This session is dedicated to the possibility that the majority of leadership thinking is wrong as it is ultimate based on manipulation - trying to “get someone to do something.” Coming to terms with this idea is difficult and not for everyone because it requires us to examine some of our most deeply held beliefs and either dismiss them or at least think differently about them. If you are interesting in having a conversation about healing leadership, you are invited to attend this session facilitated by Ed Kless, Sage senior director of partner development and strategy. This material is based on the work of Howard Hansen and Steve Geske, who have presented at previous Sage Summits.
Learn about psychological safety (as defined by Harvard professor Amy C Edmondson), leadership coaching, sustainable behaviour change, and how they fit together.
As a leader, it is important to have a cohesive and productive team. Many leaders overlook the importance of psychological safety within their organization. This can be problematic as psychological safety outlines what it truly means to be a team member.
Psychological success factors in an agile delivery teamSimon Carter
A talk discussing the psychological success factors in agile delivery teams.
A brief introduction to how leaders can help their teams to work better together.
This presentation was given to the Ontario Chiefs of Police Zone 2 to provide information about current research and recommendations for psychological health and safety programs. There is an increasing responsibility for senior management to demonstrate a visible commitment to develop and sustain a psychologically healthy workplace in accordance with the new National Psychological Health & Safety Standard released in Canada in January 2013.
Learn about psychological safety (as defined by Harvard professor Amy C Edmondson), leadership coaching, sustainable behaviour change, and how they fit together.
As a leader, it is important to have a cohesive and productive team. Many leaders overlook the importance of psychological safety within their organization. This can be problematic as psychological safety outlines what it truly means to be a team member.
Psychological success factors in an agile delivery teamSimon Carter
A talk discussing the psychological success factors in agile delivery teams.
A brief introduction to how leaders can help their teams to work better together.
This presentation was given to the Ontario Chiefs of Police Zone 2 to provide information about current research and recommendations for psychological health and safety programs. There is an increasing responsibility for senior management to demonstrate a visible commitment to develop and sustain a psychologically healthy workplace in accordance with the new National Psychological Health & Safety Standard released in Canada in January 2013.
These are 7 Keys for creating a healthy safety culture within organization. it helps easily identifying how an organization values safety.
Email: M.Abdelrahim@Hotmail.com
Mobile: +966562524165
WhatsApp:+201002533100
When we are young, we learn things like manners, social cues and social values and incorporate them into our daily actions to the point that we don’t even think about them. How useful would it be to have a collaboration and influencing framework, a tool to improve your social awareness to the point that advanced leadership skills become second nature to you? Today we’re going to explore one such model, the SCARF® model.
The SCARF Model was developed by David Rock in 2008 and is described as a brain based model, as it leverages detailed neuroscience research.
The 3 Themes of the SCARF Model
SCARF centres around three core themes or ideas. Our rough translation of those themes is:
1 - ‘Social threats’ are perceived by the brain with the same intensity as actual physical threats.
2 - When are under threat, our ability to solve problems or make decisions or interact with others is diminished. When we are in a ‘reward environment’ our abilities are enhanced.
3 - The threat response, or the desire to avoid pain, is more common and always outweighs the desire to seek pleasure. Thus the more pain we can avoid in social situations, the more effective we can be.
Would you like your teams to learn faster, and be more agile and resilient? Innovation powerhouses like Google and IDEO have found that psychological safety is the #1 predictor of their best teams.
icare and R U OK? just launched a world-first study into psychological safety in the workplace, which showed that frontline lower income-earning staff feel less safe and permitted to take risks at work than higher income-earning employees.
The Australian Workplace Psychological Safety Survey canvassed 1,176 Australian employees and found that only 23 per cent of lower income-earning frontline employees felt their workplace was “psychologically safe” to take a risk, compared to 45 per cent of workers on significantly higher incomes.
A “psychologically safe” workplace is characterised by a climate of interpersonal trust and mutual respect in which people feel comfortable being themselves to make mistakes or take risks in their work.
