Ahrd Presentation 2009 Maltbia And MarsickTemaltbia
Presentation on Team Leadership Coaching: Presenters - Dr. Maltbia & Dr. Marsick, Department of Organization and Leadership, Teachers College, Columbia University.
Women in leadership 2011 Cathy Ellwoodcathyellwood
This presentation was given at the Insurance Networking News Women in Leadership conference held in September 2011. It was designed to help women in leadership positions develop their own personal brand and to be comfortable with their unique differences from men in the workplace. It provides templates, tools and insights for women in leadership roles. Although specifically targeted for women in the insurance industry, most of the principles apply to women in any leadership role.
Lastar is an industry leader in high performance cabling and connectivity solutions servicing a variety of markets including education, corporate, healthcare, and hospitality. With global operations, the company has locations in the United States, Europe, and Asia.
Ahrd Presentation 2009 Maltbia And MarsickTemaltbia
Presentation on Team Leadership Coaching: Presenters - Dr. Maltbia & Dr. Marsick, Department of Organization and Leadership, Teachers College, Columbia University.
Women in leadership 2011 Cathy Ellwoodcathyellwood
This presentation was given at the Insurance Networking News Women in Leadership conference held in September 2011. It was designed to help women in leadership positions develop their own personal brand and to be comfortable with their unique differences from men in the workplace. It provides templates, tools and insights for women in leadership roles. Although specifically targeted for women in the insurance industry, most of the principles apply to women in any leadership role.
Lastar is an industry leader in high performance cabling and connectivity solutions servicing a variety of markets including education, corporate, healthcare, and hospitality. With global operations, the company has locations in the United States, Europe, and Asia.
The feeling of belonging in the workplace is as vital to individuals as it is to organizations — and even more important than pay, according to our recent research. Here’s what matters most to employees when it comes to creating a professional culture of belonging.
Build winning teams - Matt Lock AssociatesMatt Lock
Coaching-led development for leaders and teams searching for exceptional levels of performance. We help you engage with the people and situations around you in more dynamic, effective and impactful ways.
Honest upward communication cannot be treated as an option. It needs to be a requirement. While many managers have years of education and experience in training for their positions, they often have little training in how to effectively influence upper management.
Tangling and Taming the Abrasive Leader: Ending Unnecessary Roughness and Achieving Balance at Work
There are many abrasive managers and leaders in organizations that impact employee job satisfaction and retention. The common tools and activities employed by HR professionals, consultants and coaches are often not effective. The usual response is to tolerate the abrasive leader’s behavior or conduct because they are typically productive. The alternative is to terminate them.
Neither solution enhances workplace productivity or organizational climate.
Here are six key insights into what matters most to employees when it comes to creating a professional culture of belonging, according to our recent research.
The feeling of belonging in the workplace is as vital to individuals as it is to organizations — and even more important than pay, according to our recent research. Here’s what matters most to employees when it comes to creating a professional culture of belonging.
Build winning teams - Matt Lock AssociatesMatt Lock
Coaching-led development for leaders and teams searching for exceptional levels of performance. We help you engage with the people and situations around you in more dynamic, effective and impactful ways.
Honest upward communication cannot be treated as an option. It needs to be a requirement. While many managers have years of education and experience in training for their positions, they often have little training in how to effectively influence upper management.
Tangling and Taming the Abrasive Leader: Ending Unnecessary Roughness and Achieving Balance at Work
There are many abrasive managers and leaders in organizations that impact employee job satisfaction and retention. The common tools and activities employed by HR professionals, consultants and coaches are often not effective. The usual response is to tolerate the abrasive leader’s behavior or conduct because they are typically productive. The alternative is to terminate them.
Neither solution enhances workplace productivity or organizational climate.
Here are six key insights into what matters most to employees when it comes to creating a professional culture of belonging, according to our recent research.
Creating a 2-Way Street: Generational Transfer among Retiring Boomers, Entrep...Merryck_Mentors
The Dec 18th, 2012 webcast brought together current leaders from 4 industries and 3 generations to discuss experience transfer across generations. Covering issues such as:
- What does generational transition mean for retention of high potentials?
- For development of the leadership bench?
- For how current leaders lead?
