The document discusses the concept of authentic leadership and core values. It explains that core values are deeply held beliefs that filter our views of ourselves and others. They explain why we do things, as opposed to qualities which describe how we do things and what we are good at. The document notes that many organizations emphasize shared core values that are displayed and communicated throughout the organization. It poses the interesting question of how an individual's core values relate to those of the organization.
Entrepreneurship - As a path to business for goodAndre Jankowitz
101 Business Insights is the first business networking site that rewards members for their time and input. As a member you get real, asset-backed rewards for commenting, posting or even simply hanging out at the site. It’s our way of thanking you for engaging with and growing the network, and for being part of the most vibrant business community on the net.
Ex Assembly - Employee Wellness Programs – Can they Perform in the Spotlight?LearningCafe
Uncertainty, rapid change and a clouded future has created an employee wellness crises. Employee Wellness programs (EWP) which were trotting along before COVID, have been asked to sprint by adapting to the health crises and the ramifications of changes to ways of working including increased work from home.
We discuss the current state of affairs of Employee Wellness and the journey ahead in the continuing crises. The panel also shares best practices and lessons learnt.
This EX Assembly “free-range” discussion focuses on the enterprise implications and its impact on Employee Experience.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
#FIRMday London 24th November 2016 - Talent Works: ProjectGenUp - 'The multi ...Emma Mirrington
‘ProjectGenUp - The multi-generational workplace’ Katharine Newton & Becky Grove, Talent Works. Drawing on research into all four generations working alongside each other today, Talent Works will address a lot of the misunderstanding and stereotyping that surrounds how the generations operate in the workplace, and provide practical recommendations on how to manage them in a way that drives performance, innovation and teamwork. Each generation’s attitudes to a range of hot topics from diversity to the younger boss phenomenon will be covered – and more.
The role of Chartered Accountant in capacity as Virtual Entrepreneur Mentor t...CA. (Dr.) Rajkumar Adukia
A chartered accountant in the capacity of a virtual Entrepreneur Mentor can act as a trusted confidante over an extended period of time with an objective to provide advice, counseling from a fresh perspective, collaborate and help you as an entrepreneur stay focused on their long-term goal of making their venture a success.
Entrepreneurship - As a path to business for goodAndre Jankowitz
101 Business Insights is the first business networking site that rewards members for their time and input. As a member you get real, asset-backed rewards for commenting, posting or even simply hanging out at the site. It’s our way of thanking you for engaging with and growing the network, and for being part of the most vibrant business community on the net.
Ex Assembly - Employee Wellness Programs – Can they Perform in the Spotlight?LearningCafe
Uncertainty, rapid change and a clouded future has created an employee wellness crises. Employee Wellness programs (EWP) which were trotting along before COVID, have been asked to sprint by adapting to the health crises and the ramifications of changes to ways of working including increased work from home.
We discuss the current state of affairs of Employee Wellness and the journey ahead in the continuing crises. The panel also shares best practices and lessons learnt.
This EX Assembly “free-range” discussion focuses on the enterprise implications and its impact on Employee Experience.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
#FIRMday London 24th November 2016 - Talent Works: ProjectGenUp - 'The multi ...Emma Mirrington
‘ProjectGenUp - The multi-generational workplace’ Katharine Newton & Becky Grove, Talent Works. Drawing on research into all four generations working alongside each other today, Talent Works will address a lot of the misunderstanding and stereotyping that surrounds how the generations operate in the workplace, and provide practical recommendations on how to manage them in a way that drives performance, innovation and teamwork. Each generation’s attitudes to a range of hot topics from diversity to the younger boss phenomenon will be covered – and more.
The role of Chartered Accountant in capacity as Virtual Entrepreneur Mentor t...CA. (Dr.) Rajkumar Adukia
A chartered accountant in the capacity of a virtual Entrepreneur Mentor can act as a trusted confidante over an extended period of time with an objective to provide advice, counseling from a fresh perspective, collaborate and help you as an entrepreneur stay focused on their long-term goal of making their venture a success.
Business innovation Secrets of Steve Jobs, Dell & Other Leaders vsivapalan
Join us for this unique Business Innovation Workshop brought to you specially by MDeC. Learn the innovation secrets of Steve Jobs (Apple), Tony Fernandes (AirAsia Airlines), Mark Benioff (Salesforce.com), Michael Dell (Dell Inc) and other innovative geniuses.
Learn about business model innovation, crowdsourcing, process innovations and many other forms of innovation to help you innovate and beat your competitors.
This is a 3-day session comprising 2 days of workshops and a separate 1-day coaching session.
For further information or to register email clic@mdec.com.my
Why do employees become disengaged? Why do employees lose trust in the company and in management? These are the trigger factors though ultimately it is a loss of respect and poor or little communication.
Keynote - Thomson Reuters Synergy 2015 Conference
In this inspirational keynote, Tom will show practitioners how to explore new value-added services and position their practices for success in a rapidly changing world. He'll discuss the major "shift change" and the trends shaping business today, and give participants a framework to provide more proactive services and strategic advice—and a plan to get started.
Tom Hood (Maryland Association of CPAs, Inc.)—Tom is passionate about three areas: leadership, learning, and technology. His recognition and awards reflect his leadership in helping CPAs "shape their future" through his work as the CEO of the Maryland Association of CPAs and the Business Learning Institute, a center for the development of leadership, strategic thinking, and collaboration skills for CPAs. In 2013, Accounting Today said about Tom, "If there is a conversation about the future of the profession, you're bound to hear Hood's name mentioned as one of the people leading the way. Hood is doing as much as anyone—and more than most- to lead public accounting forward."
