Join MRG's leaders, clients and community for an eye-opening half-day summit that is a must-attend event for those developing individuals and teams in today's rapidly changing world.
MRG will reveal:
• Exclusive new research that highlights emerging trends in leadership
• The future of marketing and solution-building with MRG
• Two groundbreaking, brand-new tools for fostering personal and professional growth:
----> Momentum, a transformative new tool that leverages the life-changing impact of assessments to support lasting change
----> The IDI Team report, a unique tool for understanding how motivation impacts team dynamics
The motivational predispositions we possess inform the way we experience the world – and they are with us through good times and bad. Developing a deeper awareness of our motivational drivers can help us with the essential and difficult work of self-regulation: making conscious choices to manage our emotional impulses and respond more objectively (and productively) to life’s challenges.
In this webinar, we will explore:
- The fundamentals of motivation: recognizing our drivers, as well as their complexities and contradictions
- How motivation can manifest in our lives - in ways that may help us or challenge us
- The cycles of reaction: identifying what our sensitivities are, how we react, and what we can do to mitigate their impact.
A culture that mobilizes, empowers and engages employees has probably never been more important. Most organizations pursue the aspiration but fail to deliver in reality.
In this webinar, learn how to help organizations move from good intentions to actively creating their ideal culture. We will:
Identify the steps required to define the desired organizational culture
Find out how to spot the behaviors that can undermine an organization's efforts
Explore what research can tell us about effective (and ineffective) leadership and its impact on organizational culture
Discuss practical strategies for making and measuring culture change in the real w
Effectively coaching and developing High Potentials starts with informed selection. New research from MRG reveals that HiPos share a select group of core competencies that are consistent across the board. However, when segmented, the data also reveal surprising diversity within the HiPo population. When we examine the data by region, industry, and other demographics, we find that unique profiles develop within these segments – some that vary significantly from the overall HiPo profile.
Even experienced leaders have no road map to help them navigate the current landscape. Find out what research can tell us about the leadership behaviors that are most important during this time of disruption.
Ensuring employees feel connected, engaged, and energized can provide them with a valuable sense of stability in times of uncertainty. Discover what research can tell us about building and sustaining higher levels of engagement.
The Individual Directions Inventory (IDI) is used to reveal underlying motivations and untapped sources of emotional energy, helping individuals develop a more nuanced understanding of how they approach their world. Learn how the unique questionnaire design yields revealing and reliable data. Explore case studies that illustrate how the IDI can be applied individually, in teams, across organizations, and alongside other assessments to unlock deep insights about drivers that are often buried below the surface.
How do we transform every leader into a compassionate leader?
In this one-hour webinar, we explore what new research reveals about compassionate leaders, and provide you with tools to support leaders in learning to actively demonstrate compassion.
The motivational predispositions we possess inform the way we experience the world – and they are with us through good times and bad. Developing a deeper awareness of our motivational drivers can help us with the essential and difficult work of self-regulation: making conscious choices to manage our emotional impulses and respond more objectively (and productively) to life’s challenges.
In this webinar, we will explore:
- The fundamentals of motivation: recognizing our drivers, as well as their complexities and contradictions
- How motivation can manifest in our lives - in ways that may help us or challenge us
- The cycles of reaction: identifying what our sensitivities are, how we react, and what we can do to mitigate their impact.
A culture that mobilizes, empowers and engages employees has probably never been more important. Most organizations pursue the aspiration but fail to deliver in reality.
In this webinar, learn how to help organizations move from good intentions to actively creating their ideal culture. We will:
Identify the steps required to define the desired organizational culture
Find out how to spot the behaviors that can undermine an organization's efforts
Explore what research can tell us about effective (and ineffective) leadership and its impact on organizational culture
Discuss practical strategies for making and measuring culture change in the real w
Effectively coaching and developing High Potentials starts with informed selection. New research from MRG reveals that HiPos share a select group of core competencies that are consistent across the board. However, when segmented, the data also reveal surprising diversity within the HiPo population. When we examine the data by region, industry, and other demographics, we find that unique profiles develop within these segments – some that vary significantly from the overall HiPo profile.
Even experienced leaders have no road map to help them navigate the current landscape. Find out what research can tell us about the leadership behaviors that are most important during this time of disruption.
Ensuring employees feel connected, engaged, and energized can provide them with a valuable sense of stability in times of uncertainty. Discover what research can tell us about building and sustaining higher levels of engagement.
The Individual Directions Inventory (IDI) is used to reveal underlying motivations and untapped sources of emotional energy, helping individuals develop a more nuanced understanding of how they approach their world. Learn how the unique questionnaire design yields revealing and reliable data. Explore case studies that illustrate how the IDI can be applied individually, in teams, across organizations, and alongside other assessments to unlock deep insights about drivers that are often buried below the surface.
