This document serves as an introduction and overview of the Weadership Framework. For more information, see the project's website: www.enhancingworkforceleadership.org
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
Building a thriving leadership incubatorChris Jansen
Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
Leading in these tough times is not easy. What worked in the past doesn't help us. New capabilities can enable leaders to work with increasingly unpredictable conditions with confidence.
Learning to draw on multiple perspectives helps us solve complex and complicated problems.
It comes down to developing relationships, optimizing interactions and outcomes. How we talk can expand our leadership in positive ways.
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
Building a thriving leadership incubatorChris Jansen
Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
Leading in these tough times is not easy. What worked in the past doesn't help us. New capabilities can enable leaders to work with increasingly unpredictable conditions with confidence.
Learning to draw on multiple perspectives helps us solve complex and complicated problems.
It comes down to developing relationships, optimizing interactions and outcomes. How we talk can expand our leadership in positive ways.
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Encouraging and Facilitating Collaboration at WorkMichael Sampson
The slides from my keynote presentation at Congres Intranet 2012 in Utrecht, in March 2012. I talked about the reality of the intranet, the nature of collaboration, and how to encourage and facilitate collaboration at work by overcoming barriers to collaboration.
Holacracy The Next Generation Leadership in a VUCA Worldijtsrd
The Volatile, Uncertain, Complex and Ambiguous world is posing innumerable challenges upon all the organizational stalwarts. The purpose of the undertaking this study is more than one. 'Leaders are born not made' had always been an oft cited dubious question to the uncanny minds of many. Thus, an attempt had been made to strike an answer to the recurring question that occurs at multi tier level that is, does market leadership drives leadership in organizations or leadership capabilities of employees exercise influence on employees Methodology An empirical research had been carried out, which was both explorative and descriptive in nature, to identify the leadership style followed in organization and bring out the gap between the existing and desired leadership styles for implementation of holacracy in the organization. Variables such as task and result orientation, work delegation are taken to find out characteristics of an effective leader. Variables such as democratic, autocratic, bureaucratic, participative are examined to find out preferred style of leadership. The effectiveness of the leadership style was survived through variables of penalty, rewards, motivation and respect. Out of 340 questionnaire circulated, 317 responses were received out of which 305 were found to be usable for study. Statistical test such as description statistics using SPSS is applied to study the outcomes and presented in the form of graphs. Findings The research yielded various interesting aspects of key leadership principles. Technology is a friend and a foe, a powerful threat if underexplored poor communication skills and lack of discipline can make leaders ineffective. When asked about whether emotional intelligence is appreciated in a leader, the majority of the respondents could not give decisive answer. Holacracy brings the new era of leadership style with organizations becoming lean and employees adaptable. Implications The sample was drawn from Generation Z who is soon going to be a part of youth leadership in both corporate and governance. The questionnaire had been inclusive of asking personal traits of them to the actions. Jyoti Kukreja "Holacracy: The Next Generation Leadership in a VUCA World" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd28029.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/28029/holacracy-the-next-generation-leadership-in-a-vuca-world/jyoti-kukreja
For many years, organizations that have been recognized as best places to work have received that recognition because they have cultures that create the conditions for people to thrive personally and professionally. Cultures in organizations that are good places to work develop environments in which people work together in support of the mission and vision.
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
Creative and innovative leadership visioning for organizational efficiencyTANKO AHMED fwc
Smart visionary leadership is able to synthesize different styles in response to organizational exigencies for efficiency. Creativity and innovation are twin drivers for leadership visioning focused on organizational efficiency. This paper discusses strategy making process for organizational efficiency and its adaption in the real world. An appended simulation exercise tasks application of lessons learnt on two leading process-centric agencies in Nigeria.
Training Slides of Reinventing Creative & Innovative Leadership discussing the importance of Leadership.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
If people are given the right tools and the right environment, will hey spontaneously collaborate and share knowledge? Why do some people find it difficult to share and collaborate? Would incentives and rewards make a difference? These and similar issues are explored in this presentation given at the recent Knowledge and Innovation Network (KIN) Summer Workshop.
