The reluctance gap creates a barrier between every layer of functional leadership and collectively accounts for a substantial amount of 'missing' leadership capability. Addressing the gap allows leaders to be fully present and engaged and they can, in turn, build engaged teams
Leading effective meetings facilitator guideLaura Staley
A facilitator guide for a class on leading effective meetings. It goes with this presentation - http://www.slideshare.net/LauraStaley1/leading-effective-meetings-slides.
Leading effective meetings facilitator guideLaura Staley
A facilitator guide for a class on leading effective meetings. It goes with this presentation - http://www.slideshare.net/LauraStaley1/leading-effective-meetings-slides.
Definitions of Conflicts .
Forms of Conflict .
Causes of Conflict .
Conflict at workplace .
Organizational Conflict .
Function Vs dysfunctional Conflict .
Management of conflict .
Conflict Management styles .
The objective of this module is to
Identify difficult interpersonal situations
Learn how to initiate and close conversations in difficult situations
Minimize destructive conversations
Develop precise questions to conduct a skillful conversation.
Engage in open and productive conversations
Creating trust in teams is key if you want to get them to a high performance state. This talk revolves around the 5 dysfunctions of a team model by Patrick Lencioni and in particular provide tools for you to help build and develop trust in your team.
Just as trust is the foundation for your healthy personal relationships, trust is a cornerstone of work relationships and an essential part of building a thriving work culture. What’s more, trust in the workplace is a key component of organizational effectiveness. Without it, it’s not just your professional relationships that can endure harm, but the livelihood of your business as well.
Conflict management, conflict resolution training, conflict management coursesBryan Len
Lessening conflict in the work environment can improve worker profitability, increment representative inspiration and faithfulness, and diminish pressure and non-appearance.
The point of conflict management is to improve learning and gathering results, remembering adequacy or execution for an authoritative setting.
WHY CONFLICT MANAGEMENT IS ESSENTIAL ?
In Conflict Management Training, members become familiar with the reasons for conflict and how to forestall issues before they raise.
You will likewise learn pressure management methods, and how to become more mindful of conflict and its impact on the work environment. This thusly can enable your staff to concentrate on profitability as you improve your relational and relational abilities in the workplace.
LEARN ABOUT :
Characterize sorts of conflict and their causes.
Examine and execute the conflict goal process.
Distinguish conflicts and how to forestall an issue before it heightens.
Create interchanges aptitudes and strategies.
Execute pressure management procedures.
COURSE TOPICS :
Review of Conflict Management
Results of Conflict
Positive Results for the Group
Negative Results
Conflict Outcomes
Feelings in Conflicts
Administrators of Conflict Resolution
Conflict Resolution Process
Conflict Reduction
Exchange
Workshop
Want to learn more ?
Visit tonex.com for conflict management training, course and workshop detail
https://www.tonex.com/training-courses/conflict-management-training/
Yes, And... Using Improv to Develop 21st Century Leadership SkillsPeter Bromberg
Using the principles of improv to develop 21st century leadership skills including mindfulness, listening, collaboration, adaptability, trust-building, and risk-taking.
Definitions of Conflicts .
Forms of Conflict .
Causes of Conflict .
Conflict at workplace .
Organizational Conflict .
Function Vs dysfunctional Conflict .
Management of conflict .
Conflict Management styles .
The objective of this module is to
Identify difficult interpersonal situations
Learn how to initiate and close conversations in difficult situations
Minimize destructive conversations
Develop precise questions to conduct a skillful conversation.
Engage in open and productive conversations
Creating trust in teams is key if you want to get them to a high performance state. This talk revolves around the 5 dysfunctions of a team model by Patrick Lencioni and in particular provide tools for you to help build and develop trust in your team.
Just as trust is the foundation for your healthy personal relationships, trust is a cornerstone of work relationships and an essential part of building a thriving work culture. What’s more, trust in the workplace is a key component of organizational effectiveness. Without it, it’s not just your professional relationships that can endure harm, but the livelihood of your business as well.
Conflict management, conflict resolution training, conflict management coursesBryan Len
Lessening conflict in the work environment can improve worker profitability, increment representative inspiration and faithfulness, and diminish pressure and non-appearance.
The point of conflict management is to improve learning and gathering results, remembering adequacy or execution for an authoritative setting.
WHY CONFLICT MANAGEMENT IS ESSENTIAL ?
In Conflict Management Training, members become familiar with the reasons for conflict and how to forestall issues before they raise.
You will likewise learn pressure management methods, and how to become more mindful of conflict and its impact on the work environment. This thusly can enable your staff to concentrate on profitability as you improve your relational and relational abilities in the workplace.
LEARN ABOUT :
Characterize sorts of conflict and their causes.