CPA Practice Advisor inducted Tom into the Accounting Hall of Fame in 2015. He was named the fourth most influential leader in Accounting Today’s 2014 list of the Top 100 Most Influential People in Accounting (his tenth time on the list). LinkedIn recruited Tom as one of their Top 150 Influencers, and he was named to the Top 25 Influencers in Learning by HR Examiner.
A Crash Course on Being CEO. 7 behaviors every CEO must exhibit:
1. Know Your Business And Your People
2. Insist On Realism
3. Set Clear Goals And Priorities
4. Follow Through
5. Reward The Doers
6. Expand People’s Capabilities
7. Know Yourself
“Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.” - Daniel Hood, Editor-in-Chief of Accounting Today (when recognizing AOAF as a 2016 Top Product in Learning
The competency of “anticipation” actually includes a number of competencies included in many of the top companies of today.
Across these models, you'll see a common theme of “strategic thinking," "innovation" and “leading change."
Many of these organizations build (and validate) fantastic competency models and know what they want people to do.
The top five skills and competencies identified for CPAs, accounting and finance professionals are:
1. Strategic and critical thinking;
2. Communication;
3. Anticipating and serving evolving needs;
4. Inspiring and motivating others;
5. Collaboration and mobilizing consensus
The beauty of the Anticipatory Organization model is that it offers a clear process that makes highly-abstract leadership competencies attainable and trainable. Using nano-leanring in very short 3-4 minute single concept videos (imagine a series of shirt Ted Talks) with rapid application exercises to immediately apply the concepts to the job, and visual job aids to reinforce and remember the learning. Add a team implementation and collaboration guide and you can create a shared language and culture of being anticipatory and proactive.
If an organization wants to make "strategic thinking" or "innovation" a core competency, we can provide clear, trainable activities that can be targeted to a wide range of learners (from individual contributors to senior leadership). We provide the bridge between the competency model and the desired observable behaviors.
For more information visit www.blionline.org/ao or contact Tom Hood tom@blionline.org
Practical advice for young surgeons exploring their employment options, this talk provides tips for the key practice areas to assess, questions to ask, and issues to consider. Includes a link to an article on RVU-Based Compensation.
Founder,CEO&Managing Director of Entrepreneurship Immersion Program EnterpriseRoshan Dubey
Life is like a dream .Saw big dreams,We will achieve those dreams together.
Roshan Kumar Dubey
Founder,CEO&Managing Director
Entrepreneurship Immersion Program Enterprise
Deze Presentatie hoort bij het boek 'Leiden en Lijden tijdens coronacrisis'
Uitgever: Damies, Schijndel
ISBN 978-907-8805-212
Foto: Easy the Anatolian
Te bestellen via https://www.lulu.com/en/en/shop/willem-scheepers/leiden-en-lijden-tijdens-coronacrisis/ebook/product-g5vmw7.html?page=1&pageSize=4
Covid-19 maakt duidelijk dat ook het Onderwijs verandert: klassikaal ging virtueel. Virtueel, of 'educational technology', biedt steeds meer opties voor meer effectief en efficiënt onderwijs. Maar wat is dan de rol van de docent nog?
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Join us for this unique Business Innovation Workshop brought to you specially by MDeC. Learn the innovation secrets of Steve Jobs (Apple), Tony Fernandes (AirAsia Airlines), Mark Benioff (Salesforce.com), Michael Dell (Dell Inc) and other innovative geniuses.
Learn about business model innovation, crowdsourcing, process innovations and many other forms of innovation to help you innovate and beat your competitors.
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For further information or to register email clic@mdec.com.my
Why do employees become disengaged? Why do employees lose trust in the company and in management? These are the trigger factors though ultimately it is a loss of respect and poor or little communication.
Keynote - Thomson Reuters Synergy 2015 Conference
In this inspirational keynote, Tom will show practitioners how to explore new value-added services and position their practices for success in a rapidly changing world. He'll discuss the major "shift change" and the trends shaping business today, and give participants a framework to provide more proactive services and strategic advice—and a plan to get started.
Tom Hood (Maryland Association of CPAs, Inc.)—Tom is passionate about three areas: leadership, learning, and technology. His recognition and awards reflect his leadership in helping CPAs "shape their future" through his work as the CEO of the Maryland Association of CPAs and the Business Learning Institute, a center for the development of leadership, strategic thinking, and collaboration skills for CPAs. In 2013, Accounting Today said about Tom, "If there is a conversation about the future of the profession, you're bound to hear Hood's name mentioned as one of the people leading the way. Hood is doing as much as anyone—and more than most- to lead public accounting forward."
CPA Practice Advisor inducted Tom into the Accounting Hall of Fame in 2015. He was named the fourth most influential leader in Accounting Today’s 2014 list of the Top 100 Most Influential People in Accounting (his tenth time on the list). LinkedIn recruited Tom as one of their Top 150 Influencers, and he was named to the Top 25 Influencers in Learning by HR Examiner.
A Crash Course on Being CEO. 7 behaviors every CEO must exhibit:
1. Know Your Business And Your People
2. Insist On Realism
3. Set Clear Goals And Priorities
4. Follow Through
5. Reward The Doers
6. Expand People’s Capabilities
7. Know Yourself
“Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.” - Daniel Hood, Editor-in-Chief of Accounting Today (when recognizing AOAF as a 2016 Top Product in Learning
The competency of “anticipation” actually includes a number of competencies included in many of the top companies of today.
