This program will present a new model of strategic planning for nonprofits that is designed to assist you in discovering and inventing new, creative ways of going about your work so you can make a breakthrough Mission Impact for those you serve. Learn what makes companies like Google so innovative and how you can use these same ideas in a nonprofit.
2016-06-21 Breakthrough Strategy for NonprofitsErin Crowley
This program will present a new model of strategic planning for nonprofits that is designed to assist you in discovering and inventing new, creative ways of going about your work so you can make a breakthrough Mission Impact for those you serve. Learn what makes companies like Google so innovative and how you can use these same ideas in a nonprofit.
Have you ever had someone tell you to "think outside of the box?" The Breakthrough Strategy session will actually help you see the box you are in and how to escape from it. Learn from the author of Mission Impact: Breakthrough Strategies for Nonprofits how you can design a vision and a set of goals that will revolutionize your organization’s ability to make an impact and help your organization create a strategy that will catapult you into the future. Start applying these new ideas immediately to lead innovation, creativity, and bottom-line impact.
Topics to be covered include: *Identifying your organization’s Mission Gap *Creating an inspirational vision for your future *Setting bold goals which drive innovation *Clarifying a strategy that will catapult you forward
Advocating Working Out Loud (WOL) in an OrganisationMichelle Ockers
Presentation given by Michelle Ockers at EduTECHAU on 8 June 2017. Introduces Working Out Loud Circles and presents three tactics to advocate WOL in an organisation - social proof, showcase, strategic links.
These are the slides for the pre-work film that Helen Bevan made for her ‘flipped classroom’ mini-course, M5, at the Institute for Healthcare Improvement (IHI) 26th Annual National Forum on Quality Improvement in Healthcare, 8th December 2014. You can watch the film here: https://www.youtube.com/watch?v=4bsCpZ6Gv10 In this film, Helen outlines some of the big drivers for change facing leaders today. This film amplifies the themes in the White Paper, ‘A new era of thinking and practice in change and transformation: A call to action for leaders in health and care.’ You can download the White Paper at http://www.nhsiq.nhs.uk/resource-sear....
To stay connected with the latest thinking on health and care transformation subscribe to The Edge, a virtual knowledge hub for change activists here:
http://theedge.nhsiq.nhs.uk
Follow Helen Bevan on Twitter at @HelenBevan
This program will present a new model of strategic planning for nonprofits that is designed to assist you in discovering and inventing new, creative ways of going about your work so you can make a breakthrough Mission Impact for those you serve. Learn what makes companies like Google so innovative and how you can use these same ideas in a nonprofit.
2016-06-21 Breakthrough Strategy for NonprofitsErin Crowley
This program will present a new model of strategic planning for nonprofits that is designed to assist you in discovering and inventing new, creative ways of going about your work so you can make a breakthrough Mission Impact for those you serve. Learn what makes companies like Google so innovative and how you can use these same ideas in a nonprofit.
Have you ever had someone tell you to "think outside of the box?" The Breakthrough Strategy session will actually help you see the box you are in and how to escape from it. Learn from the author of Mission Impact: Breakthrough Strategies for Nonprofits how you can design a vision and a set of goals that will revolutionize your organization’s ability to make an impact and help your organization create a strategy that will catapult you into the future. Start applying these new ideas immediately to lead innovation, creativity, and bottom-line impact.
Topics to be covered include: *Identifying your organization’s Mission Gap *Creating an inspirational vision for your future *Setting bold goals which drive innovation *Clarifying a strategy that will catapult you forward
Advocating Working Out Loud (WOL) in an OrganisationMichelle Ockers
Presentation given by Michelle Ockers at EduTECHAU on 8 June 2017. Introduces Working Out Loud Circles and presents three tactics to advocate WOL in an organisation - social proof, showcase, strategic links.
These are the slides for the pre-work film that Helen Bevan made for her ‘flipped classroom’ mini-course, M5, at the Institute for Healthcare Improvement (IHI) 26th Annual National Forum on Quality Improvement in Healthcare, 8th December 2014. You can watch the film here: https://www.youtube.com/watch?v=4bsCpZ6Gv10 In this film, Helen outlines some of the big drivers for change facing leaders today. This film amplifies the themes in the White Paper, ‘A new era of thinking and practice in change and transformation: A call to action for leaders in health and care.’ You can download the White Paper at http://www.nhsiq.nhs.uk/resource-sear....
