The document discusses the need for a shift from traditional individual and organizational leadership models to more collaborative approaches that leverage networks and partnerships. It argues that current leadership development is not scalable enough to address large societal challenges. A networked, collective model of leadership is proposed that focuses on engaging groups, catalyzing relationships across sectors, and enabling communities to solve problems themselves. Leaders are encouraged to develop skills for inclusive, collaborative practice that empowers networks and facilitates self-organization.
Session Description
Nonprofit leaders working to promote a more democratic and just society are grappling with how to adapt legacy organizations founded in an “analog” era to new realities shaped by the power of networks and technology. Concurrently, a growing number of grantmakers seek to support the leaders and organizations navigating these shifts – which can require funding new approaches to the work.
This interactive session will explore concrete examples of how pioneering social justice leaders have embraced technology and new forms of collaboration (like engaging unlikely allies) to advance immigration and criminal justice reform. We will also explore the role of the funder in supporting this leadership journey, and implications for others seeking to advance equity and inclusion.
The panel will include a range of perspectives from a funder, Daniel Lee, Executive Director, Levi Strauss Foundation; a next-generation civil rights leader, Vincent Pan, Executive Director, Chinese for Affirmative Action; Lateefah Simon, program director, Rosenberg Foundation and social impact expert, Heather McLeod Grant. In addition to their roles, the speakers are also diverse in terms of race, sexual orientation, gender, and experience.
http://leadershiplearning.org/blog/miriam-persley/2015-03-09/upcoming-webinar-pioneers-social-justice-bolstering-leaders-organizat
Hear from two alumni of On The Move’s leadership development program, about the organization’s innovative model to support emerging leaders within schools, public institutions, non-profit organizations and the health field. The webinar provides key principles, practices and strategies of implementation. Specifically, we explore the model’s approach of bringing together multi-generational communities of emerging and veteran leaders, who learn together to remove the barriers that prevent our collective success.
Shared and effective community leadership can be helped or hindered by our conceptions of and experiences with people from different identity groups. Add to that the reality that our experiences are embedded in larger social identity structures and dynamics within communities that in many cases are reinforcing negative patterns. So how can social identity best be raised and addressed in community leadership development programs? How can ideas about social identity expand our thinking about community and about leadership? We are on a journey to develop a curriculum that can serve as a resource to community leaders (and by leaders we mean everyone contributing to leadership, not just those with a formal leadership role). Specifically we aim to build awareness about social identity dynamics in people and communities to enhance the ability of individuals and groups to work together more effectively in order to achieve "common good" community outcomes.
We recently posted the Leadership and Race synthesis and are working with the writing partners to develop the publication. The Leadership and Networks synthesis outline has also been posted. We would like to engage you in discussion and questions that can strengthen these publications.
This second webinar in the Network Leadership Webinar Series is brought to you by the Center for Creative Leadership, NYU Wagner, and the Leadership Learning Community.
Presenting is Chris Ernst from Juniper Networks.
Session Description
Nonprofit leaders working to promote a more democratic and just society are grappling with how to adapt legacy organizations founded in an “analog” era to new realities shaped by the power of networks and technology. Concurrently, a growing number of grantmakers seek to support the leaders and organizations navigating these shifts – which can require funding new approaches to the work.
This interactive session will explore concrete examples of how pioneering social justice leaders have embraced technology and new forms of collaboration (like engaging unlikely allies) to advance immigration and criminal justice reform. We will also explore the role of the funder in supporting this leadership journey, and implications for others seeking to advance equity and inclusion.
The panel will include a range of perspectives from a funder, Daniel Lee, Executive Director, Levi Strauss Foundation; a next-generation civil rights leader, Vincent Pan, Executive Director, Chinese for Affirmative Action; Lateefah Simon, program director, Rosenberg Foundation and social impact expert, Heather McLeod Grant. In addition to their roles, the speakers are also diverse in terms of race, sexual orientation, gender, and experience.
http://leadershiplearning.org/blog/miriam-persley/2015-03-09/upcoming-webinar-pioneers-social-justice-bolstering-leaders-organizat
Hear from two alumni of On The Move’s leadership development program, about the organization’s innovative model to support emerging leaders within schools, public institutions, non-profit organizations and the health field. The webinar provides key principles, practices and strategies of implementation. Specifically, we explore the model’s approach of bringing together multi-generational communities of emerging and veteran leaders, who learn together to remove the barriers that prevent our collective success.