Across these models, you'll see a common theme of “strategic thinking," "innovation" and “leading change."
Many of these organizations build (and validate) fantastic competency models and know what they want people to do.
The top five skills and competencies identified for CPAs, accounting and finance professionals are:
1. Strategic and critical thinking;
2. Communication;
3. Anticipating and serving evolving needs;
4. Inspiring and motivating others;
5. Collaboration and mobilizing consensus
The beauty of the Anticipatory Organization model is that it offers a clear process that makes highly-abstract leadership competencies attainable and trainable. Using nano-leanring in very short 3-4 minute single concept videos (imagine a series of shirt Ted Talks) with rapid application exercises to immediately apply the concepts to the job, and visual job aids to reinforce and remember the learning. Add a team implementation and collaboration guide and you can create a shared language and culture of being anticipatory and proactive.
If an organization wants to make "strategic thinking" or "innovation" a core competency, we can provide clear, trainable activities that can be targeted to a wide range of learners (from individual contributors to senior leadership). We provide the bridge between the competency model and the desired observable behaviors.
For more information visit www.blionline.org/ao or contact Tom Hood tom@blionline.org
Practical advice for young surgeons exploring their employment options, this talk provides tips for the key practice areas to assess, questions to ask, and issues to consider. Includes a link to an article on RVU-Based Compensation.
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Deze Presentatie hoort bij het boek 'Leiden en Lijden tijdens coronacrisis'
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ISBN 978-907-8805-212
Foto: Easy the Anatolian
Te bestellen via https://www.lulu.com/en/en/shop/willem-scheepers/leiden-en-lijden-tijdens-coronacrisis/ebook/product-g5vmw7.html?page=1&pageSize=4
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Aanvullende info vind je in mijn blog ManagementPro.nl
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Een Leven Lang leren wordt een Leven Lang Ontwikkelen, volgens de Overheid. Een medewerker kan zich een (werkbaar) leven lang ontwikkelen, zeker als de organisatie van de werkgever zich ook continue ontwikkelt. In deze PoPo de theorie, vervolgens volgt de praktijk natuurlijk....
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3. AUTHENTIEK LEIDERSCHAP
• IN DEZE LES GAAN WE IN OP DE EGOSCHIL EN DE
WAARDENSCHIL.
• KERNWAARDEN ZIJN DIEP VERANKERDE OVERTUIGINGEN DIE ONS
BEELD EN ONS OORDEEL FILTEREN OVER ONSZELF EN OVER
ANDEREN. ZEGGEN KWALITEITEN VOORAL IETS OVER HOE U
DINGEN DOET EN WAAR U GOED IN BENT, KERNWAARDEN
VERKLAREN WAAROM U DINGEN DOET. ZE ZIJN BELANGRIJK VOOR
U. KERNWAARDEN VERKLAREN HET WAAROM VAN UW
HANDELEN.
• IN VEEL ORGANISATIES WORDT BELANG GEHECHT AAN
GEZAMENLIJKE KERNWAARDEN. ZE SIEREN WAND BORDEN,
VORMEN DE PAY-OFF VAN HET HANDELSMERK EN STAAN
CENTRAAL IN COMMUNICATIE-UITINGEN. INTERESSANTE VRAAG
IS HOE UW KERNWAARDEN EN DIE VAN ANDEREN ZICH DAARTOE
VERHOUDEN
4. 160320
"IK BESLOOT MARK RUTTE TE GELOVEN. DAT ZIJN
TRANEN EN EMOTIES AUTHENTIEK EN OPRECHT
WAREN."
5. “YOUR VALUES MATTER. THEY ARE YOUR NORTH STAR.
OTHERWISE IT'S JUST A JOB, AND LIFE IS TOO SHORT FOR
THAT.”
TIM COOK, CEO APPLE, COMMENCEMENT ADDRESS TO GEORGE WASHINGTON
UNIVERSITY GRADUATES (170515)
BRON: HTTP://MONEY.CNN.COM/2015/05/17/TECHNOLOGY/TIM-COOK-GWU-GRADUATION/INDEX.HTML
6. LEIDERSCHAPSTEST KDV:
12 DIMENSIES VAN LEIDERSCHAP
1.VISIEONTWIKKELING: MATE WAARIN LEIDER IN STAAT IS EEN AANSPREKENDE VISIE, MISSIE
EN STRATEGIE TE FORMULEREN DIE WERKNEMERS, AANDEELHOUDERS, LEVERANCIERS EN
KLANTEN KAN VERBINDEN.
2.EMPOWERMENT: MATE WAARIN LEIDER DE WERKNEMERS OP ALLE NIVEAUS EEN STEM GEEFT
DOOR INFORMATIE TE DELEN EN BESLISSINGEN TE DELEGEREN AAN MENSEN DIE HET MEEST
COMPETENT ZIJN DIE UIT TE VOEREN.
3.ACTIVERING: MATE WAARIN LEIDER MEDEWERKERS MOTIVEERT DE SPECIFIEKE VISIE OP DE
ORGANISATIE OP DE TOEKOMST TE VERWEZENLIJKEN.
4.ONTWERPEN EN AFSTEMMEN: MATE WAARIN LEIDER IN STAAT IS DE JUISTE
ORGANISATIEONTWERPEN EN CONTROLESYSTEMEN TE ONTWIKKELEN OM DE LEIDEINDE
VISIE TE VERWEZENLIJKEN, EN DIE SYSTEMEN TE GEBRUIKEN OM HET GEDRAG VAN
WERKNEMERS 'IN LIJN TE BRENGEN' MET DE ORGANISATIEWAARDEN EN -DOELEN.
