDevelopmentPrograms
10. CCLCOACHING
SERVICESPROVIDE:
• High quality assessments
• A commitment to proven leadership
development methods
• Rigorously trained coaches
• A confidential, safe environment
for growing as a leader
8 LEADERSHIPCOACHING
Steepedinmorethanfourdecadesofresearchandpracticalknow-how,CCL’scoaching
helpsleadersmasternewattitudesandbehaviorsthatdrivebusinessresults.
Ourleadershipcoachingsolutionscanmakeadifferenceatalllevelsoftheorganization,
fromafirst-timemanagertotheCEO.Ourcoachesalsoworkwithgroupsandteamsto
facilitatelearningandpushforimprovedperformance.
11. LEADING LEADING LEADING LEADINGTHE LEADINGTHE
SELF OTHERS MANAGERS FUNCTION ORGANIZATION
CoachingSkillsWorkshops APEX
Customized coaching-skill program within organizations In-depth, C-level
leadership coaching
CoachingforGreaterEffectiveness
Public program that develops skills in coaching others to
increase productivity and improve performance
SeniorLeadership
TeamCoaching
Executive coaches uncover
CoachingforHumanResourceProfessionals hidden challenges and
Public program that strengthens coaching skills and shares best practices in coaching drive team results
ExecutiveCoaching
Drives results with one-on-one, customized leadership development
TransitionCoaching
Helps individual leaders prepare for or excel at career transitions
TeamandGroupCoaching
Allows teams to work together and create shared understanding to increase effectiveness
ProgrammaticFollow-onCoaching
Maintain momentum after a development program with goal-achievement coaching
LeadershipCoaching
13. LEADING LEADING LEADING LEADINGTHE LEADINGTHE
SELF OTHERS MANAGERS FUNCTION ORGANIZATION
KEYStoCreativityandInnovation
Organizational Assessment: Assess organizational climate for creativity and innovation by measuring specific management practices
LeadershipGapIndicator
Organizational Assessment: Identify and address critical skill gaps in organizational leadership
JobChallengeProfile
Self Assessment: Use job assignments to develop skills
LearningTacticsInventory
Self Assessment: Profile preferred learning behaviors and ExecutiveDimensions®
develop individual learning plans 360-Degree Assessment: Address top level leadership issues
Benchmarks®
360-Degree Assessment: Measure 16 skills and perspectives critical for success and five possible career derailers
SKILLSCOPE®
360-Degree Assessment: Assess 15 key job-related skills essential for managerial success
Prospector®
360-Degree Assessment: Gain feedback on the skills most often found in
successful executives and the behaviors needed to acquire those skills
360ByDesign®
360-Degree Assessment: Customizable development tool measuring key leadership skills and behaviors identified by an organization
AssessmentCertificationWorkshop
Become certified to administer CCL’s powerful suite of 360-degree assessments
Assessments
15. LEADING LEADING LEADING LEADINGTHE LEADINGTHE
SELF OTHERS MANAGERS FUNCTION ORGANIZATION
1 DISCOVERyourbusinesschallenge.
Examine the internal and external business drivers of the problem.
2 DIAGNOSEyourleadershipneed.
Connect your business challenge with the underlying leadership issues.
3 DESIGNyourcustomizedsolution.
Draw the blueprint to your leadership solution.
4 DEVELOPtheinitiative.
Build your customized leadership solution to your specifications.
5 DELIVERyoursolution.
Exceed your expectations.
6 DISCERNtheimpact.
Demonstrate the real results you can deliver back to your organization.
CCL’sCustomDesignProcess
17. LEADING LEADING LEADING LEADINGTHE LEADINGTHE
SELF OTHERS MANAGERS FUNCTION ORGANIZATION
Challenges Challenges Challenges Challenges Challenges
• Prepare for management • Transition from • Integrate cross - • Set vision and build toward • Set organizational
or leadership role individual performer to functional perspectives the future direction
• Build common leadership leading a team in decisions • Balance trade-offs • Foster alignments across
language in organization • Build relationships to • Handle complexity between the short the organization
• Increase personal get work done • Manage politics and long-term • Gain commitment for
effectiveness and • Deal effectively with • Align organization for performance
• Sell ideas to senior
performance conflict strategy implementation
leaders • Refine and build strong
• Solve problems • Select lead managers executive persona
successfully
for high performance
FundamentalFourLeaderCompetencies:Selfawareness,learningagility,influence,communication
Competencies Competencies Competencies Competencies Competencies
• Establishing credibility • Coaching • Thinking acting • Being visionary • Creating
• Leading with purpose developing others systemically • Driving results articulating vision
• Delivering results • Leading team • Managing organizational • Strategic thinking • Creating strategic
achievement complexity acting alignment
• Doing whatever it takes
• Building maintaining • Negotiating adeptly • Creating engagement • Developing a
• Interpersonal savvy relationships leadership and talent
• Selecting developing • Identifying innovation
• Embracing flexibility • Resolving conflict others strategy aligned with
opportunities for new business strategy
• Tolerating ambiguity • Learning to delegate • Taking risks businesses
• Leading the culture
• Understanding one’s own • Confronting problem • Implementing change • Working across
values and culture employees boundaries • Executive image
• Managing globally
• Innovative problem dispersed teams • Leading globally • Creating a culture of
solving innovation
• Embracing change • Catalyzing change
• Adapting to Cultural • Leading outwardly
Differences
ChallengesCompetencies