Shared and effective community leadership can be helped or hindered by our conceptions of and experiences with people from different identity groups. Add to that the reality that our experiences are embedded in larger social identity structures and dynamics within communities that in many cases are reinforcing negative patterns. So how can social identity best be raised and addressed in community leadership development programs? How can ideas about social identity expand our thinking about community and about leadership? We are on a journey to develop a curriculum that can serve as a resource to community leaders (and by leaders we mean everyone contributing to leadership, not just those with a formal leadership role). Specifically we aim to build awareness about social identity dynamics in people and communities to enhance the ability of individuals and groups to work together more effectively in order to achieve "common good" community outcomes.
We recently posted the Leadership and Race synthesis and are working with the writing partners to develop the publication. The Leadership and Networks synthesis outline has also been posted. We would like to engage you in discussion and questions that can strengthen these publications.
This second webinar in the Network Leadership Webinar Series is brought to you by the Center for Creative Leadership, NYU Wagner, and the Leadership Learning Community.
Presenting is Chris Ernst from Juniper Networks.
In this third webinar of the Network Leadership Series, Professor Angel Saz-Carranza will explore the question of how formal networks of organizations, created to reach a collective goal (also known as goal-directed networks), work to support the overarching network goals. Goal-directed networks often create a separate organizational unit to broker and administer the network as a whole called Network Administrative Organizations (NAOs).
The webinar will answer questions like:
How organizational units lead and broker the work of network members to ensure that the network as a whole achieves a collective network goal. finds the direction it needs, aligns the activities of its members, and helps them stay committed and ready to collaborate
How leadership strategies are different when the work is not internal to a single organization
Drawing from the work of immigration coalitions in the U.S. as examples of an important type of network, Saz-Carranza unpacks the leadership dynamics of formal goal-directed networks. These network member organizations join together to accomplish a common goal that is different from each organizational member but that contributes to advance their individual missions.
Community Management is the Future of LeadershipVenessa Paech
As business and markets transform from command and control to networked and social, a new model for leadership is required. Community management offers a new lens for leadership and could be the future of all management. Explores how to lead like a community manager.
Delivered as a keynote at the Women in TechX Breakfast in Melbourne, 2016.
Collaboration and VO in the Developing Worldsdprager
A short presentation on the use of cyberinfrastructure for creating virtual organizations and fostering collaboration in the developing world. Prepared for a panel discussion @ http://bit.ly/dgijA7.
Sociocracy and Holacracy, so similar and so different!
- How do their practices differ?
- What view of men and organisations are they bringing forth?
- What kind of change processes are they best aligned with?
- Are there bridges to be built between them?
- What can we learn about the evolutionary journey organisations have ahead?
Webinar on the report 'How to Develop and Support Leadership that Contributes to Racial Justice.' The report suggests that a large number of leadership programs associate leadership with equal opportunity and individualism. This thinking does not recognize that current systems (i.e. policy, culture and institutional practices) can cause racial identity to limit one’s access to life opportunities. It also focuses too narrowly on changing the behavior of individual leaders. Instead, leadership programs should: 1) make their programs more accessible for people of color; 2) help participants understand how race limits the access to opportunities – in other words, the impact of structural racism; and 3) promote collective leadership. This approach will help participants work together to tackle the systems that maintain racial inequalities. For more info visit www.bit.ly/LeadershipRaceInfo
by ARTHUR DAHL
VIDEO VIDEO of the keynote here: https://www.facebook.com/plugins/video.php?href=https%3A%2F%2Fwww.facebook.com%2Febbf.mindfulpeople.meaningfulwork%2Fvideos%2F10154628682531801%2F&show_text=0&width=560
Systems science shows that the real significance of diversity lies not in the number of different entities and their differences, but how they interact. Diversity is the dynamic driver for greater systems complexity, integration and efficiency. In a coral reef ecosystem or tropical rainforest, it is the increasing cooperation among the species expressed in mutual assistance and symbioses that make their high levels of productivity possible. Similarly, human diversity unaccompanied by values of justice, cooperation and reciprocity can produce the negative reactions we see today. Recent research has suggested that higher levels of ethnically-diverse civilization are catalysed by ethical values from religion, building trust and providing the energy for new levels of organization and efficiency. Businesses and communities can follow this example. Recent guidance from the international Bahá’í administrative body invites us to explore what a new economic paradigm might look like in practice.
Collaborative Community Leadership Certificate Info SessionEric Kaufman
Virginia Tech's graduate certificate in Collaborative Community Leadership is designed to prepare participants with the following abilities: Apply knowledge of leadership principles in interdisciplinary and transdisciplinary contexts; engage in scholarly inquiry as a way to critically analyze leadership theory and practice; promote collaborative leadership in real-world settings; and practice social responsibility in today's diverse and multicultural environment.