5.BELONEN EN FEEDBACK GEVEN: MATE WAARIN LEIDER IN STAAT IS DE JUISTE
BELONINGSSTRUCTUREN OP TE ZETTEN EN CONSTRUCTIEVE FEEDBACK TE GEVEN OM HET
SOORT GEDRAG AAN TE MOEDIGEN DAT VAN WERKNEMERS WORDT VERWACHT.
7. 12 DIMENSIES VAN LEIDERSCHAP
6. TEAMBUILDING: MATE WAARIN LEIDER IN STAAT IS TEAMSPELERS TE
ONTWIKKELEN EN GERICHT TE ZIJN OP TEAMEFFECTIVITEIT DOOR EEN
COÖPERATIEVE SFEER OP TE ROEPEN, GEZAMENLIJKE INTERACTIE OP TE BOUWEN
EN CONSTRUCTIEVE CONFLICTEN AAN TE MOEDIGEN.
7.GERICHTHEID OP EXTERNE STAKEHOLDERS: MATE WAARIN LEIDER IN STAAT IS
WERKNEMERS BEWUST TE MAKEN VAN HUN EXTERNE ACHTERBAN, WAARBIJ MET
NAME DE NOODZAAK WORDT BENADRUKT TE REAGEREN OP DE EISEN VAN
KLANTEN, LEVERANCIERS, AANDEELHOUDERS EN ANDERE BELANGENGROEPEN,
ZOALS LOKALE GEMEENSCHAPPEN DIE DOOR DE ORGANISATIE WORDEN
GERAAKT.
8.MONDIALE MENTALITEIT: MATE WAARIN LEIDER IN STAAT IS EEN MONDIALE
MENTALITEIT TOT DE GELEDEREN TE LATEN DOORDRINGEN, DAT WIL ZEGGEN
WAARDEN IN TE PRENTEN DIE FUNGEREN ALS EEN SOORT LIJM TUSSEN DE IN DE
ORGANISATIE VERTEGENWOORDIGDE REGIONALE EN/OF NATIONALE CULTUREN.
8. 12 DIMENSIES VAN LEIDERSCHAP
9. VASTHOUDENDHEID: MATE WAARIN LEIDER VASTHOUDEND IS EN MOED IN
WERKNEMERS AANMOEDIGT DOOR HET GOEDE VOORBEELD TE GEVEN EN REDELIJKE
RISICO'S TOT EEN GOED EINDE TE BRENGEN.
10.EMOTIONELE INTELLIGENTIE: MATE WAARIN LEIDER ERIN SLAAGT VERTROUWEN BINNEN
DE ORGANISATIE TE CULTIVEREN DOOR EEN EMOTIONEEL INTELLIGENT
PERSONEELSBESTAND OP TE BOUWEN, VOORAL DOOR HET VOORBEELD TE GEVEN,
WAARVAN LEDEN ZICHZELF KENNEN EN WETEN HOE ZE RESPECTVOL EN BEGRIPVOL MET
ANDEREN HOREN OM TE GAAN.
11.LEVENSBALANS: MATE WAARIN LEIDER IN STAAT IS HET BELANG VAN DE BEHOEFTE TE
FORMULEREN AAN LEVENSBALANS EN VORMT TE GEVEN VOOR HET
LANGETERMIJNWELZIJN VAN WERKNEMERS.
12.HERSTELLINGSVERMOGEN NA STRESS: MATE WAARIN LEIDER IN STAAT IS AANDACHT TE
GEVEN AAN KWESTIES OP HET GEBIED VAN WERK, CARRIÈRE, LEVEN EN GEZONDHEID, EN
DE DRUK VAN VERSCHILLENDE KANTEN DIE HET LEVEN MET ZICH MEEBRENGT GOED IN
BALANS TE HOUDEN.
BRON: LEIDERSCHAPSTEST, MANFRED KETS DE VRIES; MET EEN ZELFTEST EN EEN WAARNEMERTEST.
ZIE VOOR DE ONLINE VERSIE HTTP://360TEST.NL/INFO/INFO_KETSDEVRIES
9. HUMBLE INQUIRY…….
• HUMBLE INQUIRY IS EEN DOOR EDGAR SCHEIN ONTWIKKELDE METHODE
WAARMEE JE EEN EFFECTIEVE HELPER WORDT LANGS DE LIJN VAN HET
OPBOUWEN VAN VERTROUWEN.
• DE VERSCHILLENDE FASEN VAN DE HUMBLE INQUIRY: DE PURE INQUIRY, DE
DIAGNOSTIC INQUIRY, DE CONFRONTATIONAL INQUIRY EN DE PROCESS
INQUIRY.
• FEITELIJK IS HET EEN OEFENING IN IJVERIGE PASSIVITEIT. HET GAAT EROM,
OM TE LEREN HET AANBIEDEN VAN HULP UIT TE STELLEN EN EEN GOED
BEELD TE KRIJGEN WAT IEMAND NIET ALLEEN KAN, MAAR WEL ZOU WILLEN.
• DE HELPING PARADOX IS DAT ER VEEL AANBOD IS VAN HULP EN WEINIG
VRAAG, TENMINSTE IN EERSTE INSTANTIE, DAT IS HET PARADOXALE. ER
MOET EERST VERTROUWEN ZIJN. U GAAT LEREN OM DAT VERTROUWEN IN
ACTIE OP TE BOUWEN.