The Panelists:
- Karen Vander Linde, former head of PwC's Global People & Change practice (Boomer);
- Leslie Bradshaw, President and COO of Jess3, named by Wired, FastCompany, Wall St Journal, and Inc as one of the top executive women of her generation in tech (Millennial);
- Jeff Vargas, Chief Learning Officer, Commodity Futures Trading Commission and leading expert on Gen X in the workplace (X'er)
- Helen Ng - CEO of Planet Habitat and also CEO of the Cockroach Club, a for-profit venture in sub-Saharan Africa reaching an audience of 2 million (X'er)
Dr. Job Thomas
Reader in Civil Engineering, School of Engineering
Cochin University of Science and Technology
Cochin -22, email: job_thomas@cusat.ac.in
I cover the 9 influencing traits of women leaders in Asia which includes Jannie Chan (The Hour Glass), Aliza Knox (Google) and Randy Lai (McDonalds). My contribution starts from page 21 onwards.
Learning Objective: Explore methods that help participants to focus on and improve leadership habits
In order to achieve innovative results, we need leaders who aren’t afraid to think and lead differently. Successful leaders know that lesson all too well and discern that their high-demand positions mean nothing without the ability to influence others to believe in their mission. So what’s their secret to successfully reaching the top? They must start with putting themselves at the top in their minds. Women have to begin with “I’m going to be the CEO.” The next step is to understand that you need to go out there and become that person. This seminar aims to inspire and empower women across the world to take on leadership roles, to lead change with more conviction and confidence, and to improve our workplaces and communities for all. By offering more complex understandings of issues related to professional women and work, we will help you increase self-knowledge about your own values and vision as well as enhance your capabilities as a leader.
At the end of this seminar, participants will be able to:
a. Outline career success for the individual.
b. Identify leadership goals and aspirations.
c. Outline what organizations can do to provide women with opportunities for leadership.
d. Identify ways to inspire and empower women to engage and lead with conviction and confidence.
BUS 500 Organizational LeadershipCLA2Joan Adriana,VannaSchrader3
BUS 500 Organizational Leadership
CLA2
Joan Adriana,
Tatsiana Yanutsevich
Jinjie Gou
Kayla(Xueyao) Dong
Leadership Concepts
Refer to factors that leaders consider when applying leadership styles and supervising individual teams
These concepts focus on thoughts and perceptions about the traits and characteristics that leaders should possess and how should they behave and perform in leadership role
The concept of leadership helps professionals understand what skills and character traits need to develop in order to make progress in their leadership role
Powerful Traits Of Successful Leaders
Desired Characteristics of a Leader
Honest
Forward – looking
Competent
Inspiring
Must-have traits
Being An Effective Communicator
Being Accountable And Responsible
Setting Clear Goals And Encouraging the team to Achieve Them
Having A Vision For The Future
Servant Leadership
Servant leadership is a leadership philosophy built on the belief that the primary purpose of leaders is to focus on the growth, needs, and the well-being of the team instead of his / her own personal success.
Kobe Bryant as an example of servant leadership:
Kobe put his best interest to other people by making sure that they all go far together. He once said, “ The most important thing is to try and inspire people so that they can be great in whatever they want to do.”
Kobe will do anything to make sure that their team is winning even by not playing in the fields. “I’ll do whatever it takes to win games, whether it’s sitting on a bench, waving a towel, handing a cup of water to a teammate, or hitting a game-winning shot”(Hays & Prosser, 2020)
Servant Leadership
Characteristic Traits:
Stewardship
Empower team to achieve goals as a team. Help managing, strategizing, and planning for the team / organization as a whole
Committed to other people’s growth
Leader help other people to achieve their goals and develop their potential and skills to the maximum ability
Building community
Leaders create a safe space for people to connect as they work together to achieve a common goal
“Tequila-Fueled” Leadership?
Characteristic Traits:
Visionary
"The '90s and early 2000s were the 'I' decade - iPhone, the iPod. The next decade is the 'We' decade. If you look closely, we're already in a revolution" (Wiedeman, 2020).
Positive, upbeat and energetic
"Entitled, frat-boy culture," toxic work environment, where dance parties were more common than meetings (Bates, 2020).
