The document discusses the S-curve, which represents natural growth and market penetration over time. The S-curve formula is presented, along with examples of how global internet hosts, Facebook users, tweets per second, and Kickstarter projects have all followed S-curve growth patterns to reach 50% market penetration within different time periods. It is noted that predictive values based on the S-curve are only indicative, as a single new data point can change predictions dramatically and that greater data is needed for more accurate forecasts.
This document discusses different levels of leadership and how leaders can develop themselves and their teams. It begins by outlining John Maxwell's five levels of leadership: position, permission, production, people development, and pinnacle. The levels involve developing relationships, nurturing followers, reproducing leadership qualities in others, and creating a culture of loyalty. The document provides questions for leaders to examine their own practices and growth plans, such as how they keep their position, nurture relationships, and promote their company's vision. The overall message is that effective leadership involves consistently developing oneself and others to reach higher levels of success.
The document provides an overview of the key building blocks needed for business growth in 5 minutes through 20 slides. It discusses that having a great product is not enough to sustain long-term growth and that ongoing growth is needed to remain competitive. It then outlines 8 key blocks for growing a business, including having the right value proposition, targeting the correct market, strong customer relationships, an effective business model, strategic alliances, high-performing management, an involved board, and a viable capital strategy. It emphasizes that businesses need to continuously evaluate and improve all areas to sustain long-term growth.
The document provides an analysis of adding new product lines to RK Industrial Corporation's offerings. It estimates that adding Ducati and BMW models would increase annual profits by $49,791. However, adding these product lines may exceed the company's $500,000 line of credit. The best option within the credit limit would be to add Ducati, with estimated additional annual profit of $49,781. The document also analyzes costs and efficiencies in the company's service department, identifying opportunities to reduce diagnostic problems, counter idle time, and vehicle storage costs.
Leadership During Crisis- Workshop Given at Antwerp Management School- February 2016
Summary & goals
We chose this topic because the leadership during crisis aims at tackling issues that happen in our everyday life whether it be in personal, departmental or group/ team level but also on a company and global economic scale. Without good leadership during these tough times, a department/company or country can fail to find the best solutions. A good leader during crisis needs to keep the team spirit high, motivation going and clear vision. We aim at having a group activity with a simulation game to make the teams aware of and access leadership performance during crisis.
Our goal of the workshop is to make the students aware of how to react as a leader during different types of crisis moments, further more we want to give them an overview of some practical tips about how to use these characteristics and behavioral aspects in a real life situation.
Outline of the workshop
1. Brainstorming
2. Activity: Lead Your Team in the Darkest Hour
3. Experiences & Theories (Readings/ Articles)
4. Attributes of Leaders During Crisis
5. Case study: Ducati
6. Closing
Sources:
Hamblin, R. L. (1958). Leadership and crises. Sociometry, 21(4), 322-335.
James, E. H., & Wooten, L. P. (2005). Leadership as (Un) usual:: How to Display Competence in Times of Crisis. Organizational Dynamics, 34(2), 141-152.
Heifetz, R., Grashow, A., & Linsky, M. (2009). Leadership in a (permanent) crisis. Harvard Business Review, 87(7/8), 62-69.
Grant, J. M., & Mack, D. A. (2004). Preparing for the Battle:: Healthy Leadership during Organizational Crisis. Organizational Dynamics, 33(4), 409-425.
Hunt, J. G., Boal, K. B., & Dodge, G. E. (1999). The effects of visionary and crisis-responsive charisma on followers: An experimental examination of two kinds of charismatic leadership. The Leadership Quarterly, 10(3), 423-448.
Spreitzer, G. M., Restoring Hope During Trying Times. Ross School of Business. Visited on the 2nd of February via http://www.bus.umich.edu/facultyresearch/research/TryingTimes/Hope.htm.
Rowe, P. Great Crisis Leaders:10 Key Characteristics. CRISIS MANAGER UNIVERSITY, visited on the 10th of February 2016, via http://www.bernsteincrisismanagement.com/newsletter/crisis-manager-081124.html
Gavetti., G. (2002). Havard Business Case: Ducati. Havard Business School.
The document discusses the S-curve, which represents natural growth and market penetration over time. The S-curve formula is presented, along with examples of how global internet hosts, Facebook users, tweets per second, and Kickstarter projects have all followed S-curve growth patterns to reach 50% market penetration within different time periods. It is noted that predictive values based on the S-curve are only indicative, as a single new data point can change predictions dramatically and that greater data is needed for more accurate forecasts.