10. VBLD: IDEO => HELPEN:
VERTROUWEN!
“THE OFFICE LOOKS LIKE A CROSS BETWEEN A STARBUCKS AND A
YOUTH CLUB. BICYCLES ARE PILED HIGH IN RACKS; THERE IS A PING-
PONG TABLE IN A CORNER. YOUNG PEOPLE SIT AT LONG PINE
BENCHES, SIPPING COFFEE AND PORING OVER LAPTOPS, THE MALES
LOOKING AS IF THEY ARE TAKING PART IN A BEARD-GROWING
COMPETITION.
BUT DO NOT BE DECEIVED BY THE LAID-BACK ATMOSPHERE: THIS IS
THE LONDON BRANCH OF ONE OF THE WORLD’S MOST SUCCESSFUL
DESIGN CONSULTANCIES, IDEO. WHEN IT STARTED UP IN SILICON
VALLEY IN 1991 ONE OF ITS FOUNDERS, DAVID KELLEY, SAID HE DID
NOT WANT TO EMPLOY MORE PEOPLE THAN COULD FIT IN A SCHOOL
BUS. TODAY IDEO HAS MORE THAN 600 EMPLOYEES AND OFFICES IN
EIGHT COUNTRIES.” THE ECONOMIST
ZIE OOK: HTTP://WWW.MANAGEMENTPRO.NL/FAMILIEBEDRIJVEN/ORGANISATIES-OMARMEN-INNOVATIE-EN-INDIVIDUALISME-OP-
DEZELFDE-MANIER-ZOALS-DINOSAURIERS-METEORIETEN-OMARMDEN/
11. IDEO => HELPEN:
VERTROUWEN!
Tim Brown IDEO’s CEO: “I believe that the more complex the
problem, the more help you need. And that’s the kind of stuff
we’re getting asked to tackle, so we need to figure out how to
have a culture where help is much, much more embedded.”
In the diagram each person is represented by a circle; the larger
the circle, the more times that person was named by someone
else as a helper. Notice that the most popular helpers are spread
across all levels of the organization
13. HUMBLE INQUIRY IS GEBASEERD
OP
DRIE ADVIESMODELLEN
(‘PROCES ADVISERING’ E. SCHEIN, 1987)
1. EXPERTMODEL
2. DOKTER - PATIËNT MODEL
3. PROCESCONSULTATIE MODEL
14. EXPERTMODEL
HET KOPEN VAN EXPERT-INFORMATIE EN/OF
SERVICE. ‘SELLING ‘N TELLING’
VOORBEELDEN
• HOE DENKT EEN BEPAALDE KLANTENCATEGORIE ERGENS
OVER?
• HOE ZULLEN MEDEWERKERS REAGEREN OP DE INVOERING
VAN EEN NIEUWE VORM VAN PERSONEELSBELEID?
• HOE KAN HET BESTE EEN CONTROLE SYSTEEM INGEVOERD
WORDEN BINNEN DE BESTAANDE IT SYSTEMEN?
15. DOKTER-PATIËNT MODEL
DE KLANT/PATIËNT VRAAG OM EEN ‘HEALTH CHECK’,
WANT HIJ VOELT WEL DAT ER IETS ZIEK IS
(VERKOOPCIJFERS DALEN, VEEL KLACHTEN VAN
KLANTEN, KWALITEITSPROBLEMEN), MAAR KAN ER DE
VINGER NIET OP LEGGEN. HIJ WEET DE DIAGNOSE
NIET EN OOK NIET WAT HET PROBLEEM
VEROORZAAKT OF HOE HET OP TE LOSSEN.
VOORBEELDEN
• VERKOOP GAAT ACHTERUIT, ONBEKEND WAAROM.
• KWALITEITSPROBLEMEN, NIET HELDER WAT, EXTERNE
CERTIFICATIE WORDT OPGESCHORT.
• SLECHTE SFEER IN DE PROFESSIONELE AFDELING. GEEN IDEE,
WAT ER MIS IS.
16. PROCESCONSULTATIE MODEL
PROCESADVISERING ZIJN DE VERSCHILLENDE
ACTIVITEITEN VAN DE ADVISEUR DIE DE CLIËNT
HELPEN OM DE GEBEURTENISSEN EN PROCESSEN, DIE
ZICH IN ZIJN OMGEVING VOORDOEN, TE
ONDERKENNEN, TE BEGRIJPEN EN ERNAAR TE
HANDELEN. DIT ALLES OM VERBETERING TE BRENGEN
IN DE SITUATIE ZOALS DEZE DOOR DE CLIËNT
GEDEFINIEERD IS EN HET PROBLEEMOPLOSSEND
VERMOGEN TE VERHOGEN.
VOORBEELDEN
• VOLGENS SCHEIN ALLE ADVIESSITUATIES.
• PROCESADVISERING IS AANGEWEZEN BIJ COMPLEXE PROCESSEN
EN SITUATIES MET TOEKOMSTIGE WERKELIJKHEDEN DIE NOG
ONBEKEND ZIJN.
17. SCHEIN: 3 KINDS OF HUMILITY
BASED ON 3 KINDS OF STATUS
BASIC HUMILITY: IN TRADITIONAL SOCIETIES WHERE
STATUS
IS ASCRIBED BY BIRTH OR SOCIAL POSITION, HUMILITY IS
NOT A
CHOICE BUT A CONDITION.