From leader development to leaderful practiceEric Kaufman
Presentation for the Leadership and Social Change Residential College at Virginia Tech. Sub-topics addressed include the Five Practices of Exemplary Leadership, as well as leadership-as-practice (L-A-P).
The Leadership Development in Interethnic Relations (LDIR) program has been training leaders for social change since the early 1990s, when it was founded by a multiracial coalition of organizations led by the Asian Pacific American Legal Center. The program's curriculum prioritizes the growth of participants' analyses around race, gender, class, ability, and more, alongside the development of effective facilitation and communication skills. This presentation will provide insight into the rationale and values behind LDIR's pedagogy, challenges seen and lessons learned over time, and brief examples of how we currently get participants thinking and acting on race, gender, class, privilege, and other facets of identity in an intersectional, allied way.
Sjoerd Luteyn and Martijn Kersten share the fundamental need for a new understanding of purpose to build capacity. Introducing the two-fold purpose of organizations , uniting around new purposes and bringing change and capacity building from the inside.
Jennifer M. Pigza, Ph.D., Academic Chair, Graduate Program in Leadership for Social
Justice, Saint Mary’s College of California
Panelists: Stacy Kono, Director, Programmatic Partnerships, Rockwood Institute
Elissa Perry, Program Catalyst, Network Leadership Innovation Lab
Ann Kletz, Principal, Leadership Search Partners
Ahmed Mansur, Director, Urban Economy Institute
Join a conversation with leadership development specialists and coaches about what
it means to embrace and embody sustainable leadership. Specifically the conversation
will explore how nonprofit leaders:
• Develop their inner selves in order to do their outer work
• Maintain passion in the midst of sometimes dis-passionate tasks
• Develop practices that nurture personal sustainability
• Translate care of whole self to people and organizations with whom they work
Learning Objective: Explore the gender differences in leadership styles that increase productivity
With the new way that businesses are working and adjusting to new risks from hackers, environmental, and social challenges, managers are looking for new techniques to analyze unique strategies to sustain long-term organizational growth. Studies show that there is a substantial amount of evidence regarding the leadership concept that is supported alongside the gender characteristics, which further reveal some interesting tendencies in the future of the business world. In this seminar, we will discuss the potential relationship between gender and leadership style, with the overarching question: “Are Men and Women Leading in the Same Way?”
At the end of this seminar, participants will be able to:
1. Examine the main gender differences in terms of leadership.
2. Identify criteria to support a comparative analysis.
3. Discuss potential barriers that affect performance.
4. Ascertain methods for improving organizational performance through a better leadership style.
Meeting hosted by Leadership Learning Community and Monitor Institute. More info here:
http://www.leadershipforanewera.org/page/Leadership+and+Neworks+Bay+Area+Circle+January+31%2C+2011
In this third webinar of the Network Leadership Series, Professor Angel Saz-Carranza will explore the question of how formal networks of organizations, created to reach a collective goal (also known as goal-directed networks), work to support the overarching network goals. Goal-directed networks often create a separate organizational unit to broker and administer the network as a whole called Network Administrative Organizations (NAOs).
The webinar will answer questions like:
How organizational units lead and broker the work of network members to ensure that the network as a whole achieves a collective network goal. finds the direction it needs, aligns the activities of its members, and helps them stay committed and ready to collaborate
How leadership strategies are different when the work is not internal to a single organization
Drawing from the work of immigration coalitions in the U.S. as examples of an important type of network, Saz-Carranza unpacks the leadership dynamics of formal goal-directed networks. These network member organizations join together to accomplish a common goal that is different from each organizational member but that contributes to advance their individual missions.
Community Management is the Future of LeadershipVenessa Paech
As business and markets transform from command and control to networked and social, a new model for leadership is required. Community management offers a new lens for leadership and could be the future of all management. Explores how to lead like a community manager.
Delivered as a keynote at the Women in TechX Breakfast in Melbourne, 2016.
Collaboration and VO in the Developing Worldsdprager
A short presentation on the use of cyberinfrastructure for creating virtual organizations and fostering collaboration in the developing world. Prepared for a panel discussion @ http://bit.ly/dgijA7.
Sociocracy and Holacracy, so similar and so different!
- How do their practices differ?
- What view of men and organisations are they bringing forth?
- What kind of change processes are they best aligned with?
- Are there bridges to be built between them?
- What can we learn about the evolutionary journey organisations have ahead?
