This document discusses succession planning and provides steps for organizations to start the process. Succession planning ensures an organization can retain institutional knowledge and skills when employees leave. It prepares others to assume responsibilities during transitions. The document recommends that leaders have teams identify priorities, skills, and knowledge needed for positions. It also suggests cataloging this for cross-training and mentoring to build capacity. Documenting the same for leadership roles can ready the team for actual succession planning.
Validate your career choice using lean startup principlesMark Horoszowski
Presentation from Net Impact 2015 Conference #NI15 on how you can use Lean Startup principles to validate your career choice and increase the chances of getting your dream job.
A presentation for those who are or want to become managers. Although it focuses on new to management and small teams leaders, subjects which are covered by the presentation work equally well for people leading big teams and experienced managers.
Administrative Cohort Implementation Case Study 2021Lynn Walder
A current and relevant case study on the successful implementation of the Administrative Cohort Model by Senior Executive Assistant, Kimberly Cotton, at Jack Henry Associates.
Validate your career choice using lean startup principlesMark Horoszowski
Presentation from Net Impact 2015 Conference #NI15 on how you can use Lean Startup principles to validate your career choice and increase the chances of getting your dream job.
A presentation for those who are or want to become managers. Although it focuses on new to management and small teams leaders, subjects which are covered by the presentation work equally well for people leading big teams and experienced managers.
Administrative Cohort Implementation Case Study 2021Lynn Walder
A current and relevant case study on the successful implementation of the Administrative Cohort Model by Senior Executive Assistant, Kimberly Cotton, at Jack Henry Associates.
The 6 Patterns of High Performing TeamsDeidre Paknad
Great Teams Exhilarate — What Sets Them Apart?
There is nothing quite like the sensation and satisfaction of being on a high performing team. I’ve had this luck and pleasure a number of times in my career, but it’s rarer than I’d like. High performing teams seem to generate their own energy and elevate everyone on the team to their full potential.
Despite achieving more, working on these teams is less taxing — the workday feels shorter and less frustrating.
So what sets high performing teams apart and why aren’t all teams so successful and fun?
High performing teams aren’t just a collection of strong individual performers, although that certainly helps. They don’t leave great performance to luck or personality, they design for success.
Here are 6 tangible and actionable attributes of high performing teams:
1. Defined Goals
Defined goals and a clear plan to achieve them are essential to great performance. Abstract annual goals aren’t enough — teams need shorter-range, compelling and clear goals that unify and galvanize them on shared purpose. Sequencing these to an annual result works well, but it’s key the team wants to achieve the goals.
2. Committed Actions
Successful teams write down the committed actions each person owns on the path to goal achievement (and they waste less time determining who owns what). Members feel a sense of personal ownership and have a shared intention to accomplish the results they’ve committed to the team week over week. Making progress on actions aligned with a goal people believe in energizes people and elevates their performance, according to author and Harvard professor Teresa Amabile.
3. True Transparency
Facts and status enable members of the team to work more effectively together, pivot or adjust course quickly on unforeseen events, and execute with greater efficiency and predictability. Embracing transparency is one of the most distinct features of high performing teams (and a stark contrast to the politicized and professional “ball hiders” that frequent lesser performing teams). Moreover, the activity required to achieve transparency improves the odds of goal achievement: people with written goals and actions alone have a 43% goal achievement rate while adding status reports against goals boosts the likelihood of achievement to 76%.
4. Unabashed Accountability
The team leader and members hold themselves and each other accountable for their commitments and goal achievement week to week. When the team or a person comes up short, it’s not swept under the rug — it’s triaged and addressed quickly to get back on track to goal. There is a uniform expectation of each other, that when combined with a uniformly high level of commitment to goal, are the essence of a high performing team’s greatness.
5. Frequent Feedback
Members of the team get and ask for regular feedback on their work. Learning members get positi
Filipino motivational speaker and corporate trainer, Mr. Myron Sta. Ana talks about his self-conceptualized principle in leadership and management called CONNECT™. This concept talks about the different aspects of leading that have to be connected for team management and team organization.
This Question Bank can help readers to practices many simulated scenarios. These are questions will be asked in Transformation related interviews.