How do we transform every leader into a compassionate leader?
In this one-hour webinar, we explore what new research reveals about compassionate leaders, and provide you with tools to support leaders in learning to actively demonstrate compassion.
Multi-rater leadership assessments are an invaluable tool for leadership coaching. In particular, they allow one to view a leader from the perspective of different groups of observers (e.g., bosses, peers, direct reports). Each rater has a different relationship and set of experiences with the leader they are evaluating, and those relationships influence their perceptions of that leader’s behaviors. Understanding those differences can help us interpret 360 assessments in a more nuanced and effective way, allowing us to help leaders gain a clearer understanding of how their behaviors are perceived and construed by those around them.
In this one-hour webinar, MRG’s David Ringwood and Maria Brown will share new research and insights that shed light on the following questions:
What behaviors do different observer groups associate with effective leadership?
Are there differences in the behaviors perceived by different observer groups?
What do self and observer perceptions tell us about leader blind spots?
How can we use this information to interpret feedback more effectively and to inform the way we coach and develop leaders?
Our discussion will center on insights obtained from a recent global sample of leaders who were rated by their bosses, peers and direct reports using MRG’s LEA 360™.
Satisfaction may appear to be highly subjective, but new MRG data reveals patterns in the way highly satisfied individuals approach the world. By discovering where satisfied (and dissatisfied) individuals focus their energy, we can uncover and address the root causes of deep dissatisfaction – which, whether it’s personal, professional, or both, can be a barrier to growth.
When a once-promising leader starts to become ineffective in their role, the impact goes well beyond the leader themselves. A seriously ineffectual leader, left unchecked, can be toxic for a team, or even the organization as a whole. That’s why it’s so critical to be able to spot the signs of a leader at risk for derailment, so you can start coaching for course correction (or in extreme cases, make plans for an exit).
How can you spot the warning signs early, before productivity and morale start to suffer?
Using data from thousands of leaders around the world, we explore whether it makes sense to expect our leaders - even the best and brightest - to be effective at both managing relationships and driving for results.
The IDI Team Development Report has just been released, and it already has many in the coaching, consulting, and talent development industry talking about its transformative impact on how people work together.
In this session, we will take a closer look at this groundbreaking solution for teams. Join us to see:
The brand-new IDI Team Development Report: see for yourself how this tool presents group data and actionable insights in illuminating new ways
A fully supported solution: take a look at the built-in tools that make this report uniquely engagement-ready and easy to deliver in a group setting
The approach in action: hear a first-hand account from consultant Anne DeFrancesco, who used the new IDI Team Development Report in a successful engagement with leaders at a U.S. retail giant
Whether you have an established practice in team coaching and development or you are exploring adding this type of work to your repertoire, this webinar will introduce you to a tool that can help enhance your work and support you in building healthier, happier, more productive teams.
No matter the size, industry, or purpose of an organization, effective teamwork is a key component of success. Teams today are more diverse than ever, with individuals of different generations, backgrounds, and mindsets coming together to meet constantly increasing demands for productivity, creativity, and collaboration. In most cases, people want to succeed, and want to contribute to the success of the organization and of their colleagues. So why is internal conflict so prevalent, and such a barrier to positive collaboration and trust?
One cause of the continuous conflict: when individuals try to resolve problems, they address each other’s behaviors – the things they can observe on a surface level. To develop more effective teams, we must help people understand each other’s motivations – the hidden drivers beneath the surface that give us energy (or drain us of it).
Each individual has a unique motivational DNA that not only drives their own behavior, but also shapes how they interpret the actions of others. Revealing these motivations and developing a team-wide understanding of how these motivations align or mutual understanding of them can be a catalyst for transformational team development.
Join MRG for a 60-minute webinar in which we explore how to:
• Separate ‘what’ from ‘why’: understand the difference between behavior and motivation
• Measure motivation: explore a tool that goes beneath the surface to uncover hidden drivers
• Harness the power of a common language: develop a supportive, value-neutral vocabulary talking about motivation
• Foster awareness and acceptance: create a deep level of self-awareness and a culture that stops rating people as good or bad - and starts celebrating them as different
Invest an hour to discover powerful new strategies to develop healthier, happier, more productive teams.
Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision.
Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all.
The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
The motivational predispositions we possess inform the way we experience the world – and they are with us through good times and bad. Developing a deeper awareness of our motivational drivers can help us with the essential and difficult work of self-regulation: making conscious choices to manage our emotional impulses and respond more objectively (and productively) to life’s challenges.