Webinar on the report 'How to Develop and Support Leadership that Contributes to Racial Justice.' The report suggests that a large number of leadership programs associate leadership with equal opportunity and individualism. This thinking does not recognize that current systems (i.e. policy, culture and institutional practices) can cause racial identity to limit one’s access to life opportunities. It also focuses too narrowly on changing the behavior of individual leaders. Instead, leadership programs should: 1) make their programs more accessible for people of color; 2) help participants understand how race limits the access to opportunities – in other words, the impact of structural racism; and 3) promote collective leadership. This approach will help participants work together to tackle the systems that maintain racial inequalities. For more info visit www.bit.ly/LeadershipRaceInfo
by ARTHUR DAHL
VIDEO VIDEO of the keynote here: https://www.facebook.com/plugins/video.php?href=https%3A%2F%2Fwww.facebook.com%2Febbf.mindfulpeople.meaningfulwork%2Fvideos%2F10154628682531801%2F&show_text=0&width=560
Systems science shows that the real significance of diversity lies not in the number of different entities and their differences, but how they interact. Diversity is the dynamic driver for greater systems complexity, integration and efficiency. In a coral reef ecosystem or tropical rainforest, it is the increasing cooperation among the species expressed in mutual assistance and symbioses that make their high levels of productivity possible. Similarly, human diversity unaccompanied by values of justice, cooperation and reciprocity can produce the negative reactions we see today. Recent research has suggested that higher levels of ethnically-diverse civilization are catalysed by ethical values from religion, building trust and providing the energy for new levels of organization and efficiency. Businesses and communities can follow this example. Recent guidance from the international Bahá’í administrative body invites us to explore what a new economic paradigm might look like in practice.
Collaborative Community Leadership Certificate Info SessionEric Kaufman
Virginia Tech's graduate certificate in Collaborative Community Leadership is designed to prepare participants with the following abilities: Apply knowledge of leadership principles in interdisciplinary and transdisciplinary contexts; engage in scholarly inquiry as a way to critically analyze leadership theory and practice; promote collaborative leadership in real-world settings; and practice social responsibility in today's diverse and multicultural environment.
From leader development to leaderful practiceEric Kaufman
Presentation for the Leadership and Social Change Residential College at Virginia Tech. Sub-topics addressed include the Five Practices of Exemplary Leadership, as well as leadership-as-practice (L-A-P).
The Leadership Development in Interethnic Relations (LDIR) program has been training leaders for social change since the early 1990s, when it was founded by a multiracial coalition of organizations led by the Asian Pacific American Legal Center. The program's curriculum prioritizes the growth of participants' analyses around race, gender, class, ability, and more, alongside the development of effective facilitation and communication skills. This presentation will provide insight into the rationale and values behind LDIR's pedagogy, challenges seen and lessons learned over time, and brief examples of how we currently get participants thinking and acting on race, gender, class, privilege, and other facets of identity in an intersectional, allied way.
Sjoerd Luteyn and Martijn Kersten share the fundamental need for a new understanding of purpose to build capacity. Introducing the two-fold purpose of organizations , uniting around new purposes and bringing change and capacity building from the inside.
Jennifer M. Pigza, Ph.D., Academic Chair, Graduate Program in Leadership for Social
Justice, Saint Mary’s College of California
Panelists: Stacy Kono, Director, Programmatic Partnerships, Rockwood Institute
Elissa Perry, Program Catalyst, Network Leadership Innovation Lab
Ann Kletz, Principal, Leadership Search Partners
Ahmed Mansur, Director, Urban Economy Institute
Join a conversation with leadership development specialists and coaches about what
it means to embrace and embody sustainable leadership. Specifically the conversation
will explore how nonprofit leaders:
• Develop their inner selves in order to do their outer work
• Maintain passion in the midst of sometimes dis-passionate tasks
• Develop practices that nurture personal sustainability
• Translate care of whole self to people and organizations with whom they work
Learning Objective: Explore the gender differences in leadership styles that increase productivity
With the new way that businesses are working and adjusting to new risks from hackers, environmental, and social challenges, managers are looking for new techniques to analyze unique strategies to sustain long-term organizational growth. Studies show that there is a substantial amount of evidence regarding the leadership concept that is supported alongside the gender characteristics, which further reveal some interesting tendencies in the future of the business world. In this seminar, we will discuss the potential relationship between gender and leadership style, with the overarching question: “Are Men and Women Leading in the Same Way?”