The “smartest guy” in the team
"Feeling threatened or intimidated at the prospect of leading someone smarter" (Pierce, 2020).
Picture: Theo Wargo/Getty Images for iHeartMedia; Samantha Lee/Business Insider
Laws of Leadership (Kouzes & Posner, 2017):
If you don’t believe in the messenger, you won’t believe in the message.
DWYSYWD: Do What You Say You Will Do
Leadership Improvement Plan
Thousands of Instagram influencers and coaches have ready-made pieces of advice and soluti ...
Unemployment – and underemployment – has been one of the most significant problems for university graduates and their non-graduate peers alike since the financial crisis of 2008. The unemployment rate for young people has dwarfed that among older people, running at a level nearly three times as high – the largest gap in more than 20 years.
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.
How can middle managers regain employee trust to ensure the continued success of their organisation?
Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management.
Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping.
How can middle managers regain employee trust to ensure the continued success of their organisation?
Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management.
Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping.
Connecting employers, further education and training providers.
CMI’s Learning Providing Conference in July 2016 affirmed that the skills landscape is going through significant change – which offers substantial opportunities to deliver employer-led training that can boost skills and performance.
This white paper captures the insights, ideas and perspectives on directions in further education and training shared by speakers at the conference.
MEN 40% MORE LIKELY THAN WOMEN TO BE PROMOTED IN MANAGEMENT ROLES
Analysis of the 2016 National Management Salary Survey of 60,000 UK managers reveals that that men are more likely than women to have been promoted into senior and higher paying management roles in the past year, with no progress made on reducing the 23% gender pay gap.
Employers still rewarding poorly-performing bosses with bonuses.
Data from the 2016 National Management Salary Survey reveal that many managers and professional staff still reap the benefits of bonus pay outs despite falling short of expectations.
Lessons from business leaders who have overcome adversity.
‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger.
Lessons from business leaders who have overcome adversity.
‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger.
Young people’s views on the challenges of getting into
work in 21st century Britain.
Employers across the UK are urged to back a school-to-work agenda in a new report published by the Chartered Management Institute (CMI) and the EY Foundation. This research incorporates the views of over 1,500 16-21-year-olds across the UK and highlights the challenges that young people face preparing for the world of work.
What can employers do today to develop the leadership and management talent of tomorrow?
Our survey of 1,510 16-21-year-olds reveals their aspirations to become the next generation of bosses and team leaders.
Read on to find out the challenges they face, and the steps employers and educators can take to equip young people with work-ready skills.
Nine in 10 people (90%) working in employee-owned companies describe its leadership style as ‘high performing, visionary, democratic and coaching’, compared to just six in 10 (58%) working in non-employee-owned businesses.
That’s according to CMI and MoralDNA™ who explore the performance and productivity benefits to organisations of employee ownership in The MoralDNA of Employee-Owned Companies: Ownership Ethics and Performance.
The report provides employers, and managers and leaders, with compelling, practical insight from research into the positive impact employee ownership makes on how a business is managed.
More at: http://www.managers.org.uk/moraldna
'Always on managers' are now working 29 days extra a year and are suffering rising levels of stress according to the 2016 Quality of Working Life study.
CMI and Work Psychology Group surveyed 1,574 UK managers. Read on to:
Find out what’s driving the long-hours culture and the impact it has on workers and employers
Learn from case studies of progressive businesses finding innovative ways to improve the quality of their employees’ working lives
Take away recommendations on the effective management skills that improve welfare at work
More at: http://www.managers.org.uk/qualityofworkinglife
Research shows that a lack of management skills is responsible for 56% of small business failures, yet just one in three businesses with 5-24 employees have provided management training in the last 12 months.
Growing Your Small Business connects SMEs with their local business schools and provides the information they need to raise their level of professional management and leadership skills to boost productivity and growth.
More at: http://www.managers.org.uk/growingSMEs
In December 2014 and January 2015, CMI conducted a survey of 535 Chartered Managers to explore the impact of becoming Chartered on their professional development, on their career progression, and the benefits that it has delivered to their employers.