This document discusses different levels of leadership and how leaders can develop themselves and their teams. It begins by outlining John Maxwell's five levels of leadership: position, permission, production, people development, and pinnacle. The levels involve developing relationships, nurturing followers, reproducing leadership qualities in others, and creating a culture of loyalty. The document provides questions for leaders to examine their own practices and growth plans, such as how they keep their position, nurture relationships, and promote their company's vision. The overall message is that effective leadership involves consistently developing oneself and others to reach higher levels of success.
The document provides an overview of the key building blocks needed for business growth in 5 minutes through 20 slides. It discusses that having a great product is not enough to sustain long-term growth and that ongoing growth is needed to remain competitive. It then outlines 8 key blocks for growing a business, including having the right value proposition, targeting the correct market, strong customer relationships, an effective business model, strategic alliances, high-performing management, an involved board, and a viable capital strategy. It emphasizes that businesses need to continuously evaluate and improve all areas to sustain long-term growth.
The document provides an analysis of adding new product lines to RK Industrial Corporation's offerings. It estimates that adding Ducati and BMW models would increase annual profits by $49,791. However, adding these product lines may exceed the company's $500,000 line of credit. The best option within the credit limit would be to add Ducati, with estimated additional annual profit of $49,781. The document also analyzes costs and efficiencies in the company's service department, identifying opportunities to reduce diagnostic problems, counter idle time, and vehicle storage costs.
Leadership During Crisis- Workshop Given at Antwerp Management School- February 2016
Summary & goals
We chose this topic because the leadership during crisis aims at tackling issues that happen in our everyday life whether it be in personal, departmental or group/ team level but also on a company and global economic scale. Without good leadership during these tough times, a department/company or country can fail to find the best solutions. A good leader during crisis needs to keep the team spirit high, motivation going and clear vision. We aim at having a group activity with a simulation game to make the teams aware of and access leadership performance during crisis.
Our goal of the workshop is to make the students aware of how to react as a leader during different types of crisis moments, further more we want to give them an overview of some practical tips about how to use these characteristics and behavioral aspects in a real life situation.
Outline of the workshop
1. Brainstorming
2. Activity: Lead Your Team in the Darkest Hour
3. Experiences & Theories (Readings/ Articles)
4. Attributes of Leaders During Crisis
5. Case study: Ducati
6. Closing
Sources:
Hamblin, R. L. (1958). Leadership and crises. Sociometry, 21(4), 322-335.
James, E. H., & Wooten, L. P. (2005). Leadership as (Un) usual:: How to Display Competence in Times of Crisis. Organizational Dynamics, 34(2), 141-152.
Heifetz, R., Grashow, A., & Linsky, M. (2009). Leadership in a (permanent) crisis. Harvard Business Review, 87(7/8), 62-69.
Grant, J. M., & Mack, D. A. (2004). Preparing for the Battle:: Healthy Leadership during Organizational Crisis. Organizational Dynamics, 33(4), 409-425.
Hunt, J. G., Boal, K. B., & Dodge, G. E. (1999). The effects of visionary and crisis-responsive charisma on followers: An experimental examination of two kinds of charismatic leadership. The Leadership Quarterly, 10(3), 423-448.
Spreitzer, G. M., Restoring Hope During Trying Times. Ross School of Business. Visited on the 2nd of February via http://www.bus.umich.edu/facultyresearch/research/TryingTimes/Hope.htm.
Rowe, P. Great Crisis Leaders:10 Key Characteristics. CRISIS MANAGER UNIVERSITY, visited on the 10th of February 2016, via http://www.bernsteincrisismanagement.com/newsletter/crisis-manager-081124.html
Gavetti., G. (2002). Havard Business Case: Ducati. Havard Business School.
This document discusses the organizational life cycle model, outlining its typical phases: birth/start-up, growth, maturity, decline, and death. It provides details on the characteristics of each phase, including typical leadership styles, organizational structures, cultures, and challenges faced. Reasons for organizational decline are also examined, such as competition, lack of customers, obsolete technology, economic factors, and organizational atrophy. Models of the life cycle and decline process from Greiner and Weitzel and Jonsson are depicted through diagrams.