OPTIONAL HUMILITY: IN SOCIETIES WHERE STATUS IS
ACHIEVED THROUGH ONE’S ACCOMPLISHMENTS, WE TEND
TO FEEL
HUMBLE IN THE PRESENCE OF PEOPLE WHO HAVE CLEARLY
ACHIEVED
MORE THAN WE HAVE, AND WE EITHER ADMIRE OR ENVY
THEM.
18. SCHEIN: 3 KINDS OF HUMILITY
BASED ON 3 KINDS OF STATUS
HERE-AND-NOW HUMILITY: THERE IS A THIRD KIND OF HUMILITY THAT IS CRUCIAL FOR THE
UNDERSTANDING OF HUMBLE INQUIRY.
HERE-AND-NOW HUMILITY IS HOW I FEEL WHEN I AM DEPENDENT ON YOU. MY STATUS IS
INFERIOR TO YOURS AT THIS MOMENT BECAUSE YOU KNOW SOMETHING OR CAN DO
SOMETHING THAT I NEED IN ORDER TO ACCOMPLISH SOME TASK OR GOAL THAT I HAVE
CHOSEN.
YOU HAVE THE POWER TO HELP OR HINDER ME IN THE ACHIEVEMENT OF GOALS THAT I HAVE
CHOSEN AND HAVE COMMITTED TO. I HAVE TO BE HUMBLE BECAUSE I AM TEMPORARILY
DEPENDENT ON YOU.
HERE I ALSO HAVE A CHOICE. I CAN EITHER NOT COMMIT TO TASKS THAT MAKE ME
DEPENDENT ON OTHERS, OR I CAN DENY THE DEPENDENCY, AVOID FEELING HUMBLE, FAIL TO
GET WHAT I NEED, AND, THEREBY, FAIL TO ACCOMPLISH THE TASK OR UNWITTINGLY
SABOTAGE IT.
UNFORTUNATELY PEOPLE OFTEN WOULD RATHER FAIL THAN TO ADMIT THEIR DEPENDENCY
ON SOMEONE ELSE.
19. INQUIRY VOLGENS SCHEIN
• INQUIRY IS ALSO A COMPLEX CONCEPT. QUESTIONING IS BOTH A SCIENCE AND AN
ART. WHEN WE ADD THE ISSUE OF ASKING QUESTIONS ACROSS CULTURAL AND
STATUS BOUNDARIES, THINGS BECOME VERY MUDDY INDEED.
• WHAT WE ASK, HOW WE ASK IT, WHERE WE ASK IT, AND WHEN WE ASK IT ALL
MATTER. BUT THE ESSENCE OF HUMBLE INQUIRY GOES BEYOND JUST OVERT
QUESTIONING. THE KIND OF INQUIRY I AM TALKING ABOUT DERIVES FROM AN
ATTITUDE OF INTEREST AND CURIOSITY.
• IT IMPLIES A DESIRE TO BUILD A RELATIONSHIP THAT WILL LEAD TO MORE OPEN
COMMUNICATION. IT ALSO IMPLIES THAT ONE MAKES ONESELF VULNERABLE AND,
THEREBY, AROUSES POSITIVE HELPING BEHAVIOR IN THE OTHER PERSON.
• SUCH AN ATTITUDE IS REFLECTED IN A VARIETY OF BEHAVIORS OTHER THAN JUST
THE SPECIFIC QUESTIONS WE ASK.
• SOMETIMES WE DISPLAY THROUGH BODY LANGUAGE AND SILENCE A CURIOSITY
AND LEVEL OF INTEREST THAT GETS THE OTHER PERSON TALKING EVEN WHEN WE
HAVE SAID NOTHING.
21. CARRIÈREANKERS
E. SCHEIN:
“A PERSON'S CAREER ANCHOR IS HIS OR HER SELFCONCEPT
CONSISTING OF 1) SELF-PERCEIVED TALENTS AND
ABILITIES, 2) BASIC VALUES, AND, MOST IMPORTANT, 3)
THE EVOLVED SENSE OF MOTIVES AND NEEDS AS THEY
PERTAIN TO THE CAREER.
CAREER ANCHORS ONLY EVOLVE AS ONE GAINS
OCCUPATIONAL AND LIFE EXPERIENCE.
HOWEVER, ONCE THE SELF-CONCEPT HAS BEEN FORMED,
IT FUNCTIONS AS A STABILIZING FORCE, HENCE THE
METAPHOR OF "ANCHOR," AND CAN BE THOUGHT OF AS
THE VALUES AND MOTIVES THAT THE PERSON WILL NOT
GIVE UP IF FORCED TO MAKE A CHOICE.”
22. CARRIÈREANKERS
E. SCHEIN:
MY ORIGINAL RESEARCH IN THE MID-1970'S SHOWED THAT MOST
PEOPLE'S SELF-CONCEPTS REVOLVED AROUND FIVE CATEGORIES
REFLECTING BASIC VALUES, MOTIVES AND NEEDS:
1. AUTONOMY/INDEPENDENCE
2. SECURITY/STABILITY
3. TECHNICAL-FUNCTIONAL COMPETENCE
4. GENERAL MANAGERIAL COMPETENCE
5. ENTREPRENEURIAL CREATIVITY.
FOLLOW-UP STUDIES WITH A WIDER RANGE OF OCCUPATIONS IN THE
1980'S REVEALED THREE ADDITIONAL ANCHOR CATEGORIES
6. SERVICE OR DEDICATION TO A CAUSE
7. PURE CHALLENGE
8. LIFE STYLE
23. CARRIÈREANKERS
• AUTONOMIE/ONAFHANKELIJKHEID. JE WERKT GRAAG ZELFSTANDIG EN VINDT HET HEEL
BELANGRIJK DAT JE DE DINGEN OP JOUW MANIER KUNT DOEN. IN JE WERK EN MANIER VAN
BESLISSINGEN NEMEN BEN JE HEEL AUTONOOM EN ONAFHANKELIJK. JE ERVAART REGELS
ALS EEN BELEMMERING. JE WILT JE WEL RICHTEN NAAR DOELEN, MAAR JE BEPAALT ZELF DE
WEG ERHEEN.