In this webinar, we explore:
The fundamentals of motivation: recognizing our drivers, as well as their complexities and contradictions
How motivation can manifest in our lives - in ways that may help us or challenge us
The cycles of reaction: identifying what our sensitivities are, how we react, and what we can do to mitigate their impact
Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision.
Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all.
The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.
In this presentation, attendees will:
- Explore new research that proves just rarely leaders excel at both relationships and results
- Learn how HR leaders play a key role in ending the harmful myth of the heroic, do-it-all leader
- Discover how HR can support the establishment of a more collaborative, more effective model of leadership
- See how a strategic shift toward a culture of shared leadership can help you retain top talent and yield better outcomes for your organization
We share some of the most fascinating new research findings from MRG’s recent studies, along with their practical implications. Discover how you can incorporate this research into your work to enhance the impact of your proposals, engagements, and coaching.
We’ll highlight findings on:
Compassionate Leadership: the benefits of going beyond empathy to compassion (and how to support it in the leaders coach
Relationships vs. Results: Is it realistic to ask leaders to balance both?
Derailers: the profiles of leaders who are starting to go off course – and how to get them back on
Motivating Gen Z: what data can tell us about what drives the youngest generation in the workforce
Entrepreneurial leadership: what we know about how they lead and how they are different that traditional CEO’s
Perceived versus Felt Self-Confidence: what makes a leader appear self-confident to others and how does that relate to a leader’s felt self-confidence
Developing High Potentials: What leadership behaviors distinguish high potentials throughout the leadership pipeline
And more…
CTR Workshop:
• Relationship Between Talents and Strengths
* Clifton StrengthsFinder® Assessment
• 34 Talent Themes
• Four Leadership Domains
• Understanding and Leveraging Team Member Strengths
• Benefits and Challenges of High Performing Teams
Contact www.CTR-Consulting.com for complete PowerPoint presentation and more information about company and services.
Training Slides of Advanced Leadership Skills Managment, discussing the importance of Leadership.
Some Key-Points:
- Leadership Skills
- Interpersonal Effectiveness
- Holistic Communications
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Special report finding budget for your leadership training - your questions a...Tom Cooper, PMP
This report covers the benefits of a leadership training program and provides you with the essential questions that your boss will ask about training - ROI, costs, and how to find the right provider for your leadership development training program.
Multi-rater leadership assessments are an invaluable tool for leadership coaching. In particular, they allow one to view a leader from the perspective of different groups of observers (e.g., bosses, peers, direct reports). Each rater has a different relationship and set of experiences with the leader they are evaluating, and those relationships influence their perceptions of that leader’s behaviors. Understanding those differences can help us interpret 360 assessments in a more nuanced and effective way, allowing us to help leaders gain a clearer understanding of how their behaviors are perceived and construed by those around them.
In this one-hour webinar, MRG’s David Ringwood and Maria Brown will share new research and insights that shed light on the following questions:
What behaviors do different observer groups associate with effective leadership?
Are there differences in the behaviors perceived by different observer groups?
What do self and observer perceptions tell us about leader blind spots?
How can we use this information to interpret feedback more effectively and to inform the way we coach and develop leaders?
Our discussion will center on insights obtained from a recent global sample of leaders who were rated by their bosses, peers and direct reports using MRG’s LEA 360™.
Satisfaction may appear to be highly subjective, but new MRG data reveals patterns in the way highly satisfied individuals approach the world. By discovering where satisfied (and dissatisfied) individuals focus their energy, we can uncover and address the root causes of deep dissatisfaction – which, whether it’s personal, professional, or both, can be a barrier to growth.
When a once-promising leader starts to become ineffective in their role, the impact goes well beyond the leader themselves. A seriously ineffectual leader, left unchecked, can be toxic for a team, or even the organization as a whole. That’s why it’s so critical to be able to spot the signs of a leader at risk for derailment, so you can start coaching for course correction (or in extreme cases, make plans for an exit).
How can you spot the warning signs early, before productivity and morale start to suffer?
Using data from thousands of leaders around the world, we explore whether it makes sense to expect our leaders - even the best and brightest - to be effective at both managing relationships and driving for results.
The IDI Team Development Report has just been released, and it already has many in the coaching, consulting, and talent development industry talking about its transformative impact on how people work together.
In this session, we will take a closer look at this groundbreaking solution for teams. Join us to see:
The brand-new IDI Team Development Report: see for yourself how this tool presents group data and actionable insights in illuminating new ways
A fully supported solution: take a look at the built-in tools that make this report uniquely engagement-ready and easy to deliver in a group setting
The approach in action: hear a first-hand account from consultant Anne DeFrancesco, who used the new IDI Team Development Report in a successful engagement with leaders at a U.S. retail giant
Whether you have an established practice in team coaching and development or you are exploring adding this type of work to your repertoire, this webinar will introduce you to a tool that can help enhance your work and support you in building healthier, happier, more productive teams.