CHANGE CYCLE-Organizational change and developmentAZEEM M
There are 6 stages in the change cycle: 1) Loss, where people feel fear and paralysis; 2) Doubt, where people feel resentment and resist change; 3) Discomfort, where people feel anxious and unproductive; 4) Discovery, where people feel anticipation and creativity; 5) Understanding, where people feel confidence and become productive; 6) Integration, where change is fully adopted and people feel satisfaction.
Resistance to organizational change manimegalai.s pondicherry universityManimegalai S
This document discusses resistance to organizational change. It begins by defining resistance as a natural human response to change initiated by others. It then outlines the five phases of the life cycle of change and discusses the nature and factors contributing to resistance, including rational factors like differing opinions on the merits of change, and non-rational factors like political influences. The document also discusses how to recognize and reduce resistance by improving education and communication, increasing participation, supporting adjustment, negotiating agreements, and using coercive tactics if needed to implement important changes.
The document discusses the life cycle of a church and the different levels of change a church may experience as it progresses through stages of birth, growth, maturity, decline and death. It identifies the stages as infancy, childhood, adolescence, adulthood and retirement. Churches may require redefinition, redevelopment or rebirth to transition between stages, with each level requiring more radical change. The skills and leadership qualities needed from clergy also change depending on the church's current stage in the life cycle.
Ford Motor Company didirikan pada 1903 dan berkembang menjadi produsen mobil terbesar kelima di dunia. Perusahaan ini memperkenalkan metode produksi massal dan manajemen buruh skala besar. Namun, pada abad ke-21 Ford mengalami penurunan karena kenaikan biaya pensiun, harga minyak, dan persaingan dari mobil Jepang sehingga harus melakukan restrukturisasi besar-besaran.
Ch13 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses how innovation, intrapreneurship, and creativity are related. It describes the different types of innovation and technological change. It also outlines the steps involved in managing the innovation process, including using cross-functional teams, quantitative modeling like PERT/CPM charts, and stage-gate development funnels. The role of information technology in fostering innovation through information efficiencies and synergies is also covered.
1) CSC started in 1959 with a modest capital and focused on providing software to hardware vendors like IBM. It grew rapidly and became the largest IT services firm in the US by 1965.
2) In the 1970s, CSC expanded globally to Europe and Asia due to saturated markets in the US. However, increased competition in the 1990s led to declining revenues.
3) CSC revived its business in the 2000s by expanding operations in India and China to reduce costs. It reorganized into business verticals to improve performance. The company continues its revival efforts against competitors.
GI Net 7 - Global mind, local act: The art of change leadershipHora Tjitra
Best practices on change leadership on Indonesian context, based on interview with 20+ Indonesian C - level executives. Materials presented during the 7th GI Net: on December 18, 2012, by Dr. Hana Panggabean
The document provides an overview of the Software Development Life Cycle (SDLC) including its various stages and models. The key points are:
1. SDLC is a process that consists of planning, analysis, design, implementation, testing, deployment, and maintenance phases to develop and maintain software.
2. The stages include planning, requirements analysis, design, development, testing, deployment, and maintenance.
3. Common models include waterfall, iterative, spiral, V-model, and agile. Waterfall is the earliest and most basic sequential model while iterative and agile are more flexible to changing requirements.
The document discusses the life cycle of organizations, including maturity, decline, and death. It describes the typical stages of organizational maturity, from level 1 where success depends on individual relationships to level 5 where teamwork exists across the organization and continuous process improvement is undertaken. Key factors that can contribute to organizational decline are discussed, such as age, size, financial success, ownership structure, and inability to adapt to environmental changes. The stages of decline decrease an organization's ability to attract resources until eventual dissolution and death occur. Managers are advised to analyze their environment, structure, and sources of inertia to prevent decline.
The document discusses leading organizational change through transformation at PT Pos Indonesia. It describes how PT Pos Indonesia transformed from a slow, unprofitable organization to a profitable and innovative company through strategic initiatives. These included establishing a sense of urgency for change, developing a new vision and strategies, empowering employees, generating short-term wins, and institutionalizing changes into the organizational culture. Key changes involved transforming the corporate culture, ICT infrastructure, financial performance, business lines, and leadership approach to drive organizational change. The transformation helped PT Pos Indonesia achieve consistent profits and pursue new growth opportunities.