• ZEKERHEID/STABILITEIT. JE WIL ALTIJD WETEN WAAR JE AAN TOE BENT EN JE VINDT
RISICO'S GAUW ENG. JE HECHT VEEL WAARDE AAN EEN VASTE AANSTELLING EN HELDERE
ARBEIDSVOORWAARDEN. JE VOELT JE OOK BEHOORLIJK BETROKKEN EN LOYAAL AAN DE
ORGANISATIE WAAR JE WERKT. JE HEBT NIET DE AMBITIE OM KOSTE WAT KOST HOGEROP
TE KOMEN. JE VOLGT LIEVER EEN DUIDELIJK EN VAST OMLIJND CARRIÈREPAD.
• TECHNISCH/FUNCTIONEEL. JE VINDT DE INHOUDELIJKE KANT VAN JE WERK HET
BELANGRIJKST EN DAAR ONTLEEN JE JE GEVOEL VAN EIGENWAARDE AAN. JE WILT GRAAG
EEN DESKUNDIGE ZIJN DIE WORDT GERAADPLEEGD. JE BENT EEN SPECIALIST OF OP WEG
OM ER EEN TE WORDEN.
• ALGEMEEN MANAGEMENT. JE BENT RESULTAATGERICHT EN VOORAL EEN GENERALIST. JE
WIL GRAAG SNEL RICHTING DE TOP EN HEBT DE AMBITIE OM MANAGER TE WORDEN. JE
BENT JE ERVAN BEWUST DAT JE DAARVOOR EEN SCHAAP MET VIJF POTEN MOET ZIJN EN JE
ONTWIKKELT JE OOK ZO: JE BENT ANALYTISCH EN KUNT GOED BESLISSINGEN NEMEN, JE
KUNT GOED SAMENWERKEN EN COMMUNICEREN EN JE BESCHIKT OVER MENSENKENNIS.
24. CARRIÈREANKERS
• ONDERNEMINGSGERICHTE CREATIVITEIT. JE HOUDT VAN ZELF CREËREN EN WILT GRAAG
IETS IN DE MARKT ZETTEN. JE DROOMT VAN EEN EIGEN BEDRIJF EN JE VINDT HET
SPANNEND OM IETS NIEUWS OP TE ZETTEN OF EEN BESTAAND INITIATIEF NIEUW LEVEN IN
TE BLAZEN. JE BENT CREATIEF IN HET BEDENKEN VAN IDEEËN OM ZE TE VERWEZENLIJKEN.
JE WIL GRAAG NAAMSBEKENDHEID VERWERVEN. JE DOEL IS GELD TE VERDIENEN MET WAT
JE ZELF TOT STAND HEBT GEBRACHT.
• DIENSTVERLENING/TOEWIJDING AAN EEN ZAAK. JE WILT GRAAG IETS DOEN OF MAKEN
WAAR ANDEREN WAT AAN HEBBEN. IN JE HART WIL JE DE WERELD VERBETEREN. JE BENT
NIET ZOZEER LOYAAL AAN EEN ORGANISATIE MAAR JE WIL VOORNAMELIJK EEN
RECHTVAARDIG OF MENSWAARDIG DOEL BEREIKEN. JE VINDT HET BELANGRIJK ERKENNING
TE KRIJGEN VOOR JE INZET VOOR DAT DOEL.
• UITDAGING. JE BENT IEMAND DIE ALTIJD MOEILIJKE UITDAGINGEN AANGAAT EN DIE WIL
OVERWINNEN. JE GAAT DE CONCURRENTIE AAN OF JE STRIJDT MET JEZELF OM DE DINGEN
STEEDS WEER BETER TE DOEN. JE HAAT ROUTINE EN JE WIL STEEDS WAT NIEUWS. JE LEGT
DE LAT VOOR JEZELF ALSMAAR WEER HOGER EN BENT AMBITIEUS. JE HEBT EEN GROTE
INTRINSIEKE MOTIVATIE.
• LEVENSSTIJL. JE VINDT JE WERK NIET HET BELANGRIJKSTE IN HET LEVEN, EN HET WERK
DAT JE DOET MOET ZINVOL ZIJN EN PASSEN BIJ WIE JE ALS MENS BENT. JE DOET ER ALLES
AAN OM JE WERK- EN PRIVÉ-LEVEN IN BALANS TE LATEN ZIJN.
25. CARRIÈREANKERS
E. SCHEIN:
“AND, IN CONCLUSION, IF OUR PAST EXPERIENCE OF
THE PAST SEVERAL DECADES IS ANY INDICATION, WE
WILL FIND THAT MOST OF THE ABOVE PREDICTIONS
ARE NAIVE AND WILL BE PROVED TO BE WRONG.
THE ONLY RELIABLE PREDICTION IS THAT WE WILL
HAVE TO BECOME PERPETUAL LEARNERS, MORE SELF-
RELIANT, AND MORE CAPABLE THAN EVER IN DEALING
WITH SURPRISES OF ALL SORTS. IT SHOULD BE A FIELD
DAY FOR THOSE ANCHORED IN PURE CHALLENGE!!!”