At the end of this seminar, participants will be able to:
1. Examine the main gender differences in terms of leadership.
2. Identify criteria to support a comparative analysis.
3. Discuss potential barriers that affect performance.
4. Ascertain methods for improving organizational performance through a better leadership style.
Meeting hosted by Leadership Learning Community and Monitor Institute. More info here:
http://www.leadershipforanewera.org/page/Leadership+and+Neworks+Bay+Area+Circle+January+31%2C+2011
These are the slides for the pre-work film that Helen Bevan made for her ‘flipped classroom’ mini-course, M5, at the Institute for Healthcare Improvement (IHI) 26th Annual National Forum on Quality Improvement in Healthcare, 8th December 2014. You can watch the film here: https://www.youtube.com/watch?v=4bsCpZ6Gv10 In this film, Helen outlines some of the big drivers for change facing leaders today. This film amplifies the themes in the White Paper, ‘A new era of thinking and practice in change and transformation: A call to action for leaders in health and care.’ You can download the White Paper at http://www.nhsiq.nhs.uk/resource-sear....
To stay connected with the latest thinking on health and care transformation subscribe to The Edge, a virtual knowledge hub for change activists here:
http://theedge.nhsiq.nhs.uk
Follow Helen Bevan on Twitter at @HelenBevan
These are the slides for Module 2 of the School for Health and Care Radicals.
A golden rule for change activists: You can’t be a radical on your own. This module gives you an understanding of the power of working together by exploring communities of practice and social movements. We identify techniques for connecting with our own and others values and emotions to create a call for action.
Agenda:
•Why we can’t be radicals on our own: building communities for change
–What is a community and how can you find power within communities?
•What can we learn from leaders of social movements?
–The power of one, the power of many
–Calls to action – what are they and how are they powerful?
–What are the characteristics of people or groups within effective social movements?
–How to create change at scale
–What is strategy in this context and how can we define resources?
•Effective framing: telling our stories
–What is framing?
–How to connect with people to take action – connecting with emotions through values
–Creating your narrative and the power of telling stories
•Bridging disconnected groups
–Strong vs. weak ties
•Building your own community
–Who are your communities?
–How to build new communities
•Questions and call to action
Questions for reflection from this module:
•What learning and inspiration can you take from social movement leaders to help you in your role as an agent of change in health and care?
•How will you attract the attention of the people you want to call to action?
•Who are the people who are currently disconnected that you want to unite in order to achieve your goal for change? How can you build a sense of “us” with them?
Call to action from this module:
•Identify which communities you are currently part of and how you can utilise your existing communities for change.
•Reflect on who else you would like to be part of your community for change and take action to connect with them.
•Create your narrative or “call to action” to win other people to your cause.
In this article, I endeavors to develop an emerging paradigm of leadership for our organizations known as "leaderful practice." Leaderful practice constitutes a direct challenge to the conventional view of leadership as "being out in front." It is submitted that in the 21st Century organization, everyone will need to share the experience of serving as a leader, not sequentially, but concurrently and collectively. In other words, leaders co-exist at the same time and all together. In addition, each member of an organization will be encouraged to make a unique contribution to its growth, both independently and interdependently with others. In this sense, organizational members will aspire to become fervently collaborative, which in turn is derived from their compassion toward other human beings. Their well-developed sense of self permits them to develop a deep consideration of others. Thus, the article makes the case that the only possible way to lead ourselves out of trouble in management is to become mutual and to share leadership.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
1. The Future of Leadership Development Claire Reinelt, Ph.D. Leadership Learning Community National Public Health Leadership Development Conference April 28, 2010 Image Source: http://www.astrosociety.org/education/publications/tnl/56/images/earth.jpg
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3. Where are we now in our leadership work and where do we need to be 10 years from now?
9. Image and Quote Source: “A Reflection on How Social Networks Can Become a Powerful Tool To Meet Basic Needs and Build Momentum for Change”, The Diarist Project The Promotora Institute “ The Promotora model is sort of the Peace Corps model based on local needs and local solutions, except that it is not the educated helping the ‘uneducated’. It’s the community helping itself.”
10. Asian Pacific American Legal Center Angela Glover Blackwell (A Conversation on Boundary Crossing Leadership) We live in the most multicultural, multiethnic society in the world, right here in California and we need to make certain that groups that share common issues, but do not share common historical traditions, are able to work together. Image Source: http://www.youtube.com/user/APALCSoCal
11. Networked Devices + Connected People = Healthier Communities Source: “The Future of Health is Social” Fast Company, Jennifer Kilian and Barbara Pantuso
12. From Organizations to Networks… Image Source: http://www.flickr.com/photos/thefangmonster/ / CC BY 2.0
13. In a period of great uncertainty, the most difficult topics must be discussed. Dissenters who can provide crucial insights need to be protected from the organizational pressure to remain silent. Executives need to listen to unfamiliar voices and set the tone for candor and risk taking. Ron Heifetz et. al (Harvard Business Review) Leading in a (Permanent) Crisis
14. VS Discovery of Genetic Sequence of SARS Winner Hierarchical, Highly Controlled Model Networked, Open Model
15. The value of collective leadership networks is in their capacity to solve problems quickly in an environment of uncertainty and complexity. -- Watts 2004
16. Source: Social Networks for Social Change Presentation, The Monitor Institute, 2010
19. African Public Health Leadership and Systems Innovation Initiative Image Source: http://www.synergos.org/partnerships/publichealthnamibia.htm A partnership between Synergos, McKinsey & Co., the Presencing Institute, and the Bill & Melinda Gates Foundation to improve health performance in Namibia.