Just like any being an organisation goes through different phases in its evolution. This Friday we are going to take a closer look at these stages: pioneering, differentiating, integrating and associating as Lievegoed / Glasl identify them. Using the evolutionary theory of these and other scientists as background, the changes a company goes through are explained.
Working in a start-up or being closely in contact with young, developing companies, we can observe changes everyday. But how do all these changes happen? With this presentation I hope to give you a tool to analyze the current life stadium of your organisation and to anticipate next phases.
Organizational change is about reviewing and modifying management structures and business processes in response to internal and external forces. The document discusses several models and strategies for managing organizational change including Leavitt's model of change involving tasks, technology, structure and people. It also discusses different triggers for change including performance issues, new leadership, increased competition and technological developments. Key challenges for implementing change include communicating vision, following new practices, and balancing individual, functional and company needs during change.
Using the Five Ps to Drive Organizational Change: Define Organizational Cultu...Sheila Margolis
Is everyone in the organization practicing the principles critical to your organization’s success? In this competitive landscape, organizations cannot afford deficiencies in execution. Discover a way to focus, unify and align everyone in the organization around a few vital core principles. Simplify how you approach organizational change. Use the Five Ps so that your organization makes needed change, delivers on its promises and excels.
GO TO https://sheilamargolis.com to learn more about Core Culture and the Five Ps.
20 Effective Ways to Involve and Support Employees During Organizational Change Catherine Adenle
Organizations that are change ready involve and support their employees during organizational change. They are those that plan and have a formal, systematic process for change. They build this into the culture of their organization.
Usually, they have clear leadership who engages employees and other stakeholders to develop a clear vision of desired change outcomes and ensure that an integrated communication, solid change management strategy, as well as strong employee involvement and motivation have the most influence in the overall success of the organization's change.
In addition, such organizations have an awareness of change and the acceptance that change, be it minor, continuous or major is constant. Not only that, they thrive in a community needed for change and they have the teams, resources and capacities to successfully implement and embed change in a seamless manner.
Such organizations have:
• A dedicated and trained change management team and mid-managers with strong ability to execute a change roadmap while engage employees through communication and actions...
This course describes the three phases of organizational development/evolution (pioneering phase, differentiation phase, and integration phase) developed by Bernard Lievegoed in 1969 and expanded by the fourth associative phase by Friedrich Glasl in 1993 accompanied by Beyond-Budgeting-Organizations that reached the integration phase or the associative phase either by transformation or sustaining the alternative model since the pioneering phase. Required knowledge is a basic understanding of the Beyond-Budgeting-Model, knowledge of Theory X and Theory Y from Douglas McGregor and basic knowledge of open innovation and crowdsourcing/collective intelligence.
Change Leadership Leading Significant ChangeTony Warner
This document discusses strategic change leadership. It provides several key points about the role of a strategic change leader:
1. A strategic change leader recruits people who are passionate about the vision, breathes life into the vision, models positive behaviors, and challenges others in an intellectually stimulating way.
2. They don't interfere with the change process but have the courage to let it happen. They discover talents within the organization and build an environment that fosters creativity and a sense of ownership.
3. Strategic leadership is the ability to anticipate needs for change, envision possibilities, maintain flexibility and empower others to create strategic change through substance and process. This involves determining organizational purpose and vision, exploiting core competencies
This document discusses the organizational life cycle model, outlining its typical phases: birth/start-up, growth, maturity, decline, and death. It provides details on the characteristics of each phase, including typical leadership styles, organizational structures, cultures, and challenges faced. Reasons for organizational decline are also examined, such as competition, lack of customers, obsolete technology, economic factors, and organizational atrophy. Models of the life cycle and decline process from Greiner and Weitzel and Jonsson are depicted through diagrams.
CHANGE CYCLE-Organizational change and developmentAZEEM M
There are 6 stages in the change cycle: 1) Loss, where people feel fear and paralysis; 2) Doubt, where people feel resentment and resist change; 3) Discomfort, where people feel anxious and unproductive; 4) Discovery, where people feel anticipation and creativity; 5) Understanding, where people feel confidence and become productive; 6) Integration, where change is fully adopted and people feel satisfaction.
