No One Told Me - AFLV West
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This document provides guidance on creating a culture of success in an organization. It discusses that creating culture is difficult due to a lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It recommends leading with a clear purpose that attracts motivated people, being a leader with emotional intelligence, creating change through establishing urgency and empowering others, and ensuring messages are positive and celebrate successes rather than complain. The overall message is that strong, purpose-driven leadership and a focus on people are keys to developing a successful organizational culture.
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The document discusses key concepts for taking a company from good to great. It discusses the importance of level 5 leadership, which focuses on the company rather than the individual leader. It also emphasizes the need to first get the right people on the team before deciding on strategy ("first who, then what"). Companies must also confront the brutal facts of reality and maintain faith that they can prevail. The hedgehog concept involves focusing on what a company can be best at and is passionate about. A culture of discipline with the right people can avoid bureaucracy and sustain great results.
Good To Great
James C. "Jim" Collins, III (born 1958, Boulder, Colorado) is an American business consultant, author, and lecturer on the subject of company sustainability and growth.
Jim Collins frequently contributes to Harvard Business Review, Business Week, Fortune and other magazines, journals, etc.
Good to Great
The document summarizes James Collins' book "Good to Great". It discusses key findings from Collins' research comparing companies that became great performers to good companies. Some of the main points are:
- Good to great companies are led by Level 5 leaders who are humble and driven to see the company succeed over themselves.
- These leaders focus first on getting the right people on the team before deciding on strategy or goals.
- Companies need to confront brutal facts about their situation while maintaining faith that they can improve.
- Great companies develop a "Hedgehog Concept" of focusing on one thing they can be the best at.
- A culture of discipline is important, with disciplined people,
Developing Leaders of Growth: 5 Leadership Success Factors for Fast Growth
* Has your company hit a wall in growth, profits or performance?
* Is your company suffering from costly stress or burnout?
* As your company scales, are your leaders demands changing at a pace they can't handle?
Download "Developing Leaders of Growth" presentation as your roadmap for growth success. It provides the 5 leadership success factors that every company needs to drive double and triple digit growth.
The next stages of your journey to agile performance management
In a transition from traditional performance management to agile performance management, there are people capabilities that need to be strengthened. This is because everybody leads in an agile environment, and usually leadership development training has not been available wholesale throughout the organisation. You don't need the capabilities in order to begin, but you do need the capabilities in order to master an agile culture and foster an agile performance management mindset among your people.
Bob Cancalosi CLO May 2010 Deck
The document discusses leadership models and competencies needed for effective leadership in 2020 and beyond. It outlines 7 table stakes competencies that will be minimum requirements, along with 10 futuristic characteristics of effective leadership. These include cultural agility, boundaryless collaboration, building people/teams, external focus, generational savviness, digital proficiency, balancing IQ and EQ, multifaceted thinking, innovation championing, and inspirational communication. The formula for strategic leadership advantage is provided as SLA=10 futuristic enablers + 7 table stakes competencies.
Extraordinary Culture
This document provides guidance on developing an extraordinary organizational culture that avoids employee apathy and maximizes engagement and productivity. It outlines four key steps:
1. Create a culture of success by defining core values and expectations that are consistently communicated. This establishes a common language and roadmap for employees.
2. Define what constitutes a "superstar" employee beyond just doing their job. Organizations now need employees who are passionate, take initiative, and contribute meaningfully.
3. Hire the right people who align with the culture and have the skills, mindset and initiative to be superstars. Prioritize culture fit over just skills or experience.
4. Continuously develop and empower existing employees to reach
Extraordinary Culture Village
This document provides guidance on developing an extraordinary organizational culture that avoids employee apathy and maximizes engagement and productivity. It outlines four key steps:
1. Create a culture of success by defining core cultural values and expectations, clearly communicating them, and holding employees accountable.
2. Define the characteristics of a "superstar" employee for the current environment where employees want growth and impact beyond just receiving a paycheck.
3. Implement practices like onboarding, training, recognition, and feedback that cultivate superstar qualities in all employees.
4. Measure culture and engagement regularly through metrics and make adjustments to continuously strengthen the culture. Developing the right culture is essential to achieving business strategy and success.
CTO Universe Leadership Series: The Six Principles of Persuasion
As senior tech leaders, we often fall prey to thinking that a “good idea” and logical case is sufficient to get the desired response and result. We might be trying to get our CEO on-board with investment in a new technology or a rearchitecture effort, or we might want culture or process changes by our team. Our “good idea” is simply the beginning. An idea must be communicated; a case must be made; and ultimately other people must be persuaded to get onboard.