Professor Amy Edmonson from Harvard Business School collaborated with R U OK? and has commented on the results. She said “This is the first time a country has ever measured psychological safety in the workplace”.
MORE INFORMATION
Graeme Cowan, Board Director, R U OK?: graeme@graemecowan.com.au
Brendan Maher, CEO, R U OK?: brendan@ruok.org.au
Internal Family Systems Part 1: An Introduction By Ms. Rukmini Iyer held on 2 Sep 2015
The Internal Family Systems Model (IFS) is an integrative approach to individual psychotherapy developed by Richard C. Schwartz, Ph.D. It combines systems thinking with the view that mind is made up of relatively discrete sub personalities each with its own viewpoint and qualities. IFS use family systems theory to understand how these collections of sub personalities are organized. The speaker will introduce the IFS model in this talk and will explore various modalities of usage in subsequent talks in the series.
For info log on to www.healthlibrary.com.
Utilizing recent neuroscience research, this presentation builds awareness of 5 key factors which enable leaders to more effectively communicate in ways that build connection through the establishment of safety and respect.
Leadership: How to Become a Trusted LeaderMike Armour
The twin goals of trust-centered leadership are to maximize the trust in you as a leader and to maximize trust throughout your organization.
It's no secret. Trust is at historic lows in American culture. And nowhere is the trust-deficit more pronounced than with government, corporate, and institutional leadership.
In a historic moment such as this, executives, managers, and leaders everywhere must become more purposeful in creating high-trust cultures within their organizations.
Dr. Mike Armour's book Leadership and the Power of Trust is a comprehensive guide to the practice of trust-centered leadership. This presentation summarizes nine of the guiding principles from his book.
Trust-centered leadership rests on the fundamental concept that, contrary to our common expression, we cannot truly earn trust. Trust is not something we earn, but something bestowed on us by others.
If those we lead withhold their trust, we are powerless to compel them to change their minds. The choice of whether to trust a leader or withhold that trust is the one place that employees and workers are 100% empowered.
Thus, astute leaders approach their role with an eye to removing any impediments to trust. They evaluate every decision, every action, and every decision in terms of its potential for enhancing or hindering trust.
Trust-centered leadership does not replace other styles of leadership. Rather, it works alongside them to enhance the leader's credibility, leverage, and impact.
What might be the ultimate risk management machine, is called a ‘High Reliability Organization’ (HRO). HRO can be thought of as a very advanced version of continuous quality improvement that extends to the performance of an entire organization.
The collection, organisation and upkeep of the policies, procedures, requirements, expectations, processes, records and tools we use for managing health and safety in our work environment.
Leadership thinking is is often based on manipulation - trying to “get someone to do something” which isn't necessarily effective. Coming to terms with this idea is difficult and not for everyone because it requires us to examine some of our most deeply held beliefs and either dismiss them or at least think differently about them. If you are interested in rethinking the way you approach leadership, you are invited to attend this session.
These are 7 Keys for creating a healthy safety culture within organization. it helps easily identifying how an organization values safety.
Email: M.Abdelrahim@Hotmail.com
Mobile: +966562524165
WhatsApp:+201002533100
When we are young, we learn things like manners, social cues and social values and incorporate them into our daily actions to the point that we don’t even think about them. How useful would it be to have a collaboration and influencing framework, a tool to improve your social awareness to the point that advanced leadership skills become second nature to you? Today we’re going to explore one such model, the SCARF® model.
The SCARF Model was developed by David Rock in 2008 and is described as a brain based model, as it leverages detailed neuroscience research.
The 3 Themes of the SCARF Model
SCARF centres around three core themes or ideas. Our rough translation of those themes is:
1 - ‘Social threats’ are perceived by the brain with the same intensity as actual physical threats.
2 - When are under threat, our ability to solve problems or make decisions or interact with others is diminished. When we are in a ‘reward environment’ our abilities are enhanced.
3 - The threat response, or the desire to avoid pain, is more common and always outweighs the desire to seek pleasure. Thus the more pain we can avoid in social situations, the more effective we can be.