No matter the size, industry, or purpose of an organization, effective teamwork is a key component of success. Teams today are more diverse than ever, with individuals of different generations, backgrounds, and mindsets coming together to meet constantly increasing demands for productivity, creativity, and collaboration. In most cases, people want to succeed, and want to contribute to the success of the organization and of their colleagues. So why is internal conflict so prevalent, and such a barrier to positive collaboration and trust?
One cause of the continuous conflict: when individuals try to resolve problems, they address each other’s behaviors – the things they can observe on a surface level. To develop more effective teams, we must help people understand each other’s motivations – the hidden drivers beneath the surface that give us energy (or drain us of it).
Each individual has a unique motivational DNA that not only drives their own behavior, but also shapes how they interpret the actions of others. Revealing these motivations and developing a team-wide understanding of how these motivations align or mutual understanding of them can be a catalyst for transformational team development.
Join MRG for a 60-minute webinar in which we explore how to:
• Separate ‘what’ from ‘why’: understand the difference between behavior and motivation
• Measure motivation: explore a tool that goes beneath the surface to uncover hidden drivers
• Harness the power of a common language: develop a supportive, value-neutral vocabulary talking about motivation
• Foster awareness and acceptance: create a deep level of self-awareness and a culture that stops rating people as good or bad - and starts celebrating them as different
Invest an hour to discover powerful new strategies to develop healthier, happier, more productive teams.
Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision.
Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all.
The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
The motivational predispositions we possess inform the way we experience the world – and they are with us through good times and bad. Developing a deeper awareness of our motivational drivers can help us with the essential and difficult work of self-regulation: making conscious choices to manage our emotional impulses and respond more objectively (and productively) to life’s challenges.
In this webinar, we explore:
The fundamentals of motivation: recognizing our drivers, as well as their complexities and contradictions
How motivation can manifest in our lives - in ways that may help us or challenge us
The cycles of reaction: identifying what our sensitivities are, how we react, and what we can do to mitigate their impact
Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision.
Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all.
The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.
In this presentation, attendees will:
- Explore new research that proves just rarely leaders excel at both relationships and results
- Learn how HR leaders play a key role in ending the harmful myth of the heroic, do-it-all leader
- Discover how HR can support the establishment of a more collaborative, more effective model of leadership
- See how a strategic shift toward a culture of shared leadership can help you retain top talent and yield better outcomes for your organization
We share some of the most fascinating new research findings from MRG’s recent studies, along with their practical implications. Discover how you can incorporate this research into your work to enhance the impact of your proposals, engagements, and coaching.
We’ll highlight findings on:
Compassionate Leadership: the benefits of going beyond empathy to compassion (and how to support it in the leaders coach
Relationships vs. Results: Is it realistic to ask leaders to balance both?
Derailers: the profiles of leaders who are starting to go off course – and how to get them back on
Motivating Gen Z: what data can tell us about what drives the youngest generation in the workforce
Entrepreneurial leadership: what we know about how they lead and how they are different that traditional CEO’s
Perceived versus Felt Self-Confidence: what makes a leader appear self-confident to others and how does that relate to a leader’s felt self-confidence
Developing High Potentials: What leadership behaviors distinguish high potentials throughout the leadership pipeline
And more…
CTR Workshop:
• Relationship Between Talents and Strengths
* Clifton StrengthsFinder® Assessment
• 34 Talent Themes
• Four Leadership Domains
• Understanding and Leveraging Team Member Strengths
• Benefits and Challenges of High Performing Teams
Contact www.CTR-Consulting.com for complete PowerPoint presentation and more information about company and services.
Training Slides of Advanced Leadership Skills Managment, discussing the importance of Leadership.
Some Key-Points:
- Leadership Skills
- Interpersonal Effectiveness
- Holistic Communications
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Special report finding budget for your leadership training - your questions a...Tom Cooper, PMP
This report covers the benefits of a leadership training program and provides you with the essential questions that your boss will ask about training - ROI, costs, and how to find the right provider for your leadership development training program.
Effective succession planning begins with identifying and developing high potential leaders early and effectively. But how do you recognize the people who are prepared to make high-value, long-term contributions to your organization? And how do you develop leaders who don’t just thrive in the roles they have now, but are prepared to tackle the challenges in roles that could be years away?
With insights drawn from the latest research, it is possible to create and implement an effective strategy for HiPo development and succession planning. Not only that, the right data will help you develop a deeper talent pool, giving your organization more choices when critical roles open up.
Developmental conversations are critical for short-term change, but when it comes to reaching long-term goals, traditional leadership development practices can come up short.