Resistance to organizational change manimegalai.s pondicherry universityManimegalai S
This document discusses resistance to organizational change. It begins by defining resistance as a natural human response to change initiated by others. It then outlines the five phases of the life cycle of change and discusses the nature and factors contributing to resistance, including rational factors like differing opinions on the merits of change, and non-rational factors like political influences. The document also discusses how to recognize and reduce resistance by improving education and communication, increasing participation, supporting adjustment, negotiating agreements, and using coercive tactics if needed to implement important changes.
The document discusses the life cycle of a church and the different levels of change a church may experience as it progresses through stages of birth, growth, maturity, decline and death. It identifies the stages as infancy, childhood, adolescence, adulthood and retirement. Churches may require redefinition, redevelopment or rebirth to transition between stages, with each level requiring more radical change. The skills and leadership qualities needed from clergy also change depending on the church's current stage in the life cycle.
Ford Motor Company didirikan pada 1903 dan berkembang menjadi produsen mobil terbesar kelima di dunia. Perusahaan ini memperkenalkan metode produksi massal dan manajemen buruh skala besar. Namun, pada abad ke-21 Ford mengalami penurunan karena kenaikan biaya pensiun, harga minyak, dan persaingan dari mobil Jepang sehingga harus melakukan restrukturisasi besar-besaran.
Ch13 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses how innovation, intrapreneurship, and creativity are related. It describes the different types of innovation and technological change. It also outlines the steps involved in managing the innovation process, including using cross-functional teams, quantitative modeling like PERT/CPM charts, and stage-gate development funnels. The role of information technology in fostering innovation through information efficiencies and synergies is also covered.
1) CSC started in 1959 with a modest capital and focused on providing software to hardware vendors like IBM. It grew rapidly and became the largest IT services firm in the US by 1965.
2) In the 1970s, CSC expanded globally to Europe and Asia due to saturated markets in the US. However, increased competition in the 1990s led to declining revenues.
3) CSC revived its business in the 2000s by expanding operations in India and China to reduce costs. It reorganized into business verticals to improve performance. The company continues its revival efforts against competitors.
GI Net 7 - Global mind, local act: The art of change leadershipHora Tjitra
Best practices on change leadership on Indonesian context, based on interview with 20+ Indonesian C - level executives. Materials presented during the 7th GI Net: on December 18, 2012, by Dr. Hana Panggabean
The document provides an overview of the Software Development Life Cycle (SDLC) including its various stages and models. The key points are:
1. SDLC is a process that consists of planning, analysis, design, implementation, testing, deployment, and maintenance phases to develop and maintain software.
2. The stages include planning, requirements analysis, design, development, testing, deployment, and maintenance.
3. Common models include waterfall, iterative, spiral, V-model, and agile. Waterfall is the earliest and most basic sequential model while iterative and agile are more flexible to changing requirements.
The document discusses the life cycle of organizations, including maturity, decline, and death. It describes the typical stages of organizational maturity, from level 1 where success depends on individual relationships to level 5 where teamwork exists across the organization and continuous process improvement is undertaken. Key factors that can contribute to organizational decline are discussed, such as age, size, financial success, ownership structure, and inability to adapt to environmental changes. The stages of decline decrease an organization's ability to attract resources until eventual dissolution and death occur. Managers are advised to analyze their environment, structure, and sources of inertia to prevent decline.
The document discusses leading organizational change through transformation at PT Pos Indonesia. It describes how PT Pos Indonesia transformed from a slow, unprofitable organization to a profitable and innovative company through strategic initiatives. These included establishing a sense of urgency for change, developing a new vision and strategies, empowering employees, generating short-term wins, and institutionalizing changes into the organizational culture. Key changes involved transforming the corporate culture, ICT infrastructure, financial performance, business lines, and leadership approach to drive organizational change. The transformation helped PT Pos Indonesia achieve consistent profits and pursue new growth opportunities.
Just like any being an organisation goes through different phases in its evolution. This Friday we are going to take a closer look at these stages: pioneering, differentiating, integrating and associating as Lievegoed / Glasl identify them. Using the evolutionary theory of these and other scientists as background, the changes a company goes through are explained.
Working in a start-up or being closely in contact with young, developing companies, we can observe changes everyday. But how do all these changes happen? With this presentation I hope to give you a tool to analyze the current life stadium of your organisation and to anticipate next phases.