The findings from the research are revealed in this report. They are accompanied by insights from over 20 case study interviews conducted with Chartered Managers, with employers who have used Chartered Manager as part of their management development, and with higher education institutes that offer the accreditation to complement qualifications.
More at: http://www.managers.org.uk/cmgr
Poor performers still reaping rich rewards: Too many managers are flouting the principles of good performance management, as despite being rated as poor performers, they are still being rewarded by their employers according to new research published by the Chartered Management Institute (CMI) and XpertHR.
More at: http://www.managers.org.uk/salarysurvey
Analysis of the 2015 National Management Salary Survey of 72,000 UK managers reveals that women working in equivalent full-time roles earn 22% less than men, meaning that they’re unpaid for 1h 40m a day – a total of 57 working days every year.
More at: http://www.managers.org.uk/mindthepaygap
British managers have the gloomiest outlook for their organisations and the economy since 2012, according to the findings of Future Forecast 2015, CMI’s annual look-ahead survey.
More at: http://www.managers.org.uk/futureforecast
Employers are at risk of making tech-savvy managers ‘switch-off’ from learning new skills with dated digital technology, according to the findings of Learning to Lead: The Digital Potential.
More at: http://www.managers.org.uk/digitallearning
The most difficult conversations the British public face in their lives are all in the workplace. Find out what topics people find hardest to talk about in their personal and professional lives with our difficult conversations infographic.
More at: http://www.managers.org.uk/difficultconversations
Stellar consulting slides on influencing 27 jan 2011
1. Chartered Management Institute Chartered Quality Institute
Influencing Skills for
Leading Change and
Transformation
Debbie Rynda
Stellar Consulting Ltd
27 January 2011
3. The old crutch
of authority is
replaced today
by a new
leader s ability to
make
relationships,
use influence
and work
through others
to get results. Page: 2
7. Leadership: Future, Engage, Deliver
Future: setting the vision and inspiring
Being smart enough to decide what needs to be done
Leadership and artistic enough to paint compelling images of both
the destination and the nature of the journey
Engage: motivate others
Being a good enough salesperson to enroll
others to the vision, the journey and the team
Deliver: keeping up momentum to
implement
Having enough self-motivation, people
skills and problem-solving abilities to keep
the team and individuals energised and on
course
Adapted from Steve Radcliffe Future Engage Deliver and Max Landsberg The Tao of Motivation
Page: 6
9. Dale Carnegie s work
emphasises people skills
Help people to like us
Win people over
Avoid offending them
Page: 8
10. Behaviours that help people
to like us
Be genuinely interested in other people
Smile
Remember the person s name
Be a good listener.
Talk in terms of the other person s interests
Make the other person feel important
Page: 9
11. Winning people over (1)
To get the best of an argument - avoid it
Show respect for other person s opinions
If you are wrong admit it quickly and
emphatically
Begin in a friendly way
Get the other person saying yes, yes
immediately
Let the other person do a great deal of
the talking
Page: 10
12. Winning people over (2)
Let the other person feel that the idea is his
or hers
See things from the other person s point of
view
Be sympathetic with the other person s ideas
Appeal to the nobler motives
Dramatise your ideas
Throw down a challenge
Page: 11
13. How to avoid offending
Begin with praise and honest
appreciation
Talk about your mistakes before
criticising others
Ask questions instead of giving direct
orders
Let the other person save face
Make the other person happy about
doing the thing you suggest
Page: 12
14. Influencing skills are associated
generally with workplace success
Managers who are versatile in how
they influence and work with
others are:
27% better at leading teams
25% better at coaching others
22% better at managing conflict
22% better at securing the
commitment of their direct
reports
19% more likely to be promoted
Research by Tracom Group and others
Page: 13
15. A robust influencing approach
1. Assume all are potential allies
2. Clarify your goals and priorities
3. Diagnose the world of the other person
4. Identify relevant currencies, theirs, yours
5. Dealing with relationships
6. Influence through give and take
Source: Bradford & Cohen, Babson
Research
Page: 14
16. Influencing without authority can be
achieved through currencies of
influence
Bradford & Cohen s Currencies Maslow s Hierarchy of Needs
Inspiration-Related Self Actualisation
Position-Related Status
Relationship-Related Belonging
Personal-Related Security
Task-Related Survival/Resources
Source: Bradford & Cohen
Page: 15
17. New Resources
Information
Challenges
Task-Related
Rapid Response Assistance
Backing
Page: 16
21. Vision
Inspiration-Related
Excellence
Moral correctness
Page: 20
22. A robust influencing approach
1. Assume all are potential allies
2. Clarify your goals and priorities
3. Diagnose the world of the other person
4. Identify relevant currencies, theirs, yours
5. Dealing with relationships
6. Influence through give and take
Source: Cohen & Bradford, Babson
Research
Page: 21
23. Building Personal Relationships
Limited Success
Implementation
Easy Difficult
Ease of
±
Low High
Value
Rational Approach Coercive Approach
Page: 22
24. Measurably More Successful
You know we You
have known and I are
each other for a both .