All these questions are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE: https://drive.google.com/file/d/19w1PzUjInWxZJZSJU4cX81rCgEMd4CTj/view?usp=sharing
Leadership Training Program - Benefits and Objectivesjosephb987
This Power Point Presentation talks about leadership training program, it's benefits and objects. For more information visit: https://www.tools4management.com/article-category/leadership/
In an ever-changing world where we are all being asked to do more with less, the cracks are starting to show. Global studies of organisations highlight the unrelenting need for uplift in performance - yet many of those responsible for the uplift (managers and teams) indicate they don't have any more to give. Within this environment, the productivity and role of teams becomes critical to success. Experience tells us however that not only do many teams fail to reach their full potential; they can in fact unknowingly impede their own performance.
In this presentation, you will learn:
1. How focusing solely on improving performance can actually undermine its effectiveness.
2. Successfully coaching a team is actually like a marriage - it needs continued investment, honest dialogue and support to make it a success.
3. Practical tools and tips to coach your team or the teams you are responsible for to new levels by focusing on the drivers of exceptional performance.
This Video provides detail information about Team Management, observation @ work place.
For more details, please log in to www.rekruitin.com
Thanks,
ReKruiTIn.com
# 8855041500
Typically, there is no dearth of resources to fill higher positions as and when required, but developing leadership qualities, especially among your bottom line employees, pays rich dividends. By doing so, you can keep your employees brimming with confidence and enthusiasm to achieve higher standards of performance. They can come up with innovative ways to reach your organizational vision.
The 6 Patterns of High Performing TeamsDeidre Paknad
Great Teams Exhilarate — What Sets Them Apart?
There is nothing quite like the sensation and satisfaction of being on a high performing team. I’ve had this luck and pleasure a number of times in my career, but it’s rarer than I’d like. High performing teams seem to generate their own energy and elevate everyone on the team to their full potential.
Despite achieving more, working on these teams is less taxing — the workday feels shorter and less frustrating.
So what sets high performing teams apart and why aren’t all teams so successful and fun?
High performing teams aren’t just a collection of strong individual performers, although that certainly helps. They don’t leave great performance to luck or personality, they design for success.
Here are 6 tangible and actionable attributes of high performing teams:
1. Defined Goals
Defined goals and a clear plan to achieve them are essential to great performance. Abstract annual goals aren’t enough — teams need shorter-range, compelling and clear goals that unify and galvanize them on shared purpose. Sequencing these to an annual result works well, but it’s key the team wants to achieve the goals.
2. Committed Actions
Successful teams write down the committed actions each person owns on the path to goal achievement (and they waste less time determining who owns what). Members feel a sense of personal ownership and have a shared intention to accomplish the results they’ve committed to the team week over week. Making progress on actions aligned with a goal people believe in energizes people and elevates their performance, according to author and Harvard professor Teresa Amabile.
3. True Transparency
Facts and status enable members of the team to work more effectively together, pivot or adjust course quickly on unforeseen events, and execute with greater efficiency and predictability. Embracing transparency is one of the most distinct features of high performing teams (and a stark contrast to the politicized and professional “ball hiders” that frequent lesser performing teams). Moreover, the activity required to achieve transparency improves the odds of goal achievement: people with written goals and actions alone have a 43% goal achievement rate while adding status reports against goals boosts the likelihood of achievement to 76%.
4. Unabashed Accountability
The team leader and members hold themselves and each other accountable for their commitments and goal achievement week to week. When the team or a person comes up short, it’s not swept under the rug — it’s triaged and addressed quickly to get back on track to goal. There is a uniform expectation of each other, that when combined with a uniformly high level of commitment to goal, are the essence of a high performing team’s greatness.
5. Frequent Feedback
Members of the team get and ask for regular feedback on their work. Learning members get positi
Filipino motivational speaker and corporate trainer, Mr. Myron Sta. Ana talks about his self-conceptualized principle in leadership and management called CONNECT™. This concept talks about the different aspects of leading that have to be connected for team management and team organization.
This Question Bank can help readers to practices many simulated scenarios. These are questions will be asked in Transformation related interviews.