Would you like your teams to learn faster, and be more agile and resilient? Innovation powerhouses like Google and IDEO have found that psychological safety is the #1 predictor of their best teams.
icare and R U OK? just launched a world-first study into psychological safety in the workplace, which showed that frontline lower income-earning staff feel less safe and permitted to take risks at work than higher income-earning employees.
The Australian Workplace Psychological Safety Survey canvassed 1,176 Australian employees and found that only 23 per cent of lower income-earning frontline employees felt their workplace was “psychologically safe” to take a risk, compared to 45 per cent of workers on significantly higher incomes.
A “psychologically safe” workplace is characterised by a climate of interpersonal trust and mutual respect in which people feel comfortable being themselves to make mistakes or take risks in their work.
Professor Amy Edmonson from Harvard Business School collaborated with R U OK? and has commented on the results. She said “This is the first time a country has ever measured psychological safety in the workplace”.
MORE INFORMATION
Graeme Cowan, Board Director, R U OK?: graeme@graemecowan.com.au
Brendan Maher, CEO, R U OK?: brendan@ruok.org.au
Internal Family Systems Part 1: An Introduction By Ms. Rukmini Iyer held on 2 Sep 2015
The Internal Family Systems Model (IFS) is an integrative approach to individual psychotherapy developed by Richard C. Schwartz, Ph.D. It combines systems thinking with the view that mind is made up of relatively discrete sub personalities each with its own viewpoint and qualities. IFS use family systems theory to understand how these collections of sub personalities are organized. The speaker will introduce the IFS model in this talk and will explore various modalities of usage in subsequent talks in the series.
For info log on to www.healthlibrary.com.
Utilizing recent neuroscience research, this presentation builds awareness of 5 key factors which enable leaders to more effectively communicate in ways that build connection through the establishment of safety and respect.
Leadership: How to Become a Trusted LeaderMike Armour
The twin goals of trust-centered leadership are to maximize the trust in you as a leader and to maximize trust throughout your organization.
It's no secret. Trust is at historic lows in American culture. And nowhere is the trust-deficit more pronounced than with government, corporate, and institutional leadership.
In a historic moment such as this, executives, managers, and leaders everywhere must become more purposeful in creating high-trust cultures within their organizations.
Dr. Mike Armour's book Leadership and the Power of Trust is a comprehensive guide to the practice of trust-centered leadership. This presentation summarizes nine of the guiding principles from his book.
Trust-centered leadership rests on the fundamental concept that, contrary to our common expression, we cannot truly earn trust. Trust is not something we earn, but something bestowed on us by others.
If those we lead withhold their trust, we are powerless to compel them to change their minds. The choice of whether to trust a leader or withhold that trust is the one place that employees and workers are 100% empowered.
Thus, astute leaders approach their role with an eye to removing any impediments to trust. They evaluate every decision, every action, and every decision in terms of its potential for enhancing or hindering trust.
Trust-centered leadership does not replace other styles of leadership. Rather, it works alongside them to enhance the leader's credibility, leverage, and impact.
What might be the ultimate risk management machine, is called a ‘High Reliability Organization’ (HRO). HRO can be thought of as a very advanced version of continuous quality improvement that extends to the performance of an entire organization.
The collection, organisation and upkeep of the policies, procedures, requirements, expectations, processes, records and tools we use for managing health and safety in our work environment.
Leadership thinking is is often based on manipulation - trying to “get someone to do something” which isn't necessarily effective. Coming to terms with this idea is difficult and not for everyone because it requires us to examine some of our most deeply held beliefs and either dismiss them or at least think differently about them. If you are interested in rethinking the way you approach leadership, you are invited to attend this session.
Key Points For these 5 questions Self Evaluation and Lea.docxjesssueann
Key Points For these 5 questions
Self Evaluation and Leadership Profile
Developing Creativity
1. Deciding to be a certain kind of leader may be more a matter of knowing oneself than making random selection. Each person has evolved to have a set of strengths and a set of weaknesses. Attempting to be the kind of leader that mimics a mentor or preceding leader may not necessarily be the best thing to do. It is possible that someone else is the type of leader they are in part because of their personal style.