To stay connected with the latest thinking on health and care transformation subscribe to The Edge, a virtual knowledge hub for change activists here:
http://theedge.nhsiq.nhs.uk
Follow Helen Bevan on Twitter at @HelenBevan
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Intro - People over Process.
Agile = Culture. Whole Agile.
Focus on People: Vulnerability, Authentic Connection, Safety & Trust (VAST)
People-centric organizations (Laloux Culture Model)
People-centric Change
Leaders, by definition, go first. That’s why it’s so astounding that 70% of Fortune 500 CEOs still do not have a social presence. Every day, new studies arise making the case for social CEOs — and the benefits to employees, shareholders, customers and influencers. At a time when most of the planet is online, your company — and its reputation — cannot afford to be left behind.
Our latest white paper shares new global research based on 7000 employee surveys in the US, Brazil, UK, Germany, Australia, Singapore and China, UAE, Saudi Arabia, and Egypt. We look at questions like: Can anyone be creative? How do employers build creative cultures? Is playing at work the answer? What are the business rewards of inspiring creativity—and the risks of failing to?
2013. With partner KRC Research, Weber Shandwick surveyed 630 professionals — managers on up to the C-suite, excluding CEOs — about the social participation of CEOs. Respondents worked in companies with revenues of $500 million or more and represented 10 countries across North America, Europe, Latin America and Asia Pacific.
2013. With partner KRC Research, Weber Shandwick surveyed 630 professionals — managers on up to the C-suite, excluding CEOs — about the social participation of CEOs. Respondents worked in companies with revenues of $500 million or more and represented 10 countries across North America, Europe, Latin America and Asia Pacific.
Social CEOs are gaining traction. Weber Shandwick’s 2012 audit of the online engagement activities of the world’s top CEOs (Socializing Your CEO II) found that CEO sociability increased from 36% to 66% between 2010 and 2012.
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8 traits of a coach/leader enabling inclusion, diversity, agility and collaboration:
1. Authentic and humble
2. Holistic listener
3. Learner of the leader’s Greatness
4. Non-judgmental thinking-partner
5. Comfortable with not knowing, with failure, trusting process
6. Empathetic, yet detached from outcome
7. Courageous feedback-provider
8. Supportive challenger
Final reflections from the uLearn18 Conference in Auckland, 2018 - focusing on the need to keep people and organisational culture at the centre of our efforts to transform education
Conociendo el Toolkit "Los Guerreros del Cubículo". -PABLO HANDL Y LUCIANA SH...LiderAgenteDeCambio
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About our bias to simplistic black & white taxonomies, some myths of innovation, and why the only truth comes from people who have the courage to be a corporate rebel and dare to step forward in their true selves, taking personal responsibility and leadership
Shaping the Shoreline & Managing the Tide: Building a Feedback Culture with D...Christopher Conroy
The process of applying constructive feedback presents a significant learning curve for managers of all stripes. While an approach to management through radical candor has provided a powerful framework for building thoughtful teams ready to engage in the rigor of high achievement, a significant challenge is still presented to those whose roles are defined more so by driving changes to operations rather than managing a particular function.
Our modern economy demands that we train more and more managers to adopt the mindset, demeanor, and skills of great change managers in addition to project management or traditional management skills. No longer are managers asked to simply adopt a post within a hierarchy and lead teams with skills and a mission bound by a traditional functional role. Today, more managers are being asked to bring together diverse stakeholder constituencies to execute infrequent projects with high stakes outcomes, many of which call for organizations -- or associations of organizational leaders with competing interests -- to make critical changes to their operations and, subsequently, aspects of their culture.
In these environments, managers like us have significant constraints on their time, capacity to build reciprocal relationships, and authority over individual actors. Yet, at the same time, we are required to persuasively communicate the need for changes that will affect the long-term outcomes for our colleagues and our organizations. This requires the capacity for managers to master a feedback process in which they listen, seek to clarify and understand their colleagues, while also offering a compelling argument for the adoption of a new direction or set of practices. This process requires managers who can exemplify excellence in culture-building as well as providing feedback with individual members. We call this process managing "The Tide".