Day 3- Thursday 19 March 2015: Preparing for our Individual Challenge
Learning & Development Track: DNA of the Leader of the Future – What Competencies Do We Look For, How Do We Assess These and How Do We Develop Them? Presented by Lisa Ashton, Managing Director, BIOSS.
#astdza2015
Adapting to complexity - critical practices for human networksCatherine Shinners
Workshop given by Catherine Shinners & Harold Jarche at KM World 2018 on building skills and practices for learning and career resilience with networks, communities of practice and networked teams.
Encouraging and Facilitating Collaboration at WorkMichael Sampson
The slides from my keynote presentation at Congres Intranet 2012 in Utrecht, in March 2012. I talked about the reality of the intranet, the nature of collaboration, and how to encourage and facilitate collaboration at work by overcoming barriers to collaboration.
Holacracy The Next Generation Leadership in a VUCA Worldijtsrd
The Volatile, Uncertain, Complex and Ambiguous world is posing innumerable challenges upon all the organizational stalwarts. The purpose of the undertaking this study is more than one. 'Leaders are born not made' had always been an oft cited dubious question to the uncanny minds of many. Thus, an attempt had been made to strike an answer to the recurring question that occurs at multi tier level that is, does market leadership drives leadership in organizations or leadership capabilities of employees exercise influence on employees Methodology An empirical research had been carried out, which was both explorative and descriptive in nature, to identify the leadership style followed in organization and bring out the gap between the existing and desired leadership styles for implementation of holacracy in the organization. Variables such as task and result orientation, work delegation are taken to find out characteristics of an effective leader. Variables such as democratic, autocratic, bureaucratic, participative are examined to find out preferred style of leadership. The effectiveness of the leadership style was survived through variables of penalty, rewards, motivation and respect. Out of 340 questionnaire circulated, 317 responses were received out of which 305 were found to be usable for study. Statistical test such as description statistics using SPSS is applied to study the outcomes and presented in the form of graphs. Findings The research yielded various interesting aspects of key leadership principles. Technology is a friend and a foe, a powerful threat if underexplored poor communication skills and lack of discipline can make leaders ineffective. When asked about whether emotional intelligence is appreciated in a leader, the majority of the respondents could not give decisive answer. Holacracy brings the new era of leadership style with organizations becoming lean and employees adaptable. Implications The sample was drawn from Generation Z who is soon going to be a part of youth leadership in both corporate and governance. The questionnaire had been inclusive of asking personal traits of them to the actions. Jyoti Kukreja "Holacracy: The Next Generation Leadership in a VUCA World" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd28029.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/28029/holacracy-the-next-generation-leadership-in-a-vuca-world/jyoti-kukreja
For many years, organizations that have been recognized as best places to work have received that recognition because they have cultures that create the conditions for people to thrive personally and professionally. Cultures in organizations that are good places to work develop environments in which people work together in support of the mission and vision.
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
Creative and innovative leadership visioning for organizational efficiencyTANKO AHMED fwc
Smart visionary leadership is able to synthesize different styles in response to organizational exigencies for efficiency. Creativity and innovation are twin drivers for leadership visioning focused on organizational efficiency. This paper discusses strategy making process for organizational efficiency and its adaption in the real world. An appended simulation exercise tasks application of lessons learnt on two leading process-centric agencies in Nigeria.
Training Slides of Reinventing Creative & Innovative Leadership discussing the importance of Leadership.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
If people are given the right tools and the right environment, will hey spontaneously collaborate and share knowledge? Why do some people find it difficult to share and collaborate? Would incentives and rewards make a difference? These and similar issues are explored in this presentation given at the recent Knowledge and Innovation Network (KIN) Summer Workshop.