20. Leadership in Action Program Improvement at the population level cannot be made by a single agency or organization but must be part of a cross-sector, public and private movement to achieve a given result using a new paradigm of performance management. Jolie Bain Pillsbury et al. ( Cross Sector Performance Accountability: Making Aligned Contributions to Improve Community Well-Being) B-LAP Launched
27. -- Connected: The Surprising Power of Our Social Networks and How They Shape Our Lives by Nicholas Christakis and James Fowler
Editor's Notes
Thank you Carol for the introduction and to the conference planning team for inviting me Honored and humbled to talk with you about the future of leadership development This is a topic I have invested the past 15 years of my life thinking about, researching, and practicing. I have had the pleasure of doing much of that work with the Leadership Learning Community. We have been deeply committed to improving the practice of leadership development to bring about social justice and social change. What I want to do in the time I have is engage you in reflecting about the current state of leadership development and challenge us to think about what is needed for the future
Whether we seek the elimination of health disparities, universal health coverage, all children entering school ready to learn, everyone prepared to lead a productive life or a healthy planet, we clearly do not have the leadership we need.
I want to do an image exercise with you. This is a technique we frequently use with groups to connect and share about an issue using metaphors that images evoke. It’s not about thinking so much as opening up to the images and seeing which one you are drawn to. I was drawn to the image of the man jumping into the air -- it speaks to me about the courage we need to take risks, to try something that we’re not certain how it will end up. I also was drawn to the image why not? Because it reminds me that we need to challenge ourselves to think outside the box, and to follow what we think is right even in the face of opposition.
I want to speak to you about where we are now and why our leadership thinking needs to change. Then I want to share with you some shifts in leadership thinking and practice that are happening right now that we in the Leadership Learning Community believe offer opportunities for radically scaling leadership in the future and having much greater impact.
Here’s the model that has dominated our thinking about leadership development. We believe that if we train individuals and give them the skills and capacities they need, they will be better prepared to lead strong organizations. Strong organizations produce better community results. This model has worked in some cases, when problems are complex and solutions unclear, we believe we need a radically different approach.
I want to argue that we need to think differently about leadership if we are going to address the complex challenges we face. Our current model of leadership is not scalable. We invest lots of resources in individual leader development but we can’t reach the scale of leadership we need developing one person at a time. We have tended to focus our leadership development efforts on white middle-aged professionals. We need to find, cultivate, and connect leadership everywhere it exists, across all generations, across all races, classes, and cultures, across all levels of organization. Our heroic ideas about leadership make us blind to the fact that leadership exists everywhere It’s often invisible and hidden from us because we have neither the framework nor the relationships to notice and see it, or if we do we actively reject it as leadership. The fragmented way we develop and support leaders maintains the status quo, it doesn’t have the impact we need. We believe there is all kinds of untapped leadership potential that we need to find, nurture and connect to reach the scale of leadership we need to have a greater impact.
One shift in thinking that is fundamental is to: Move from thinking about leadership as a capacity and quality that an individual possesses and recognize that leadership is a process that happens in groups, communities and networks. “ Leadership arises whenever people work together and make meaning of their experiences and when people participate in collaborative forms of action across the dividing lines of perspective, values, beliefs, and cultures.” (Drath and Palus) Groups of people bond together to support one another and get things done. Groups form all the time. Social networking platforms, like meetup or facebook, are great examples of how people self-organize around shared interest, shared purpose or shared identity easily and quickly to combine their resources for greater impact I want to share two stories with you about the power of communities to support emerging leadership and find ways to work together through relationship building.