2. Simply put personal style can be a choice but it is also a matter of knowing what you do best and what you do not do best. Selecting a personal style requires participating in a kind of self-inventory. It is important to be honest, critical, and rewarding when taking a self-inventory. Honesty will allow you to penetrate the layers of insecurity and remove obstacles, which prevent the leader from making accurate observations. It is also helpful to ask others their opinion when participating in this examination. Taking a critical approach will help to determine those areas which need more attention and need to be strengthened. Often specialized classes or instruction can help. In the case of the leader who has nervousness before speech making can learn certain relaxation exercises, or receive instruction in proper speech making techniques. Offering praise for the areas that you maintain high efficiency raises confidence and self-esteem. These areas may be natural to you or you may have perfected them through training, practice and hours of experience.
3. Style will separate you from your peers and helps the leader standout out as an individual without alienating you from the group. Style can combine a number of elements: dress, voice quality, decision making approach, trust, integrity, physical energy, mental process, accessibility and personal traits. Style is often spoken of as the way we do things and the manner in which we get them done. Each person has certain traits that distinguish him or her from others. These elements of style differ between leaders and may contribute to their effectiveness or lack of effectiveness. Horizontal groups based on race, gender, culture, or even education may pursue styles that are in somewhat related to each other and different form other classes related to that group. Each of these classes carries with it a way of doing things and may actually affect how the leader gets things done.
4. One approach to getting things done as used by the leader is coercive power. This approach uses threats and punishment to move people into action. It may be effective in the short rune, but over a longer period of time will prove to be the least effective style of moving people into action. Coercion is used often and many aspiring to be successful leaders perceive it as an important step to authority. When a leader simply threatens punishment an immediate communication barrier is established between the leader ...
OODA OODA! How Rapid Iteration Can Help Level Up Your Gaming BusinessSeriousGamesAssoc
Mitch Weisburgh, Partner | Academic Business Advisors and
Scott Brewster, Co-Founder & CTO | Triad Interactive Media / Hats & Ladders
DOUBLE SESSION: OODA OODA! How Rapid Iteration Can Help Level Up Your Gaming Business
We are all involved in lots of complicated and complex situations. We deal with students and learning. We write, adapt, and use games for learning. We may be running businesses.
One thing that all of these have in common is that we can’t just come up with a plan, execute and expect things to just work smoothly. Unexpected things happen, it’s often impossible to anticipate all possible situations, people react in unanticipated ways, there is often information we just don’t or can’t know in advance, the people we are working with have hidden agendas. Allies, antagonists, and resources shift and change. And so on.
So, what are we supposed to do?
We are going to explore a framework for managing solutions during periods of dynamic change. The OODA Loop Framework was developed by air force colonel John Boyd based on precepts developed by Sun Tzu, Napoleon, Heisenberg, Kyng, Einstein, Gödel, and others, and has been used by military, political, and business leaders around the world. You’ll learn to prepare for the unexpected, observe and react to actions and results, and pull together and manage a team despite adversity.
Presented by the
Serious Play Conference
seriousplayconf.com
at
Orlando,
University of Central Florida,
UCF,
July 24-26, 2019
Covid-19 has thrown unprecedented challenges to everyone in the past year, even more so for people in the leadership positions. It created huge pressure on them to make some risky and quick decisions as a result of the global pandemic. Covid-19 or not, leaders will most likely have to make risky decisions and face pressure to certain extent on a day-to-day basis.
Are poor and risky decisions leading to your organization's ruin?
Would you like to know how you can spot warning signs of leadership derailment and mitigate it?