To support an executive in their commitment to lasting, impactful change or the achievement of major, lifelong goals, coaches must dig deeper to examine the core drivers – usually subconscious – that have steered the client to their current path. Further, you must help your client uncover whether these deep-seeded drivers are helping or hindering their ability to achieve their goals, and support them in making any changes required of them.
Such broad and deeply personal conversations can be challenging, but with the right tools, they can lead to your most impactful and rewarding engagements.
In this 60-minute session, we will explore the concepts you must understand in order to take your coaching of senior executives to greater depths, including:
- Strategies for achieving long-term goals rather than quick wins
- Opening up the conversation to include an individual’s personal, as well as professional, motivations
- The benefits of a directional approach in support of a developmental approach
- Supporting the client as they challenge themselves, recognize internal contradictions, and question their own assumptions
- Selecting and understanding the assessment tools available for exploring personal drivers
Join MRG’s David Ringwood to explore how you can broaden the coaching conversation with senior executives to support them in making choices that will have a lasting, life-long impact.
The Role of the HR Professional in Creating a High-Performance OrganisationThe HR Observer
Whether you are new to the HR profession or experienced in the field, this session will provide an overview of the key responsibilities of a human resource professional. SHRM, the largest HR association in the world will provide a review of trends, useful metrics, and challenging HR issues. In addition, key business functions and strategies to drive organisational results will be highlighted. By attending this session you will be able to enhance your knowledge of the general competencies of an HR professional and describe current trends and best practices in each of the HR functions.
Robert Garcia, Director for Global Business, SHRM
Within each competency exists feminine and masculine traits and every leader, no matter male or female, must be able to recognize, embody and balance these traits effectively. Research recently conducted by the Organizational Intelligence Institute revealed how complications can arise when a leader ineffectively attempts to cross pollenate culture, gender and competency traits. In this informative and interactive session we’ll explore a new way to think about and identify ways to develop leadership skills that transcend gender bias and create a road map for effective trait integration. *Attendees will receive a copy of the research paper.
Our task as CDFIs is to deploy our loan capital as effectively and quickly as possible to meet the needs of the community. "Sales" is not a bad word in nonprofits, because you are working to make capital access equal for all. Learn how you can implement this within your own organization.
2016 Edelman TRUST BAROMETER - Leadership in a Divided WorldEdelman
A world of divided trust and dispersed authority presents a leadership opening. Yet, as the data indicates, it is not business leadership as usual that will resonate. As the 2016 findings show, leadership for a divided world must recognize the importance of action, values, engagement and employee advocacy.
Read the full global results at www.edelman.com/trust2016
In an increasingly challenging and unpredictable professional landscape, leaders are often being asked to balance an impossibly broad set of responsibilities. A shared leadership model promises a more sustainable path forward – yet many organizations and individuals stumble when they attempt to implement this more collaborative approach.
In this webinar, we discover what research tells us about the behavior patterns that can block shared leadership and potentially reduce leadership effectiveness. Learn how to recognize these risk factors and how you can coach leaders to work through these challenges to support and embrace a shared approach to leadership.
Whether a career transition is driven by circumstances or by choice, it’s always an important step. These moments represent an opportunity to advance your career, to achieve greater levels of success in whatever way you define it, and to establish a career direction that is aligned with what you find most personally rewarding.
Many people fail to invest adequately in thinking about their career choices and what will work for them in the longer term.
Understanding what motivates us can provide a greater degree of confidence in the career choices we are making and a clear set of criteria against which we can measure the quality and relevance of job opportunities.
In this webinar, we discuss how incorporating an individual's motivation into career transition coaching can help them make their next choice with greater intention, setting them up for success
What leads to personal and professional fulfilment? It's a question everyone wants to know the answer to.
Here, we discuss MRG’s research on the motivational, life architecture, and quality of life factors to see what we can predict about individual satisfaction and dissatisfaction.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
In challenging times, resilience is especially critical. Explore how increasing self-awareness can help individuals foster the resilience they need to overcome personal, professional, and global challenges.
Compassionate leaders go beyond empathy; they act on their desire to help others. In doing so, they increase their own well-being and the well-being of those with whom they work, creating a ripple effect that can be transformative for an entire organization.
Given these broad benefits, anyone who wants to make an impact on an individual or organization should be asking the question: how do we transform every leader into a compassionate leader?
Get to know the latest product offerings from MRG and learn how they’re being used to expand engagements and open new opportunities. We’ll also share the initiatives we have on the horizon, and solicit your ideas and requests.
Join us for this highly interactive session to help shape the future of MRG!
At MRG, our goal isn’t to be a provider – it’s to be a partner. Learn about the many ways we can support you in meeting the unique needs of your practice.