long time .
Relationship-Building Approach
Page: 23
25. Relationships to Results Pyramid
Results
Actions
Opportunities & Priorities
Ideas and Possibilities
Relationships
Page: 24
26. Relationships to Results Pyramid
Results
Actions
Opportunities & Priorities
Ideas and Possibilities
Relationships
Page: 25
27. Shadow and Light
People arrive in your space and before
a word is spoken, you can feel
different.
Each of us shines
our LIGHT and
casts a Shadow.
Page: 26
28. A robust influencing approach
1. Assume all are potential allies
2. Clarify your goals and priorities
3. Diagnose the world of the other person
4. Identify relevant currencies, theirs, yours
5. Dealing with relationships
6. Influence through give and take
Source: Cohen & Bradford, Babson
Research
Page: 27
29. But there are limits to reciprocity
Frequent,
moderate positive
exchanges
increase social
status, trust &
influence
High imbalances
cause resentment
Research at Stanford
Page: 28
30. What is Your preferred style of
Influencing?
Page: 29
32. Interactive exercise
See the handouts
Fully describe to your partner
what you like to receive when
being influenced.
Look for the differences between
you.
Page: 31
33. Point to your type
Visionary Conductor
Guardian Harmoniser
Page: 32
34. Influencing groups of people
Five score years ago, a great American, in whose
symbolic shadow we stand today, signed the
Emancipation Proclamation........
We have also come to this hallowed spot to remind
America of the fierce urgency of Now. This is no
time to engage in the luxury of cooling off or to
take the tranquilising drug of gradualism.
I have a dream that one day this nation will rise up
and live out the true meaning of its creed: "We
hold these truths to be self-evident, that all men
are created equal.
I have a dream that my four little children will one
day live in a nation where they will not be judged
by the colour of their skin but by the content of
their character. Page: 33
35. Our Chairman will now dance his
vision for the transformation of
our company.
Page: 34
36. Leadership: Future, Engage, Deliver
Future: setting the vision and inspiring
Being smart enough to decide what needs to be done
Leadership and artistic enough to paint compelling images of both
the destination and the nature of the journey
Engage: motivate others
Being a good enough salesperson to enroll
others to the vision, the journey and the team
Deliver: keeping up momentum to
implement
Having enough self-motivation, people
skills and problem-solving abilities to keep
the team and individuals energised and on
course
Adapted from Steve Radcliffe Future Engage Deliver and Max Landsberg The Tao of Motivation
Page: 35
38. Guardians
This is a timeless wisdom
that you are aiming to lead
and influence in a way that is
repeatable again & again so
that others benefit from your
consistent leadership through
change.
Page: 37
39. Conductors
Put it into practice AND flex it
for the change that goes on
every day. Get on and use it
pragmatically in the
leadership role you have.
Page: 38
40. Harmonisers
You have the inherent style to
address what some call "conflict"
when it is really a lack of
understanding because the people
are just not getting what each
other are saying. The job for you
as a leader of change is to enable
others to have influence.
Page: 39
41. Visionaries
As you look to the future,
leaders and managers like you
move more to the core of
change in businesses. You
have an obligation to become
better at influencing and being
influenced.
Page: 40
42. Influencing Skills for
Leading Change and
Transformation
Thank you.
If you want a copy of the slides, drop your
business card on the table.
Debbie Rynda
Stellar Consulting Ltd
27 January 2011