26. CARRIÈREANKERS
FOOD FOR THOUGHT : MAHATMA GANDHI WAS AN EXTRAORDINARY CAREER
MANAGER. HE HAD THE KNACK OF FINDING THE RIGHT PERSON FOR THE RIGHT
JOB.
AROUND 1917 TWO YOUNG LAWYERS APPROACHED HIM AND EXPRESSED THEIR
KEEN DESIRE TO WORK FOR HIM. BOTH WERE APPROXIMATELY 25 YEARS OLD;
BOTH WERE ALMOST EQUAL IN STATURE AND BOTH CAME FROM GANDHI'S
NATIVE STATE (GUJARAT).
GANDHI LOOKED AT THEM, ASSESSED THEIR TRUE INTERESTS AND ASKED ONE
TO BE HIS MANAGER OF LOGISTICS AND THE OTHER TO SERVE HIM AS HIS
PRIVATE SECRETARY.
DESPITE INNUMERABLE OBSTACLES IN THEIR WAYS, BOTH PERFORMED
EXTRAORDINARILY IN THEIR RESPECTIVE FUNCTIONS AND STAYED WITH
GANDHI ALL THEIR LIFE. ONE DIED IN 1945 WHILE IN JAIL WITH GANDHI AND
THE OTHER OUTLIVED GANDHI.
EXPERTS SAY THAT HAD THEIR FUNCTIONS BEEN REVERSED, THEY WOULD HAVE
PERFORMED DISASTROUSLY.
WWW.SSINHA.COM
27. KERNWAARDEN
“KERNWAARDEN ZIJN DIEP VERANKERDE OVERTUIGINGEN DIE
ONS BEELD EN ONS OORDEEL FILTEREN OVER ONSZELF EN OVER
ANDEREN. ZEGGEN KWALITEITEN VOORAL IETS OVER HOE U
DINGEN DOET, EN WAAR U GOED IN BENT, KERNWAARDEN
VERKLAREN WAAROM U DINGEN DOET. ZE ZIJN BELANGRIJK
VOOR U. KERNWAARDEN VERKLAREN HET ‘WAAROM’ VAN UW
HANDELEN. ZE VERKLAREN OOK IRRITATIE EN VERWONDERING
ALS HET GAAT OM DE INTERACTIE MET ANDEREN IN
ORGANISATIES. KERNWAARDEN ZIJN VAAK HET PRODUCT VAN
OPVOEDING EN VORMING EN MOEILIJK VERANDERBAAR. ZE
EVOLUEREN WEL IN DE TIJD, AFHANKELIJK VAN GEBEURTENISSEN
IN IEMANDS LEVEN.”
PERSOONLIJKE KERNWAARDEN ORGANISATIE KERNWAARDEN
28. KERNWAARDEN @ SOUTHWEST
AIRLINES (SWA)
“SOUTHWEST BELIEVES IN A SUSTAINABLE FUTURE WHERE THERE WILL BE A
BALANCE IN OUR BUSINESS MODEL BETWEEN SHAREHOLDERS, EMPLOYEES,
CUSTOMERS, AND OTHER STAKEHOLDERS. IN ORDER TO PROTECT OUR
WORLD FOR FUTURE GENERATIONS AND UPHOLD OUR COMMITMENTS, WE
WILL STRIVE TO SUSTAIN OUR UNMATCHED PROFITABILITY RECORD IN THE
INDUSTRY, EFFICIENCY THAT CONSERVES NATURAL RESOURCES, FOSTERING
A CREATIVE AND INNOVATIVE WORKFORCE, AND GIVING BACK TO THE
COMMUNITIES IN WHICH WE WORK AND LIVE.” SOUTHWEST.COM
“BUSINESS STRATEGIES CHANGE. MARKET POSITIONING CHANGES. BUT PURPOSE DOES
NOT CHANGE. EVERYBODY AT SOUTHWEST IS A FREEDOM FIGHTER.”
HERB KELLEHER 1931 – 2019
“IT’S NOT WHAT YOU SELL, IT’S WHAT YOU STAND FOR.”
29. KERNWAARDEN
CARRIÈREANKERS:
VBLD. SEARS CORE VALUES
CORE VALUES @SEARS: HONESTY, INTEGRITY, RESPECT FOR THE
INDIVIDUAL, TEAMWORK, TRUST, AND CUSTOMER FOCUS.
BRON: THE EMPLOYEE-CUSTOMER PROfiT CHAIN AT SEARS; HBR 01/98
30. SCHILLEN 5 EN 6 ONDER DE
LOEP
EGO SCHIL (EGO: EEN BEPAALD
ZELFBEELD DAT JE IN HET VERLEDEN
GEHOLPEN HEEFT OM JE OP EEN SPECIFIEKE
MANIER TE POSITIONEREN TEN OPZICHTE
VAN DE OMGEVING)
WAARDENSCHIL (WAARDE: EEN
GRONDBEGINSEL WAAR JE VOOR STAAT)
BRON: AUTHENTIEK LEIDERSCHAP B. BLEKKINGH
31. MC 3 VAN 8
AUTHENTIEK LEIDERSCHAP, WIE
BEN IK EN WAARVOOR GA IK?
WILLEM E.A.J. SCHEEPERS MBA
DOCENT EN ORGANISATIE ONTWIKKELAAR
IK BEN BEREIKBAAR OP WILLEM@WILLEMSCHEEPERS.NL RESP. +31 (0)651 176 097