Examine and execute the conflict goal process.
Distinguish conflicts and how to forestall an issue before it heightens.
Create interchanges aptitudes and strategies.
Execute pressure management procedures.
COURSE TOPICS :
Review of Conflict Management
Results of Conflict
Positive Results for the Group
Negative Results
Conflict Outcomes
Feelings in Conflicts
Administrators of Conflict Resolution
Conflict Resolution Process
Conflict Reduction
Exchange
Workshop
Want to learn more ?
Visit tonex.com for conflict management training, course and workshop detail
https://www.tonex.com/training-courses/conflict-management-training/
Yes, And... Using Improv to Develop 21st Century Leadership SkillsPeter Bromberg
Using the principles of improv to develop 21st century leadership skills including mindfulness, listening, collaboration, adaptability, trust-building, and risk-taking.
Leadership and Change in Education -- 21st Century SkillsJeff Piontek
This is a presentation where I spoke about how to enact change in your school by utilizing 21st century programs like 3D animation, game design and 3D printing.
Yes and! Using the rules of improv comedy to improve your communication and y...Michael Hagesfeld
A developer walks into a bar - then he walks out because people are scary. Improve your communications using the rules of improv comedy, including Yes and, no negation, and honesty. Every communication has a shared goal - learn how to find and reach it!
Statistics On The Importance Of Employee FeedbackOfficevibe
Here's an infographic displaying some of the statistics behind employee feedback. Try using some form of employee recognition or employee feedback.
Content by Officevibe
Response to diseases: Sensitizing scientists in India for bridging leadership. Miftahul Barbaruah
The presentation attempts to sensitize young scientists engaged with research in broader areas of disease biology and therapeutics to go beyond knowledge creation in their respective sub-domain. It urges scientists to reflect on 'bigger picture' for ownership of larger problem. This should help them to thrive for co-ownership of such problems involving related stakeholders across various disciplines in order to facilitate technological innovation. It also urges scientists to engage in 'co-creation' of responsive programme and services by ensuring institutional arrangement at various levels of value chain and empowerment of people so that they can access and use the technological solution thus developed.
See full paper at : http://dx.doi.org/10.13140/2.1.2696.3524
What Makes A Good Leader? Essay
Compare and Contrast Two Leaders
The Qualities And Traits Of Leaders Essay
A Great Leader Essay
The Role Of A Leader Essay
What Makes A Leader?
What Leadership Means to Me Essay
Leaders Intellect
Qualities Of A Great Leader Essay
Effective Leadership Essay
What Is A Leader? Essay
Leadership and Change Essay
The Art of Leadership Essay
Developing Leaders Essay
Being a Good Leader Essay
Importance of Leadership Essay
What is Leadership? Essay
What Makes a Leader? Essay
In almost all organizations, some leaders pave the way for their employees to do their best work, and others inadvertently make things much harder than they should be. Where do you fall on this continuum? Do you help or do you hinder? In all probability, it’s the latter. According to our research, your employees are more likely to view you as an obstacle to their effectiveness than as an enabler of it—and that holds true whether your organization is successful or stumbling.
Score InterpretationScoreComment12-20You most commonly ado.docxjeffsrosalyn
Score Interpretation
Score
Comment
12-20
You most commonly adopt an authoritarian or autocratic leadership style. You rarely consult your team members and, instead, tend to tell them what you want, when you want it, and how you want it done.
This style works well in a crisis, when a task must be completed quickly. However, you'll likely demoralize, demotivate and aggravate people if you use it all the time. This can translate into high absenteeism and turnover rates. You'll also miss out on a wealth of ideas, thereby stifling innovation and creativity. Read more below.
21-27
You lean toward a democratic or participative style of leadership. You tend to set the parameters for the work and have the final say on decisions, but you actively involve your team members in the process.
This style can build trust between you and your people, as they'll likely feel engaged and valued. But it's not great in a high-pressure situation that requires a fast turnaround, as it will slow you down. And, if you dislike disagreement or conflict, you might struggle with how people respond to consultation. Read more below.
28-36
Your default leadership style is probably delegating or "laissez faire." You give your team members free rein in how they work toward their goals.
This is an ideal approach when your people are highly skilled and motivated, and when you're working with contractors and freelancers who you trust. But if a team member is inexperienced or untrustworthy, or if you lose sight of what's going on, this approach can backfire catastrophically. Read more below.
Do you believe that you can adapt your style? Harvard University professor Ron Heifetz and leadership experts David Rooke and William Torbert say that you can. So let's look in more depth at Lewin's leadership styles, their strengths and risks, and how you might become more skillful in using them.
Authoritarian, Autocratic Leadership
This approach is helpful when your team needs to follow a process "to the letter," to manage a significant risk. It's also effective when you need to be hands-on with people who miss deadlines, in departments where conflict is an issue, or in teams that rely on quick decisions being made.