Presentation given at launch of Wisdompreneurs (Wisdom 2.0) community in San Francisco, Feb 2016 on the unique history of how business evolved into share-holder / casino capitalism from a core Christian / Western idea of the individual Self. Then we look at the changes in Operating System (O.S.) of human evolution and what the networked economy means for hierarchical / market-based corporations. We finish by looking at a potential paradigm shift in business when we place love / unity not separation at the heart of the concept of enterprise / business and look at examples (from the Quakers to B Corps) that show this to be a viable possibility.
In the Fourth Industrial Revolution there will be winners and losers. How are you preparing? A challenge to HR/LD/OD – its time to change the game. Ready yourself and your team to innovate a positive future. Walk away from this Convention and do something differently.
Leading change is not as easy as it sounds. This slide pack gives an overview of a presentation I gave to a group of front line manager at a regional hospital in Red Deer Alberta. Enjoy! Marlies
Daniel Samaan: ChatGPT and the Future of WorkEdunomica
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Fanni Kadocsa: Unlocking the power of capability building: Maximizing the imp...Edunomica
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Leaders, by definition, go first. That’s why it’s so astounding that 70% of Fortune 500 CEOs still do not have a social presence. Every day, new studies arise making the case for social CEOs — and the benefits to employees, shareholders, customers and influencers. At a time when most of the planet is online, your company — and its reputation — cannot afford to be left behind.
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Conociendo el Toolkit "Los Guerreros del Cubículo". -PABLO HANDL Y LUCIANA SH...LiderAgenteDeCambio
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Our modern economy demands that we train more and more managers to adopt the mindset, demeanor, and skills of great change managers in addition to project management or traditional management skills. No longer are managers asked to simply adopt a post within a hierarchy and lead teams with skills and a mission bound by a traditional functional role. Today, more managers are being asked to bring together diverse stakeholder constituencies to execute infrequent projects with high stakes outcomes, many of which call for organizations -- or associations of organizational leaders with competing interests -- to make critical changes to their operations and, subsequently, aspects of their culture.
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
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Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
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Mark Mortier: Re – Story – ation (beyond project management)
1. Re – Story – ation - beyond project management
Mark Mortier
Re – Story – ation
Mark Mortier
Project manager & empathic leader
beyond project management
3. More about presentation:
There can be no denying that our society and worldview is changing, you better chose to (re)create your story before
it’s written for you. Create a new story that goes beyond the current western worldview based on the efficiency and
the success of the company, by shifting the focus to the human behind the leader and team members.
“Re-story-ation” in which delivery is merely the result of applying collective intelligence, unleashing the big potential in
in you and your team members while thriving for professional and personal growth, purpose, fulfilment and happiness.
happiness.
“Re-story-ation” is for those who dare to go down the road of self-knowledge, beyond the ego and being benevolent
towards the success, fulfilment and happiness of their team members.
Trigger
4. Photo: Omar Ramon unsplash
“Whatever your mind can conceive and believe, it can achieve.”
Napoleon Hill
11. Challenges we are facing
Findings on wellbeing or resiliency among the employees in the world:
33% are thriving (life evaluation)
44% have daily Stress
20% are engaged”
70% : managers account for 70% of the variance in team engagement
Source: Gallup report “State of the Global Workplace: 2022”
15. “Social connection is the greatest predictor of long-term happiness
and the greatest long-term predictor of success.”
(*) Shawn Achor, The happiness advantage Photo: Michal Parzuchowski
Without
Connection
No
Trust
16. (*) Shawn Achor, The happiness advantage
Without
Connection
No
Trust
17. Why do you do what you do?
Without
Connection
No
Trust
Photo: Kevin Noble on unsplash
20. Photo by Leo Rivas on Unsplash
We need to create working conditions where people can learn all the time.
“I call my company a people development company”
- Chip Wilson - Lululemon
Without
Safe environment
No
Engagement
25. “We need to create a much more flexible, hybrid work environment that has a lot more
empathy, caring for people. Less direction and telling them what to do, more enabling them.”
Without
Safe environment
No
Engagement