Join us for a FREE webinar co-hosted by Talentpraxis Ltd and Talent Grader, as we explore these areas and provide you with some key takeaways on
• How to identify and address signs of leadership derailment and
• How to address these while recruiting and developing leaders
Contemporary Issues In Leadership, Chapter 13, Organizational Behavior Dr.Amrinder Singh
Contemporary Issues In Leadership, Chapter-13- Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -12th, Publisher Pearson
Insights from neuroscience to motivate business stakeholdersKay Fudala
Organizations are struggling with unparalleled challenges created by the uncertainty and ambiguity of transformational changes. Social neuroscience provides the framework to identify domains that activate reward or threat circuitry in the human brain. So, how can IT professionals leverage established research from Neuroscience to design interactions with stakeholders to promote rapid acceptance and adoption? What are the key behaviors that can improve collaboration and engagement to deliver the greatest business value? This session answers those questions and many more!
Key Takeaways
• Learn about the anatomy of the brain
• Discuss how the brain responds to change
• Learn practical ways to utilize this information to engage people
101 qualities of a leader A Lecture By Mr Allah Dad Khan Agriculture Expert ...Mr.Allah Dad Khan
101 qualities of a leader A Lecture By Mr Allah Dad Khan Agriculture Expert KPK at Peshawar Former DG Agri Extension and Visiting Professor AUP Peshawar
The Case for Executive Advising- Leland SandlerLeland Sandler
Leland Sandler's presentation on the case for executive advising- accelerated growth of leaders. Topics include effectively dealing with complexity, technical vs adaptive change, and leadership blind spots.
Follow Leland:
WEBSITE: http://lelandsandler.com/
THE SANDLER GROUP: http://sandlergroup.net/
TWITTER: https://twitter.com/lelandsandler
FACEBOOK: http://facebook.com/thesandlergroup
This presentation is based on a session that Ed has delivered for the past three years. It is dedicated to the possibility that innovation goes beyond just technological developments. Technology is important, but it is only a small part of innovation. For innovation to be more fully complete we must look at other areas including the internal processes of the organization and most importantly the very language we use. Innovating like this is hard work and not for everyone because it requires deeper thinking than usual. If you believe you can attain this level of thinking, you are invited to listen to this session.
Shut up and eat your french fries: Asking Effective QuestionsEd Kless
This session is dedicated to the possibility that professionals can greatly increase the value they provide to their customers if they hone their skills at asking better, more effective questions. Developing an enhancing this skill is not easy because it requires us to rethink the paradigms and prejudices of the past. If you would like to contribute to a conversation about this topic, please join Ed Kless, Sage senior director of partner development and strategy.
Delivered at AccountEX in London, this presentation represent my latest thinking on strategy. For a video of the presentation you can visit my person site at http://edkless.com/strategyvideo
Changing conversations by asking better questionsEd Kless
This session is dedicated to the possibility that professionals can greatly increase the value they provide to their customers if they hone their skills at asking better, more effective questions. Developing and enhancing this skill is not easy because it requires us to rethink and relearn conversation habitss. If you would like to learn how this questioning approach can strengthen your customer conversations, join Ed Kless us for this discussion-based session.
Even small organizations can create and execute meaningful strategic plans. Creating a well-defined strategy is hard work and not for everyone, as it requires us to begin to say "no" to stuff we usually say "yes" to. You are hereby invited by facilitator Ed Kless, to open a dialogue about how best to go about creating a strategy for your small business organization.
Creating shared vision in a small businessEd Kless
Have you defined a vision for your company and shared it with your teams? A shared vision enlists others in the work and provides guiding principles for day to day activities. Creating a shared vision can be hard work because it requires you to examine goals and beliefs and weave them into a cohesive picture of your future. If you're ready to start this work on behalf of your organization, join Ed Kless to make this part of your 2015 action plan.
Do your performance metrics reflect what's truly important to your customers? This session explores the ways companies can increase financial performance by changing from inwardly facing measurements to measurements that extend outside the firm. Changing these metrics often requires firms to think differently than they have in the past. If you're ready to think differently about your company's measurement systems (or think you might be ready to think differently), join this conversational session facilitated by Ed Kless.