Michael Carducci brings a fascinating background to this webinar. He’s a technologist and regularly works to help senior leaders improve their results. He’s also a professional mentalist and has been a student of psychology, human behavior and the principles of influence for nearly two decades.
Riding on the Currents of Innovation to Supercharge Employee Relations
Organizations don't innovate! People do!
Breaking down silos – making things happen!
Building the NEW! Cultivate change! Do it with PASSION!
Enabling intrapreneurship through innovation champions, change agents and wave makers!
Leaders need to cultivate, hone-in and strategically unleash intrapreneurship across their organization or team.
Key to cultivating intrapreneurship is transparency: foster a healthy environment, where intrapreneurs flourish
Many want what innovation delivers, but aren’t prepared to do what it takes!
Organizations and leadership need to be AGILE – ADAPTIVE – RESPONSIVE
Creating an agile culture fosters forward thinking innovation!
Capacities bring forward your uniqueness, through emphasizing on your strengths and knowing your limitations for ourselves, team, company and ultimately the extended enterprise in which you operate. Resulting in effective collaboration – co-creation – co-design
Adaptive innovation cultures and human innovation capacities encourage ability to spot unique opportunities.
Landscape of the future
Why the career ladder no longer matters!
From hierarchy to lattice!
More companies look at alternative structures & why you should too.
CXO’s should experiment with ‘next stage’ organizations.
TEAL is the new green+blue addressing
all 5P’s of thrivable sustainability
This would be amazing! but we could never do this because …
“People from all ranks sense but hide the real pains, that something is broken in the way we run organizations. We need to create a whole ecosystem of support for organizations going Teal” – Frederic Laloux
“The ground beneath us is shifting at an accelerating rate. The implications for strategy are profound!” – John Hagel
“The truly creative changes and the big shifts occur right at the edge of chaos. Creativity is not an option, it’s an absolute necessity!” – Sir Ken Robinson
It’s imperative to bring creativity to learning!
Enabling us to be innovative!
Without change of mindset
real magic cannot be expected!
think, lead & act without the box
amaze – attract – advance
Speaking engagement at
PMAP Regional Conference 201508 – People Management Association of the Philippines
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
Bright Spots for Growth
Growing your business can be hard work. But, it becomes even harder when you continually focus on “areas for improvement”… There is an alternative; it is called a “Bright Spots Approach”.
In this presentation you will learn:
- Why you should focus more on bright spots
- How other companies are successfully using bright spots to grow faster
- Why bright spots focus will also help you fix the weak spots in your company
- How you can get started quickly
The sparks foundation
Content Development & Digital Marketing Tasks
#2 Content Writing:Small Articles
Discover The Innovation In You
State of Enterprise, Study of 2019
State of Enterprises 2019, an annual study capturing insights of entrepreneurs who have built successful businesses, their challenges & how they dealt with them, insights on what to do & what to look out for while building your own business.
Release date: June 6, 2019
Bbl Breakthrough Leadership Mod 14 17 July2008
Becoming the Kind of Leader You Admire - The Endless Journey
The process of becoming a great leader is perpetual. It is an endless journey of self-discovery. There will be successes along the way, but no failure, only feedback from which you can choose to learn and grow. Sometimes the challenges you face will seem too enormous for you, but you will benefit more from the difficult parts of your travels than the easy roads. There will never be a convenient time for you to invest in developing yourself as a leader. You may be fortunate enough to have help – a mentor, coach or guide who provides valuable advice or support in your quest to become a great leader – but no one can give you what you deny yourself. And do not wait until you are given a position of leadership. Commit today to becoming the kind of leader you admire regardless of your role or title in your organization. This module will challenge you to set goals for your leadership development that extend far into the future, clearly imagining yourself as the leader you admire and then taking steps to become more like that leader every day. As you look back on your journey from the far future you will be amazed at your progress!
To disrupt or be disrupted world disrupt forum aug 2016 - ambition
This document discusses how to achieve digital success in a time of disruption. It recommends:
1) Keeping things simple rather than complex since simplicity scales better digitally.
2) Asking "why" questions to identify the most important issues.
3) Having a clear purpose that unites a business rather than just profit.
4) Defining ambitious long-term goals and shorter-term measurable goals.