But you need to be aware that relying on control and punishment to maintain standards will likely drive people away. Similarly, if you always demand that your team works at top speed, you can end up exhausting everyone.
Instead, you can show respect for team members by providing the rationale for your decisions. And they will more likely comply with your expectations if you take the trouble to explain Why the Rules Are There .
You can improve your ability to "lead from the front" by Planning for a Crisis , Thinking on Your Feet , and making good decisions under pressure . But be sure to balance these skills with an awareness of their potential negative impact on creativity, ideas gathering, motivation, and trust within the team.
Being too autocratic can also mean that you'll fi.
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
The role of Leadership is becoming challenge and undergoing a transformation, this presentation is an attempt to create awareness to the prospective leaders
Leadership is an important function of management which helps to maximize efficiency and to achieve organizational goals. It is the capacity of management to set and achieve challenging goals, take fast and decisive action when needed, outperform the competition, and inspire others to perform at the highest level they can. Leadership is a process by which an executive can direct, guide and influence the behaviour and work of others towards accomplishment of specific goals in a given situation
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.
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
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.
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 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
W.H.Bender Quote 65 - The Team Member and Guest Experience
Reluctant Leadership: Bridging the Gap
1.
2. Reluctant Leadership | BRIDGING THE GAP
1
CONTENTS
2 | Reluctant Leaders: Missing in Action
3 | What’s needed?
4 | Building the Bridge
6 | Bridging the Gap
3. Reluctant Leadership | BRIDGING THE GAP
2
Reluctant Leaders: MISSING IN ACTION
In large organisations and small business; in both the
public and private sectors; in male-dominated
industries and in empowered, gender balanced in-
dustries we have leadership missing in action (MIA).
‘MIA’ has military origins and it is also used to imply
that a person hasn't been seen in some period of time;
in this case, leadership hasn’t been seen for some time.
Not to say leadership is non-existent but neither is it
fully present and effective. We know this is true when
staff engagement worldwide is measured at 13%!
[Gallup]. In New Zealand staff engagement sits at 24%,
certainly better than worldwide figures but we still
have a staggering 76% gap to improve on.
Engagement certainly starts at the top, engaged leaders
are more likely to build engaged teams but some
leaders are holding back from being fully engaged.
Perhaps they are too comfortable with the status-quo,
no longer willing to stretch themselves or encourage
others. They may be too comfortable with the
operational detail and not focused on or engaged in the
strategy. They may be putting up excuses or forming
barriers to further development “I’m not ready yet, I
need more experience, more training.”
Or maybe they’re in leadership roles based on their
technical or professional expertise and don’t feel
equipped in the people skills required to lead.
Whatever the reason they have a reticence or
unwillingness to lead, they are Reluctant Leaders.
The highest dollar spend in most organisation is the
spend on the leaders salaries. Rightly so, this is where
the expertise lies and the responsibility sits. However,
what organisations can ill afford is to be paying top
dollar and getting below par performance.
The Reluctant Leader creates a leadership gap resulting
in not enough leadership to go around. The organisation
may have good staff to manager ratios and well-
managed workflows, but a leadership gap will put
additional pressure on the engaged leaders and staff.
At an organisational level we will not only have low
levels of staff engagement but we are also likely to
observe:
1 | a drop off in productivity
2 | declining customer satisfaction
3 | low levels of growth and innovation
4 | health, safety and well-being issue
4. Reluctant Leadership | BRIDGING THE GAP
3
What’s needed?
We need to close the reluctance gap to release the
‘missing’ leadership capacity and smooth the devel-
opment path to ‘Inspiring Leader’. Inspirational
leadership is within us all, what is needed is to connect
Reluctant Leaders to their own, authentic leadership
style with an energy and enthusiasm to lead.
Barriers to leadership are formed throughout life. The
negative things leaders have been told by others, or that
they tell themselves; the assumptions they make and
the beliefs they hold; the excuses they hide behind.
Huge walls can also be built by the daily grind, the
things that wear leaders down and overwhelm their
energy and passion.
Our thoughts and interpretations of people and events
directly influence our beliefs, and ultimately, our
leadership actions. Henry Ford said, ‘Whether you think
you can or cannot, you're right.’ In other words, what
you think is what you get.
The Reluctant Leader might recognise that these things
barriers and begin to shut down, disconnecting from
their work or they may have started the search for
solutions- in a book, through training or connecting with
a mentor. What’s really needed though, is mostly an
inside job.
The reluctance gap creates a
barrier between every layer of
functional leadership and
collectively may account for a
substantial amount of
‘missing’ leadership capacity.