All these questions are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE: https://drive.google.com/file/d/19w1PzUjInWxZJZSJU4cX81rCgEMd4CTj/view?usp=sharing
Leadership Training Program - Benefits and Objectivesjosephb987
This Power Point Presentation talks about leadership training program, it's benefits and objects. For more information visit: https://www.tools4management.com/article-category/leadership/
In an ever-changing world where we are all being asked to do more with less, the cracks are starting to show. Global studies of organisations highlight the unrelenting need for uplift in performance - yet many of those responsible for the uplift (managers and teams) indicate they don't have any more to give. Within this environment, the productivity and role of teams becomes critical to success. Experience tells us however that not only do many teams fail to reach their full potential; they can in fact unknowingly impede their own performance.
In this presentation, you will learn:
1. How focusing solely on improving performance can actually undermine its effectiveness.
2. Successfully coaching a team is actually like a marriage - it needs continued investment, honest dialogue and support to make it a success.
3. Practical tools and tips to coach your team or the teams you are responsible for to new levels by focusing on the drivers of exceptional performance.
This Video provides detail information about Team Management, observation @ work place.
For more details, please log in to www.rekruitin.com
Thanks,
ReKruiTIn.com
# 8855041500
Typically, there is no dearth of resources to fill higher positions as and when required, but developing leadership qualities, especially among your bottom line employees, pays rich dividends. By doing so, you can keep your employees brimming with confidence and enthusiasm to achieve higher standards of performance. They can come up with innovative ways to reach your organizational vision.
Fincyclingin vuosi 2014 oli ensimmäinen toimintavuosi ja tavoitteemme ylittyivät. Toimintamme kiinnosti kansainvälistä ja kotimaista yleisöä. Fincycling kiittää tukijoitaan ja yhteistyökumppaneitaan!
Selecting and developing capable and confident leaders has become more critical today than ever before.
Discover 4 proven strategies to guide you through today's white water leadership challenge.
Unlocking The Potential Of Frontline ManagersShane Allen
Six Keys to Unlocking the Potential of Frontline Managers:
1) Identify employees with the capability and interest to be good managers.
2) Help your managers clarify their teams\' goals and roles.
3) Help your managers understand the people they manage.
4) Help your managers understand themselves and how they impact their people.
5) Don\'t assume your managers know how or when to coach
6) Minimize administrative work to give managers more time to develop people.
How to Build and Maintain a Premier OrganizationLucas Group
An important trend facing organizations across all industries is bridging the knowledge gap between outgoing employees and those who remain or are hired to fulfill their work. Despite a stubbornly persistent unemployment rate in the U.S., attracting and retaining people who can positively impact your company remains a considerable challenge to building and maintaining a premier organization. Triggered by Baby Boomer retirements, companies must develop systematic ways to attract the best, retain the best, and hold on to the knowledge that the best contribute to their organizations.
When faced with an opportunity to take on a stretch assignment, new role, or promotion, what’s your reaction? Be Leaderly surveyed more than 1,500 professionals to find out what it takes to say “yes” with confidence. In this webinar, learn what we discovered—and how you can prepare to step up to your next big career opportunity.
Guest speakers:
Shuchi Sharma, Global Vice President and Leader of Gender Intelligence at SAP and Robert F. Solomon Jr., Director of Culture and Engagement, Lowe’s Companies, Inc.
Leadership StylesJust as leaders can be found in many places.docxsmile790243
Leadership Styles
Just as leaders can be found in many places in a business, there are many ways to
be a leader— different styles and approaches. The six leadership styles discussed
below are one way to look at leadership styles. Each of these styles sends a clear
message to the team about how the leader and the team interact. Some leaders
adopt one of these styles and use it every time they lead. But more effective
leaders master most or all of these styles, evaluate the team and goals at hand, and
choose the most appropriate style for the given situation.
A pacesetting leader says to the team, “Do as I do, now.”
The pacesetting leader is a high performer himself, and expects his team to
perform with excellence and speed. The leader models the desired behaviors and
expects the team to mirror it. This style works well with a highly skilled and
motivated team. It can create problems when a team gets overwhelmed, or when
more creativity is appropriate.
A visionary leader says to the team, “Come with me.”
The visionary leader sets out a common vision and goal for the team, and invites
each individual team member to find his or her way to achieve the necessary tasks.