Top Ten Business Myths, Part 2 (Myths 5-1). This episode is dedicated to the possibility that many myths exist about business and it would be better to rid ourselves of these ideas. Thinking about these myths is difficult because it requires us to examine some of our most deeply held beliefs and either dismiss them or at least think differently about them. If you are interested in challenging the conventional wisdom about these business myths, you are invited to listen to this episode of The Soul of Enterprise: Business in the Knowledge Economy, hosted by Ed Kless and Ron Baker.
Delivered in 14 cities across the US, this presentation speaks about the role of the entrepreneur in business and they way Sage supports small and medium-sized businesses.
Creating value for your customers by becoming a knowledge organizationEd Kless
This presentation is dedicated to the possibility that a organization can be run more effectively when it concentrates on developing into knowledge firm rather than a product or service firm. Creating such an organization is hard work and not for everyone as it requires leadership in the organization to think differently than they have in the past about what it is that they do.
This session is dedicated to the possibility that consultants should adhere to the Hippocratic aath of Primum non nocere, a Latin phrase that means "First, do no harm." This is more difficult then it seems because we have been "trained" to intervene. If you are interested in having a dialogue about this idea, you are invited to attend this session led by Ed Kless, Sage senior director of partner development and strategy.
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
#2 PROSPECTS Don’t Show
#3 PROSPECTS Don’t Buy
#4 CLIENTS Don’t Stay
- How to identify which leak to fix first so you get the biggest bang for your income.
- Get actionable strategies you can use right away to improve your bookings, sales and retention.
Explore Sarasota Collection's exquisite and long-lasting dining table sets and chairs in Sarasota. Elevate your dining experience with our high-quality collection!
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
Ready to elevate your Web3 project to new heights? Contact InteliSync now and unleash the full potential of your crypto venture!
3. To be recognized as the most
valuable supporter of small and
medium sized companies by
creating greater freedom for
them to succeed.
4. What Gridlock Looks Like
• Organizational Paralysis
• Absence/Abdication of Mission/Purpose
• Disoriented Planning
• Chaotic Communication
• Resistance and Sabotage
• Toxic environment
• Adapting towards the least mature
• Ineffective Actions
5. What Gridlock Looks Like
• Reactive responses
• Focus on Symptoms
• Blame Displacement
• Unending treadmill of trying harder
• Looking for answers rather than reframing
questions
• Either/or thinking that creates false dichotomies
6. Traditional Models
• Power
– Influencing others to do what it is believed they should do.
• Rescuing
– Saving others from consequences of decisions made.
7. “The way out of our ruts in leadership requires
shifting our orientation, from one that focuses
on techniques that motivate others to one that
focuses on the leader’s own presence and
being”.
- Ed Friedman
8. 0
2
4
6
8
10
12 2 4 6 8 10 12 2 4 6 8 10 12
Time of Day
Chronic vs. Episodic Anxiety
Episodic
Chronic
9. 0
2
4
6
8
10
12 2 4 6 8 10 12 2 4 6 8 10 12
Time of Day
Chronic vs. Episodic Anxiety
Episodic
Chronic
10.
11.
12. Process and Presence
• Power lies in presence rather than method.
• Leaders should avoid trying to instill insight into the
unmotivated.
• Self definition = responding non-anxiously.
• Watch the triangles.
13. 5 Principles of Non-anxious/Present Leadership
1. The capacity to separate oneself from surrounding
emotional processes.
2. The capacity to obtain clarity about one’s principles and
vision.
3. The willingness to be exposed and to be vulnerable.
4. Persistence in the face of inertial resistance.
5. Self-regulation in the face of reactive sabotage.
14. What A Well-Differentiated Leader Does in Times
of Crisis
• Works out balance between being responsible for self
and being labeled obstreperous.
• Keeps the system loose through humor.
• Makes decisions when the same question brings no new
information.
• Confronts people with their freedom.
15. Session survey
• Complete a survey for this session!
Your feedback will help us improve!
http://goo.gl/2MUPWW
Session code: BUS-559
Session title: Increasing User Adoption
#SageSummit
16. Questions?
• Send any questions you may have about this
session to:
Ed.Kless@sage.com
#SageSummit