We will share:
Brand new ways we can help you position MRG tools competitively against other assessments
The Knowledge Base, our new, searchable treasure trove of research, marketing material, and more
How custom reports can be used for more powerful, personal engagements
Opinions about millennials in the workplace are abundant, and often provocative. While there is ample discussion about this generation, its differences, and its challenges, very few organizations have a plan for improving intergenerational relationships in the office.
By grounding your plans in research rather than rumor, you can establish an effective strategy for retaining, motivating, and maximizing the potential of millennials.
As millennials ascend to leadership positions, it is critical for every organization to develop an inclusive, research-based approach to developing the next generation of leaders. Watch the webinar for revealing research that will help your organization harness the potential of millennial talent.
Every organization is looking for the heroic leader who can do it all. This mini-deck offers a peek at fascinating new research about how many leaders can actually be effective at both relationships and results. Contact research@mrg.com for more information.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. Agenda
1. Welcome & Introductions
2. A Taste of Research
3. Building a Better Partnership
4. A Founder’s Journey
5. New Products
oIDI Team Report
oMomentum
6. Q&A
3. New Kids on the Block
Lucy
Sullivan
Head of
Marketing
Jeremy
Haskell
Relationship
Architect
Maria
Brown
Head of
Research
Joining
April 2, 2018
I/O
Psychologist
5. A Taste of some New Research
1. Norms
2. New Research
–Generation vs. Age
–Gender and Observer Ratings
–Sales Effectiveness
3. Potential new research questions
6. LEA Norms
15 New
39 Total
IDI Norms
11 New
31 Total
Personal Directions Norms
9 New
18 Total
SPA Norms
8 New
11 Total
Norm updates
7. Leadership Effectiveness Analysis™
• Asia
• Australia
• Brazil
• China
• Colombia
• East Asia
• Hong Kong
• Mexico
• New Zealand
• Northern Europe
• Poland
• South Asia
• Southeast Asia
• West Asia/Middle East
• Western Europe
11. LEA Matched on:
• Management Level
• Job Function
• Gender
• Age
Performed for groups with overlapping ages ranging 25-35
years old: Gen X and Gen Y
What drives generational differences?
Is it generation or is it age?
15. Conclusion
When we look at leaders from different generations
but at the same age:
• There are fewer differences
• Some of the differences we find are different
• The differences are much smaller
So…
• We have to be careful not to overstate generational
differences since some of these dynamics can be explained
by age rather than generation!
16. Another Approach: Compare individuals
from the same generation – Gen X
0.0
2.5
5.0
7.5
Percent
35+
<35
18. Significance of the Differences
Gen X Under 35 vs. Gen X Over 35
Restraint
Conservative
Communication
Control
Dominant
Authority
Self
Excitement
Empathy
Tactical
Cooperation
Production
Structuring
Outgoing
Technical
Consensual
Management Focus
Innovative
Strategic
Feedback
Persuasive
Delegation
1.0 1.1 1.2 1.3
Odds a member of one group scores
higher than a member of the other group
older higher
younger higher
No difference (p > 0.05)
Effect Sizes
19. Conclusions
When we look at leaders at different ages within the
same generation we find:
• As many differences as we find when we compare
different generations
So…
• Once again we see that age is a significant factor in
understanding differences in approach to leadership and
therefore age should be considered at least as significant
as generation when we are seeking to understand and
develop leaders!
20. [Footer text to come] Page No 20
IDI
Quick look at generational
differences
21. Affiliating Attracting Perceiving Mastering Challenging Maintaining
20
30
40
50
60
70
80
Baby Boomers (n=5,988) GenX (n=11,006)
Individual Directions Inventory
Non-matched groups Boomers vs. Gen X
22. Affiliating Attracting Perceiving Mastering Challenging Maintaining
20
30
40
50
60
70
80
Baby Boomers (n=451) GenX (n=454)
Individual Directions Inventory
Matched groups Boomers vs. Gen X
24. Conclusions
When exploring differences in leadership behavior
and motivation we are likely:
• Over relying on generation
• Under relying on other demographics including
Age
Experience
Management Level
Job Function
Gender
25. [Footer text to come] Page No 25
Observer Ratings and
Gender
Evidence from the LEA
29. Interactions: Does the gender of the boss
matter?