The first is about the Promotora Institute in Arizona. The Promotora Institute was founded by local women in the community who people turned to for advice when they got ill or had other problems. Promotoras are from the community, they understand the culture and speak the language of the community. Promotoras lead by listening and building trust with the people they meet. They look for strengths and help people make the connections they need to control and improve their lives. They do not pretend to be experts instead they see residents as experts and arbiters of their own experience. Promotoras have succeeded in supporting communities with few health resources to become healthier, when outsiders have often failed. We have a hard time recognizing the work that promotoras do as leadership or even that they are engaged in leadership development. One promotora challenged the leadership mindset that defines success. She said“Some business people tell me, ‘You are not efficient.’ I say, ‘We are more efficient than you could possibly imagine, because our job is to listen, find out how much of an intervention people need and connect them to solutions.’” This relational model of leadership is at the heart of the new leadership paradigm.
The second story I wanted to tell is about the Asian Pacific American Legal Center. APALC runs a leadership development program called LDIR. It fosters intergroup alliances especially among those from different racial and ethnic groups. One of the core stories that APALC tells about itself is the work it did to bring Thai workers and Latino workers together to challenge a sweatshop owner. The workers were kept in different locations and worked under different conditions, but both groups were being exploited. Here is an example of how racial and cultural fragmentation benefited the sweatshop owner at the expense of the workers. APALC invested thousands of hours in training the workers on what had happened and what the garment industry was really like (giving them a systems perspective) But they also helped them learn about each other, by bringing them together to talk to one another. This resulted in a tremendous bond forming among Thai and Latino workers and they became leaders together to pass the strongest anti-sweatshop legislation in the country. Boundary-crossing leadership builds coalitions that have greater influence on stopping exploitive business practices and on changing policies, compared to what either group could do alone.
Technology and social networking platforms are enabling groups to self-organize like never before. Have any of you heard of the website Patients Like Me? It is a health focused social networking site that enables those who have various diseases and chronic conditions to find one another for information, support, advice. Their tag line is patients helping patients to live better everyday These peer communities self-organize and grow very rapidly because people want control of their health, they want information to make informed decisions about treatments. They get extraordinary benefit from their peers, far more sometimes than relying on experts. Another site MedHelp provides medical support communities, ask doctor forums, and health tools to track symptoms and test results over time. These interactive tools empower people to control and monitor their own health in ways that were never possible before. The potential that they will actually improve health outcomes seems extraordinary although we still do not know the full effects.
Another shift in thinking that is needed is from thinking about leadership as something that is exercised through positions in organizations, to understanding how leadership occurs within networks. It might be more appropriate to talk about hierarchies than organizations since some organizations are beginning to operate in a more networked way. Leadership in organizations is positional, it’s individual, it’s top down, directive, and transactional. Leadership in networks is relational, facilitative, collective, bottom-up, and emergent. Traditionally we have developed leaders to exercise leadership within organizations This leadership approach is not very flexible, adaptive, or responsive to rapidly changing conditions Networks forms of organizing are a powerful source of innovation and creative solutions when there is sufficient diversity and sufficient connections in the network. I want to give you a couple of examples of how network leadership outperforms organizational leadership especially during times of crisis or rapid change where the problems and solutions are not always clear.
Take the case of Paul Levy and Beth Israel Deaconess Hospital. Over the past eight years the hospital have gone through one crisis after another. Most recently in 2009 the hospital faced a $20 million loss. A typical CEO would have convened his senior leadership team and made choices about how the gap would be closed. Levy knew this would mean massive lay-offs and plummeting organizational morale. So how might he lead differently in a crisis. Levy decided to call a meeting with all employees to discuss layoffs. He didn’t come in with a plan, he came in with a concern. A concern that looming cutbacks would adversely affect low-wage employees, such as housekeepers He cautiously floated what seemed likely to be an unpopular idea: protecting some of those low-paying jobs by reducing the salary and benefits of higher paid employees - including many in the auditorium. To his surprise the room erupted in applause. His candid request for help led to countless suggestions for cost savings. He tapped the power of the employee network; as a result they all jointly owned the solution. Levy modeled openness and transparency, letting go of control, trusting the group to make the right decisions. Levy has his own blog where he publicly shares his thoughts and invites others to comment and share theirs with him.
Clay Shirky wrote a book called Here Comes Everybody. How many of you have read that book? The book describes how society is adopting new behaviors because of the revolution in technology. He talks about the institutional costs of managing large bureaucracies, the inefficient ways they control the flow of information and communication. Shirky tells the story of how the Chinese government had everything to gain by sequencing the SARS gene since their population was the most immediately affected th. They had the talent and resources to bring to bear to find the solution But it wasn’t the Chinese scientists who discovered it. Rather it was a small Canadian lab that was plugged into many different cooperative and collaborative networks. A genetics researcher in China commented that the barriers in China were not limits on talent or resources, but obstacles to cooperation; the government simply put too many restrictions on sharing either samples of the virus or on information about it. So here’s an example where many fewer resources were invested to achieve the outcome in much faster time simply by tapping into the power of networks.