Organizational change is about reviewing and modifying management structures and business processes in response to internal and external forces. The document discusses several models and strategies for managing organizational change including Leavitt's model of change involving tasks, technology, structure and people. It also discusses different triggers for change including performance issues, new leadership, increased competition and technological developments. Key challenges for implementing change include communicating vision, following new practices, and balancing individual, functional and company needs during change.
Using the Five Ps to Drive Organizational Change: Define Organizational Cultu...Sheila Margolis
Is everyone in the organization practicing the principles critical to your organization’s success? In this competitive landscape, organizations cannot afford deficiencies in execution. Discover a way to focus, unify and align everyone in the organization around a few vital core principles. Simplify how you approach organizational change. Use the Five Ps so that your organization makes needed change, delivers on its promises and excels.
GO TO https://sheilamargolis.com to learn more about Core Culture and the Five Ps.
20 Effective Ways to Involve and Support Employees During Organizational Change Catherine Adenle
Organizations that are change ready involve and support their employees during organizational change. They are those that plan and have a formal, systematic process for change. They build this into the culture of their organization.
Usually, they have clear leadership who engages employees and other stakeholders to develop a clear vision of desired change outcomes and ensure that an integrated communication, solid change management strategy, as well as strong employee involvement and motivation have the most influence in the overall success of the organization's change.
In addition, such organizations have an awareness of change and the acceptance that change, be it minor, continuous or major is constant. Not only that, they thrive in a community needed for change and they have the teams, resources and capacities to successfully implement and embed change in a seamless manner.
Such organizations have:
• A dedicated and trained change management team and mid-managers with strong ability to execute a change roadmap while engage employees through communication and actions...
This course describes the three phases of organizational development/evolution (pioneering phase, differentiation phase, and integration phase) developed by Bernard Lievegoed in 1969 and expanded by the fourth associative phase by Friedrich Glasl in 1993 accompanied by Beyond-Budgeting-Organizations that reached the integration phase or the associative phase either by transformation or sustaining the alternative model since the pioneering phase. Required knowledge is a basic understanding of the Beyond-Budgeting-Model, knowledge of Theory X and Theory Y from Douglas McGregor and basic knowledge of open innovation and crowdsourcing/collective intelligence.
Change Leadership Leading Significant ChangeTony Warner
This document discusses strategic change leadership. It provides several key points about the role of a strategic change leader:
1. A strategic change leader recruits people who are passionate about the vision, breathes life into the vision, models positive behaviors, and challenges others in an intellectually stimulating way.
2. They don't interfere with the change process but have the courage to let it happen. They discover talents within the organization and build an environment that fosters creativity and a sense of ownership.
3. Strategic leadership is the ability to anticipate needs for change, envision possibilities, maintain flexibility and empower others to create strategic change through substance and process. This involves determining organizational purpose and vision, exploiting core competencies
Leadership During Times Of Change #1 Motivators & Values Ko
1. A personal discovery journey through the maze of leadership motivators and values Leadership During Times of Change – Volume 1 Go to How to Navigate this Show ? Or Live dangerously … wing it!
2.
3.
4.
5. … Leadership Motivators Set Direction: I am interested in influencing or setting the direction of the organization. I like big picture thinking and want to be in a position to influence where we are going. Leadership roles promote my ability to engage this interest. Service to Others: I choose to lead because I want to create a better organization for my colleagues and other associates in the organization. I believe also that what we do can have a positive impact on society and social issues and I want the opportunity to lead these endeavours. It seems natural: Leadership seems natural to me. More often than not, I wind up in a leadership role. Others often defer to me as the leader. When I volunteer to lead others are usually willing to allow me the role.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15. Set Direction: I am interested in influencing or setting the direction of the organization. I like big picture thinking and want to be in a position to influence where we are going. Leadership roles promote my ability to engage this interest. Service to Others: I choose to lead because I want to create a better organization for my colleagues and other associates in the organization. I believe also that what we do can have a positive impact on society and social issues and I want the opportunity to lead these endeavours. It seems natural: Leadership seems natural to me. More often than not, I wind up in a leadership role. Others often defer to me as the leader. When I volunteer to lead others are usually willing to allow me the role. … Leadership Motivators
16.
17.
18.
19.
20.
21.
22.