Similar to No One Told Me - AFLV West (20)
Moneyball of Leadership: Predictors of High Performance | Next Jump Leadershi...
Moneyball of Leadership: Predictors of High Performance | Next Jump Leadershi...
Developing Leaders of Growth: 5 Leadership Success Factors for Fast Growth
Developing Leaders of Growth: 5 Leadership Success Factors for Fast Growth
The next stages of your journey to agile performance management
The next stages of your journey to agile performance management
CTO Universe Leadership Series: The Six Principles of Persuasion
CTO Universe Leadership Series: The Six Principles of Persuasion
Riding on the Currents of Innovation to Supercharge Employee Relations
Riding on the Currents of Innovation to Supercharge Employee Relations
To disrupt or be disrupted world disrupt forum aug 2016 - ambition
To disrupt or be disrupted world disrupt forum aug 2016 - ambition
No One Told Me - AFLV West
- 1. How to Create a Culture of Success in Your Organization NO ONE TOLD ME IT WOULD BE THIS HARD
- 2. A PEP TALK FROM KID PRESIDENT
- 6. WHY IS CREATING CULTURE DIFFICULT?
- 9. 2.5% 13% Innovators Early Adopters Early Majority Late Majority Laggards 34% 34% 16% Law Of Diffusion of Innovation
- 10. 2.5% 13% Innovators Early Adopters Early Majority Late Majority Laggards 34% 34% 16% Law Of Diffusion of Innovation 50%
- 11. Trust doesn't develop from always doing the right thing. Trust comes from taking responsibility when we do the wrong thing. - Simon Sinek “ “
- 12. QUALITIES OF A STRONG TEAM
- 19. ABSENCE OF TRUST FEAR OF CONFLICT LACK OF COMMITMENT AVOIDANCE OF ACCOUNTABILITY INNATENTION TO RESULTS
- 20. POINTS TEAM EFFECT 8 - 9 6 - 7 3 - 5 Probable Indication Dysfunction is Not a Problem for Your Team Dysfunction Could be a Problem Probably an Indication That the Dysfunction Needs to be Addressed
- 22. 2 Engage In Unfiltered Conflict Around Ideas
- 23. 3 Commit To Decisions & Plans of Action
- 24. 4 Hold One Another Accountable For Delivering Against Those Plans
- 25. 5 Focus on The Achievement of Collective Results
- 26. HOW DO YOU CREATE A STRONG CULTURE?
- 30. People don’t buy what you do; they buy why you do it. - Simon Sinek “ “
- 31. The Golden Circle + Human Brain
- 34. Success always takes help. Failure we can do alone. - Simon Sinek “ “
- 38. If you choose the right purpose, certain people will be attracted. They will be motivated and unified. They require less management oversight. Those people will then conceive and execute products, products that fit the purpose. The process fills in the open spaces. But strong purpose ties it together. You have to excavate the purpose first. - Robert Wong Executive Creative Director Google Creative Lab “ “
- 39. BE A LEADER
- 41. 1 SELF AWARENESS
- 43. 3 MOTIVATION
- 44. 4 EMPATHY
- 45. 5 SOCIAL SKILL
- 46. Restless With the Status Quo & Driven to Achieve Beyond Expectation
- 47. 10 FLAWS THAT DERAIL LEADERS
- 48. 1 2 3 Have Poor Judgment Accept Their Own Mediocre Performance Lack Clear Vision & Planning
- 49. 4 5 6 Lack Energy & Enthusiasm Do Not Collaborate Do Not Walk the Walk
- 50. 7 8 9 Resist New Ideas Do Not Learn From Mistakes Lack Interpersonal Skills
- 51. 10Fail to Develop Others
- 52. CREATE CHANGE
- 53. 1 2 3 Establish a Sense of Urgency Form A Powerful Guiding Coalition Create a Vision
- 54. 4 5 6 Communicate the Vision Empowering Others to Act on the Vision Planning for & Creating Short-Term Wins
- 55. 7 8 Consolidating Improvements & Producing Still More Change Institutionalizing New Approaches
- 57. HAVE DO NOT
- 59. The next time someone starts listing all the reasons an idea won't work or can't happen, ask them to give three reasons it can. - Simon Sinek “ “
- 60. THANK YOU
- 61. Brian Clarke Director, Greek Life btclarke@uci.edu greeklife.uci.edu/aflvwest