This style works well when a new vision is appropriate and when there is latitude
in how a goal may be attained. It can be counter-productive when the group knows
more than the leader.
An affiliative leader says to the team, “People come first.”
Focuses first on the team and its emotional needs and the emotional health of the
team as a whole. This is an appropriate style in times of stress, when a team needs
some extra TLC. This style may not be appropriate when there are many pressing
deadlines for a project.
A coaching leader says to the team, “Try this.”
The coaching leader is focused on the team’s professional development and offers
team members opportunities to work on developing new skills or improving
weaknesses. This style works well when a leader is proficient at many things and
can truly help team members improve in various ways. When people are unwilling
to learn, this style may not be a good use of time and resources.
A coercive leader says to the team, “Do what I tell you.”
The coercive leader gives rigid instructions and requires total compliance. This can
be appropriate when there is an emergency, an extremely short time frame, or some
other unusual circumstances. This style should be used sparingly because it tends
to make people feel less valuable or important and often causes tension.
A democratic leader says to the team, “What do you think?”
A democratic leader encourages the participation of every team member and uses
consensus-based decision-making to make sure every person is on board. This is a
great method when the leader has a strong team and their buy-in is important to the
great method when the leader has a strong team and their buy-in is important to the
goal. It won’t work as well when there is an emergency or the team doesn’t have
enough ...
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1. PowerSkills Training & Development, Inc.
4224 Plaza Sonata . Santa Fe . New Mexico . 87507
www.yourpowerskills.com Facebook.com/yourpowerskills Twitter@yourpowerskills LinkedIn/RobertSchout
Bob@yourpowerskills.com Ph. 619-517-6299 yourpowerskills@gmail.com
Succession
Planning:
A
Place
to
Start
By: Bob Schout, PowerSkills Training & Development, Inc.
A client of mine recently called me and, with a sigh of professional sadness, he said, “You know, Bob,
I was a damn good manager, a value executive director; I helped the business grow and everyone
told me so. But, I fell down with the job of leadership. When I left my last position, even though I
helped to grow the business, like a house of cards, pieces of it collapsed after I left my last position. I
couldn’t believe it. I worked so hard to sustain the growth of the business and the motivation of my
former team. I don’t know what happened.”
This story can be re-told by many of us, at all levels of leadership. We leave and our institutional
knowledge and skills leaves with us. More troubling is the fact that we also allow others to leave
(because of termination, retirement, various forms of leave, illness or a myriad of other reasons) and
they, too, take their knowledge, skills, insights and abilities with them; forcing our organizations to be
in constant, but unnecessary, catch-up mode. It has been said that a great manager ensures
movement and attainment of high levels of productivity, performance, project goal achievement and
client service; but a truly great leader accomplishes all of the aforementioned objectives while also
maintaining the motivation of others, inspiring others, building the capacity of others and of the
organizational systems and infrastructure, visioning the future, and developing plans to achieve all
visions and goals. Wow! That’s a lot to ask….or is it?
One of the 4 core dimensions of leadership1
is the ability to become a Strategic Leader, one who is
able to engage in, and facilitate, planning of all kinds, at all levels (e.g., succession planning, change
management planning, strategic planning, project and program planning, individual development
planning, etc.). This ability is one of the ability skill sets which separates great managers from great
leaders. Succession planning is a key strategic leadership skill set.
Succession planning incorporates both skills and strategies in order to create and sustain processes
by which an organization ensures its ability to retain institutional knowledge and skills, as well as
prepare organizational stakeholders (e.g., employees, supervisors, peers, etc.) to know and be able
to assume, the responsibilities of other positions during times of transition (e.g., retirement of
someone, someone taking extended leave, someone resigning or being terminated unexpectedly,
etc.). Without quality processes and practices in place a team or organization is left to struggle, strain
and fill the gaps when someone leaves a position temporarily or permanently. Succession planning is
not a static process. It is not something that one puts on paper and sets aside for some future
transitional need. It is an ongoing process, set of procedures, peer and/or leadership practices, and
documented plans…all put together and acted upon with regularity.
1
the 4 Core Dimensions of Leadership are aspects of The Leadership Star ™
(Source: Inspired Leadership: On Becoming a Leadership Star, by Bob Schout)