• Male bosses
• Rate men higher on conservative and strategic
• Rate women higher on dominant
• Female bosses
• Rate women higher on structuring and communication
• Authority
• Male bosses rate everyone higher on authority than female bosses
• Female bosses rate women higher on authority than they rate men
30. Interactions: Peers Ratings
• Male Peers (observers)
• Rate men higher on conservative and strategic
• Rate men lower on outgoing and empathy
• Rate women lower on innovative and restraint
• Rate women higher on dominant, production, excitement and control
• Give lower technical ratings than female peers, but rate men higher than women
• Female Peers (observers)
• Rate men higher on persuasive
• Rate men lower on structuring
• Rate women higher on communication and feedback
• Rate women lower on authority
31. Interactions: Direct Report Ratings
• Male Direct Reports
• Rate men higher on conservative
• Rate men lower on outgoing
• Rate women higher on excitement and feedback
• Rate women lower on strategic and restraint
• Overall give lower technical ratings than women, but rate men higher than women
• Female Direct Reports
• Rate women higher on structuring and feedback
• Rate women lower on strategic and production
• Rate men higher on restraint and cooperation
32. Conclusions
• Men and Women have some differences in the way they
rate leaders based on the gender of the leader
Follow-up questions…
• How much of this is because the leaders interact
differently with their observers based on the gender of the
observer?
• How much of this is because the same behavior is
interpreted differently by the observer based on the
gender of the leader exhibiting the behavior?
34. Demographics
Country
United States
Australia
Hong Kong
Singapore
United Kingdom
Brazil
Canada
China
New Zealand
Japan
Switzerland
Chile
Boss Gender
Male
Female
Not reported
Industry Count
Consulting Services 41
Pharmaceutical/Medical Products 26
Contracting/Construct 13
Accounting/Banking/Financial Services 12
General Manufacturing 12
High Tech (computer related) 11
Hospitality/Travel/Tourism 9
Communications/Telecommunications 7
Insurance 5
Other 85
Not reported 2
Total 223
Participant Gender
Male
Female
Not reported
37. Preparation Contacting Implimentation Drivers
5
15
25
35
45
55
65
75
85
95
norm: SPA Global
Boss (n=181) Self (n=213)
Sales Performance Assessment
Self and Boss Ratings Alignment
38. Page No 38
Where do we go from here?
New research questions, more insights!
39. Current LEA Observer Research Questions
Displays self-awareness and accurately recognizes personal strengths
and limitations (i.e., self-reflective; understands own motivations and behaviors,
sees self accurately)
Tolerance for ambiguity, and deals effectively with complexity and
paradox (i.e., stays confident and focused and is able to take action in situations
that are complex and/or there is missing or contradictory information)
Promotes and enhances employee engagement (i.e., leads in ways that help
build employees’ emotional commitment to their work and the organization)
Ability to effectively coach others (i.e., partners with others to help them grow
and enhance their professional success)
40. Potential LEA Observer Research Questions
Shows resilience (e.g., recovers quickly, bounces back, can handle tough
situations)
Demonstrates self-confidence (e.g., trusts his/her own judgment and
abilities, is assertive, self-assured)
Effectively leads organizational change (e.g., deals well with new
structures, implements new processes efficiently, monitors change across the
organization)
Treats others with respect (e.g., is polite with others, uses professional
courtesy with all levels of management, is cognizant of others’ views and
traditions)
Effectively Inclusive (brings people together, creates an environment of
involvement, respect and connection for all)
41. Potential LEA Self Research Questions
Professional Growth
The degree to which I am experiencing professional growth at work is
Authenticity
The degree to which I express my full self/personality/character in my role is
Growth Mindset
The degree to which I feel that skills can be developed at any point in life is
Balance
The degree to which I feel that my work and non-work life are balanced is
43. Our success depends on your success.
When there is more
demand for MRG
assessments…
…MRG certified
partners win more
business…
…and expose more
people to the power
of MRG tools…
…creating more
MRG evangelists,
who want more
assessments, and…
44. Helping you (& us) succeed
To create successful
marketing, you need to
create a story that people
care about.
Tell a story that they will
remember and that they
want to be a part of.
63. Custom LEA Coaching Report
1. Reduced the number of behaviors given as Coaching
Suggestions from 6 to only 3 to help narrow the focus
2. Excluded 5 behaviors as potential coaching suggestions
as the culture of the organization wouldn’t want leaders
to increase that behavior
3. First priority given to low scores shared between the boss
and direct reports on Communication, Feedback and
Consensual in producing the coaching suggestions
69. A New Tool for Working with Teams:
Introducing MRG’s IDI Team Development Report
Harness the power of underlying motivations to take team
effectiveness to the next level.
73. Additional focus on the individual; bias statements, key
combinations and personal insights
74. IDI Themes – Core topics in team dynamics that are
influenced by underlying IDI
The facilitator can choose from 1-20 topics of greatest relevance, providing
coaching questions, developmental and “next step” suggestions
o Informational Needs
o Interpersonal Sensitivities
o Decision Making
o Pace
o Risk/Caution
o Trust
o Sense Making
o Resilience
o Responsibility/Accountability
o Problem solving
o Influence
o Conflict
o Learning
o Discipline/Focus
o Complexity
o Change
o Performance
o Collaboration
o Power
o Communication
78. Online Facilitator Toolkit containing worksheets, templates, team
exercises and more via MRG Resource Center
79. IDI Team Report – Design Considerations
Designed to complement the MRG Modern report format –
Professional and crisp – printed on white paper and spiral bound when
ordered as Print & Ship from MRG.