5. Reluctant Leadership | BRIDGING THE GAP
4
What’s needed?
“WHAT’S NEEDED IS
MOSTLY AN INSIDE JOB.
It’s precisely that
simple & also that
difficult”
Leadership shifts are less about discovery and more
about the hard work of development, which starts
from the inside then radiates outward.
WARREN BENNIS
6. Reluctant Leadership | BRIDGING THE GAP
5
Building the Bridge
There are three key factors at play in the Reluctant
Leader:
a lack of confidence in their ability;
a lack of conviction or self-belief,
and
a mindset that forms a strong
protective barrier around the status
quo.
7. Reluctant Leadership | BRIDGING THE GAP
CONFIDENCE
“If I have the belief that I can do it, I shall surely acquire the capacity to do it even if I
may not have it at the beginning.” Mahatma Gandhi
Confidence is the fundamental basis to leadership, it enables leaders to speak out and to
make decisions. The reluctant leader may lack confidence which drives risk-aversion and
makes people less willing to pursue new challenges.
Thankfully, a lack of confidence is not a life-sentence, as confidence can be learned,
practised and mastered.
CONVICTION
"If you hear a voice within you say 'you cannot paint,' then by all means paint, and that
voice will be silenced." Vincent Van Gogh
Conviction is having a firm belief in yourself and your abilities. It’s the step beyond
confidence where leaders truly believe in and act on the strength of their own abilities.
Conviction is an active manifestation of confidence, those who lead with conviction have
a strong centre of truth and authenticity.
Conviction is what affects others, those they lead. It is a prerequisite for influencing,
motivating and inspiring people, for engaging them in wanting to do what needs to be
done.
Dr Travis Bradberry, the award-winning co-author of the #1 bestseller, Emotional
Intelligence 2.0 speaks of leaders with conviction creating an environment of certainty for
everyone and put others at ease.
In combining confidence with conviction a leader can tap into their inner energy and regain
the enthusiasm and passion for their work.
MINDSET
Mindset is the ideas and attitudes with which people approach a situation. It is often
described as the factor that distinguishes those that succeed from those who don’t. Abilities
and talent take leaders so far but the right mindset enables them to foster learning and
nurture resilience.
When a leaders mindset is ‘productive’ (Chris Argyris) or they use their ‘growth’ mindset
(Carol Dweck) they are more likely to create informed choices and continue working hard
despite setbacks. Whereas a defensive or fixed mindset shuts out the truth or may prevent
learning altogether.
When minds are open and the level of conviction is high leaders empower themselves and
those around them to succeed. When their mindset connects with their confidence their
levels of positivity rise.
8. Reluctant Leadership | BRIDGING THE GAP
Bridging the Gap
If we think of the reluctance gap as something to be
bridged then Reluctant Leaders can go beyond operating
at sub-optimal levels and do the real work of leadership;
they can unleash their potential and capacity, not only
for themselves but also for the organisation.
1 | Where is the untapped potential in your
leadership workforce?
2 | Is confidence a barrier to development in your
organisation?
3 | Who is holding back from leading?
4 | Do your technical and professional leads
demonstrate the confidence, conviction and
mindset required to lead?
FOR MORE INFORMATION, CONTACT JULENE
+64 21 500 709 | julene@consultbrightspot.co.nz
Every organisation needs
engaged leadership to
thrive in fulfilling its
purposes. Develop your
leaders to be fully present
and engaged and they can,
in turn, build engaged
teams.
9. Reluctant Leadership | BRIDGING THE GAP
About the Author
JULENE HOPE
Executive Coach and Consultant
G.Dip.Business.
Julene is an Executive Coach and Consultant, who
supports and guides people and organisations
through change.
Drawing on her experience working with clini-
cians, leadership teams, business and large-scale
government programmes Julene has built a strong
understanding of leadership success and how to
develop that in others. She focuses is on supporting
personal growth based on pragmatic tactics and a
strong understanding of the dynamics of success.
Julene has delivered leadership programmes for
professional services and regularly runs national
workshops for women in leadership. She also
works directly with managers and leadership
teams.
Julene qualified as an executive coach and mentor
through the UK’s Institute of Leadership Man-
agement (ILM) and is an accredited user of the
Team Management Services (TMS) profiling tools.
CONTACT
E | julene@consultbrightspot.co.nz
T | +64 021 500 709
W | www.consultbrightspot.co.nz
www.linkedin.com/in/julenehope
10. Reluctant Leadership | BRIDGING THE GAP
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DISCLAIMER
This whitepaper is general in nature and not meant to
replace any specific advice.
Please be sure to take specialist advice before taking on
any of the ideas. The author disclaims all and any liability
to any persons whatsoever in respect of anything done by
any person in reliance, whether in whole or in part, on this
document.