23. Set Direction: I am interested in influencing or setting the direction of the organization. I like big picture thinking and want to be in a position to influence where we are going. Leadership roles promote my ability to engage this interest. Service to Others: I choose to lead because I want to create a better organization for my colleagues and other associates in the organization. I believe also that what we do can have a positive impact on society and social issues and I want the opportunity to lead these endeavors. It seems natural: Leadership seems natural to me. More often than not, I wind up in a leadership role. Others often defer to me as the leader. When I volunteer to lead others are usually willing to allow me the role. … Leadership Motivators
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35. Set Direction: I am interested in influencing or setting the direction of the organization. I like big picture thinking and want to be in a position to influence where we are going. Leadership roles promote my ability to engage this interest. Service to Others: I choose to lead because I want to create a better organization for my colleagues and other associates in the organization. I believe also that what we do can have a positive impact on society and social issues and I want the opportunity to lead these endeavors. … when does Leadership seem natural … to me? .. What does leadership look like in times of change? … hmmm … more importantly, …
42. Series of slides showing staff setting up for citizenship ceremonies and promotion booths at trade shows and events “… intro music … now the seats are all empty … pack it up and tear it down … they’ll set it up in another town …
43. “… Tonight the people were so fine … they waited there in line …”
44. “… And when they got up on their feet they made the show …”
45.
46. “… Cuz when it comes to movin’ me, you know you guys are the champs … just make sure you’ve got it all set to go before you come for my piano …”
47. slides depicting staff travelling on buses to MM & EX Conf’s.) “… But the band's on the bus, and they’re ready to go … we’ve gotta drive all night …”
59. “… but the only time that seems too short is the time that we get to play …”
60. Series of slides depicting CIC staff from all walks of life: overseas, inland offices, RHQs, NHQ Branches “… People you've got the power over what we do …”
61. “… Cuz when that mornin’ sun comes beatin’ down, you’re gonna wake up in your town …” CIC, NHQ Jean Edmonds Towers Slater & Laurier Streets Ottawa, Canada
62. “… but we’ll be scheduled to appear a thousand miles away …”
63. Series of slides depicting variety of multi-disciplinary teams at CIC: eg. GCMS, GTEC Award Ceremonies … “… People stay just a little bit longer …we wanna play just a little bit longer …”
82. Prepared by: Kathleen O’Connor December 17, 2006 (updated March 29, 2009) Leadership During Times of Change A personal discovery journey through the maze of leadership motivators and values … besides,
Editor's Notes
Stay Load Out Now the seats are all empty Let the roadies take the stage Pack it up and tear it down They're the first to come and last to leave Working for that minimum wage They'll set it up in another town
Tonight the people were so fine They waited there in line And when they got up on their feet they made the show And that was sweet-- But I can hear the sound Of slamming doors and folding chairs And that's a sound they'll never know Now roll them cases out and lift them amps Haul them trusses down and get'em up them ramps 'Cause when it comes to moving me You guys are the champs But when that last guitar's been packed away You know that I still want to play So just make sure you got it all set to go Before you come for my piano
But the band's on the bus And they're waiting to go We've got to drive all night and do a show in Chicago or Detroit, I don't know We do so many shows in a row And these towns all look the same We just pass the time in our hotel rooms And wander 'round backstage Till those lights come up and we hear that crowd
And we remember why we came
Now we got country and western on the bus R and B, we got disco in eight tracks and cassettes in stereo We've got rural scenes & magazines We've got truckers on the CB We've got Richard Pryor on the video
We got time to think of the ones we love While the miles roll away But the only time that seems too short Is the time that we get to play
People you've got the power over what we do You can sit there and wait Or you can pull us through Come along, sing the song You know you can't go wrong 'Cause when that morning sun comes beating down You're going to wake up in your town But we'll be scheduled to appear A thousand miles away from here
People you've got the power over what we do You can sit there and wait Or you can pull us through Come along, sing the song You know you can't go wrong 'Cause when that morning sun comes beating down You're going to wake up in your town But we'll be scheduled to appear A thousand miles away from here
People you've got the power over what we do You can sit there and wait Or you can pull us through Come along, sing the song You know you can't go wrong 'Cause when that morning sun comes beating down You're going to wake up in your town But we'll be scheduled to appear A thousand miles away from here
People stay just a little bit longer We want to play -- just a little bit longer Now the promoter don't mind And the union don't mind If we take a little time And we leave it all behind and sing One more song