80. IDI Team Report – Schedule
BETA Release – Live testing
• BETA period runs for 3 months
o Dec 2017 – Feb 2018
• Complimentary reports with the
completion of testing feedback to MRG
• Contact MRG Client Services if you are interested in participating in
the BETA testing – limited testing slots still available
General Release – Full Availability Q2-2018
• Scheduled for Spring 2018
o Dependent upon BETA testing results
• Release date and full details will be published in March 2018
82. Introducing MRG’s Momentum
What is Momentum?
Easy to use, web-based software that keeps people focused, motivated and
encouraged through the post-assessment development process.
• Participants use the software to create a developmental action plan that
includes specific , measurable developmental goals and action steps based on
their LEA360 data
• Participants can set reminders for themselves to complete action steps
and/or check in to reflect and/or send out pulse surveys
• Participants use the application to send pulse surveys to colleagues to get
feedback on how they are doing relative to their developmental goals
• Participants can monitor their progress towards goals by pulse survey
results data, action steps completion dates and personal reflection journal
• Participants can opt to share action plans, journals and data reports with
others, including their coaches
89. Momentum: Sharing Function
Momentum allows you to share action plans, pulse surveys and journal
entries with your coach or manager – all sent via email
90. Momentum: Journal
A space for
personal reflection,
with an option to
share selected
entries with
coach/manager.
91. Momentum – Schedule
BETA Release – Live testing
• BETA period runs for 6 months
o Nov 2017 – April 2018
• Complimentary 6 month subscription with the
completion of testing feedback to MRG
• Contact MRG Client Services if you are interested in participating in
the BETA testing – limited testing slots still available
General Release – Full Availability Q2-2018
• Scheduled for mid-2018
o Dependent upon BETA testing results
• Release date and full details will be published in May 2018
93. [Footer text to come] Page No 93
Thank you for joining us.
Stay in touch.
Editor's Notes
When YOU succeed as storytellers, we succeed here at MRG. So how are we evolving so we can help you succeed and tell your stories?
Creating new ways to tell your story and establish your credibility and wisdom as a guide
Sharing the knowledge we have in new formats, so you can tell the story they way your customers want to hear it
We’re also working hard to tell MRG’s story to a broader audience
So that when you tell YOUR story, MRG is a familiar character
We’ll transition from the Resource Center (which has some genuinely great tools but is not easy to use)
To a true knowledgebase – type in your question, get the answers, documents, collateral you need, plus suggestions for more
You can rate & give feedback so we can keep giving you more of what’s working, tweak what’s not
You heard Lucy talk earlier about our work here at MRG being in service of you…our cherished partners in this work we do.
My role here at MRG is to make sure you all get a lot of wins. What do I mean by wins?
If you’re a network member, maybe it means you win more deals, or you fend off that competitor coming for your client.
If you’re internal to an organization, maybe it’s that moment the CEO says “Wow…that program you delivered is really making an impact”
For all of us, success is the team that understands each other in a new way and has found the magic potion for working together, it’s seeing that individual who was at risk of derailing making a big turnaround…maybe even getting a promotion; it’s that senior executive facing the end of an era finding joy in discovering what’s next.
That’s a lot of data points we have to offer you…286 roughly.
How often have you wanted to use an MRG assessment, but the report didn’t quite fit the need? If you’ve been hanging around with us for a while, you might think…what you see is what you get, but that’s no longer who we are.
Now…we won’t go down the path of customizing the core assessments…but that’s a good thing. It means the credibility and validity you’ve come to count on from MRG…one of the things that sets us apart from some other assessments on the market…is still there…like an old reliable friend.
That doesn’t mean we can’t add to the assessment with questions designed to capture additional data points or that we won’t play around with the report design.
Let’s take a look at a few custom reports we’ve built in the last couple of years to get you thinking about the new flexible and agile MRG.
These types of modifications require a bit more discussion and caution and I won’t say that we’ll go “anywhere” you want to go with this, but here’s an example.
One of our consulting clients was working with sales leaders and had been asked to help them be better coaches to their people. We worked with her to tinker with the algorithms a bit to focus in on specific results that were important to the mission.
We want to know what you’re working on, what your goals are, what stories you’re trying to tell, so we can help you tell them even better.
Fill out your postcards! (look, I updated the pictures! )