One of the most renowned researchers on networks, Duncan Watts wrote:
Bill Traynor with Lawrence COmmunityWorks, an organization that uses a network approach to community-building talks about the importance of creating and holding space. Creating space is about holding the time for unfolding, time for adaptation, time and opportunity for intentional and random bumping and connecting, time for creation and time for response, time for listening and reacting, and time for deconstruction. It is the space in between, around, behind, on top of, and underneath all the action, the commitments, the transactions; all these things are forms. When the space closes, networks die, because in the clutter of commitments, expectations, structures, programs, partnerships, and so forth, there is no more space for adaptation or response. “ - Bill Traynor Part of the role then of managing networks is to hold that space, to not reach so quickly to creating forms that regulate and make things predictable
We are still learning about what leadership looks like in networks. Here are some of the leadership roles that people have mentioned. In networks people don’t exercise leadership by virtue of their position but by what they do. Some people seek ways to connect people who they think should know one another. They weave the network. Some people create the technology platforms so people can find one another more easily. Some people actively seek to bridge between networks and act as translators Some hold the vision of the network and seek to ignite action. There are many roles that people can play…in a recent consultation with an international organization using a network approach, one person stepped forward and said that she would be the network fun maker.
The last shift I want to talk to you about is from silos to partnerships. Typically we have exercised and developed leadership in silos We have separate workforces, distinct languages and cultures, different ways of framing what the problem is and therefore what solution is needed. Yet we have not been successful with this model in creating health, creating social justice, creating the conditions for a sustainable planet. The reason is these are systemic issues that cut across silos and sectors. Multi-stakeholder partnership approaches that bring people together across a system offer some promising possibilities for addressing system level challenges
One such initiative is The African Public Health Leadership and Systems Innovation Initiative It is being piloted in Namibia. Multistakeholder teams of national health leaders, senior government officials, local community health providers, and representatives from business and civil society are guided through an intensive leadership development and problem-based learning experience called the Innovation Lab The aim is to tackle a complex social and system problem through a multi-stakeholder process that generates and tests innovative responses. Programs like these are designed to rapidly prototype and test solutions to see what works. Innovation teams continually, reflect, learn and make adjustments as needed. Everyone is encouraged and supported to be part of the solution. Typically the health system in Namibia is highly siloed, different departments, different regions, with no connections betwee them. The Innovation Lab process focuses on breaking down barriers through workshops and retreats. People get to know each other. They use each other’s first names. Some are hesitant about giving up their titles. There are doctors who like to be called ‘doctor’ and nurses who say ‘but I have called you doctor for so long’. But by using first names, people start to see each other as equals and also to ask what they can bring to the process as individuals.
The last example I want to share with you is a program called Leadership in Action that the Annie E. Casey Foundation has pioneered with partners at the University of Maryland. LAP focuses on changing a population level result. It starts with a call to action by an “accountability partner” -- recognized leaders from the public and private sector; governors, mayors, school superintendents, foundations, United Way, heads of public-private governance bodies who champion and create a sense of urgency around changing the result. The program itself focuses on “leaders in the middle”: public sector agency heads, business owners, heads of nonprofits, faith leaders, representatives of associations or community groups. No individual or organization has the power alone to affect the result but they can all contribute. The key is to make aligned contributions and hold each other accountable for taking action in the domain in which each person does have influence. Leading from the middle is the ability to use leadership skills to achieve consensus, resolve conflict and competing interests to achieve joint solutions to both adaptive and technical challenges, and enroll managers (and above) as well as direct reports and peers to assist in implementing strategies that work. 14 month process.
What might we need to let go?
So to summarize what we believe are key elements for the future of leadership development. Leadership emerges through relationships. We need to focus much more on building relationships, getting to know one another, building trust. Catalyze networks -- create the conditions for people to find each other and self-organize around what they care about, build bridges across boundaries to seed new ideas and innovations. Use technologies to take networks to scale, by connecting small groups to one another (No where was this more evident than in the Obama campaign for instance.) And finally Partner for results -- we need to hold ourselves accountable for results and engage in systems approaches to create health in communities. We need to break down the silos and design leadership programs that focus on new forms of partnership. We live at a time of great peril and great opportunity. At no time have we needed leadership more.
I invite you to join the Leadership Learning Community in an collaborative research initiative we are calling Leadership for a New Era.
With a wide range of partners and participants, we are committed to transforming how we conceive, practice, and evaluate leadership. We want to shift the paradigm of leadership to be more inclusive, networked and collective.