Day 3- Thursday 19 March 2015: Preparing for our Individual Challenge
Learning & Development Track: DNA of the Leader of the Future – What Competencies Do We Look For, How Do We Assess These and How Do We Develop Them? Presented by Lisa Ashton, Managing Director, BIOSS.
#astdza2015
Adapting to complexity - critical practices for human networksCatherine Shinners
Workshop given by Catherine Shinners & Harold Jarche at KM World 2018 on building skills and practices for learning and career resilience with networks, communities of practice and networked teams.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Magnum opus for Blessing White & HR Anexi HR Anexi
BlessingWhite Global Consulting has created a Leadership Magnum Opus over the last 4 decades. HR Anexi, a BlessingWhite partner, presents to you The Leadership Catalogue along with the open program ‘Training Calendar’ for the year 2013. This is your special opportunity to create your very own Magnum Opus!
All details are present in the catalogue. Kindly get in touch with the mentioned contact for further details.
This presentation describes the programme in more details. This is a part-time Master degree program for senior managers. This is an international program delivered by a consortium of schools based in China, Brazil, India,
UK, Canada.
By Judith H. Katz and Frederick A. MillerFar from incr.docxRAHUL126667
By Judith H. Katz and
Frederick A. Miller
“Far from incremental change in leadership approaches, the new marketplace requires an entirely new
paradigm: nothing less than admitting that the concept of the all-knowing, all- powerful leader is obsolete
and that our entire image of leadership itself must change. While some teams and organizations have
made this shift, many have not—at a great cost to both the organizations and their people.”
Leaders Getting Different
Collaboration, the New Inclusive Workplace, and OD’s Role
There is a leadership change in the air;
an urgency, not only for organizations to
be different, but for “titled” leaders to be
different: to join people, to connect work
to the organization’s purpose, to inspire, to
move away from silos and toward a flow of
ideas and information across the work-
place, to create a sense of safety so that peo-
ple can bring their best selves to work—all
to foster an inclusive workplace in which
collaboration can flourish. This urgency
stems from a variety of trends. Consumers
are demanding more. Markets are moving
faster and growing more complex. Millen-
nials are demanding a new workplace.
This means that the “adapt or fail”
tipping point for organizations, long
rumored, is here with a vengeance
(Devereaux, 2004; Laloux, 2014; Stack,
2014). Far from incremental change in
leadership approaches, the new market-
place requires an entirely new paradigm:
nothing less than admitting that the
concept of the all-knowing, all- powerful
leader is obsolete and that our entire image
of leadership itself must change. While
some teams and organizations have made
this shift, many have not—at a great cost
to both the organizations and their people.
This article examines the convergence of
trends, describes several keys to the new
leadership paradigm, and explores the
role that OD practitioners need to play in
supporting leadership for a collaborative,
inclusive workplace.
A Convergence of Trends
Many elements of the traditional organi-
zation and leadership model have come
under scrutiny in recent years:
» Leaders know best (or leaders as
all-knowing).
» Leaders as “super doers” who were
promoted from individual contributor
roles to managerial ranks, not because
of their skill with people but because of
their technical ability.
» Leaders as “fixers” who provide answers
and solutions to every problem under
their purview.
» Leaders seeing it as their role to accept
the status quo and not challenge the
opinions or ideas of their leaders.
» People of the organization seen as
hands and feet: filling specific roles in
the organization, required to “just do
their job” and “do as they are told.”
This model has been giving way to a
greater emphasis on collaboration—and
an inclusive workplace as the ideal envi-
ronment for fostering that collaboration
(Baker, 2014). We have now reached
the point where the inclusive workplace
is a must for organ ...
Driving Workplace Performance Through High-Quality Conversations. What leader...Meghan Daily
Conversations are the lifeblood of leadership. When leaders are adept at conversations they do much more than communicate effectively—they drive stronger business results.
This report:
Defines the Interaction EssentialsSM and show how leaders build relationship capital through their use.
Draws on real assessment analytics across thousands of leaders to deliver a report card on how leaders are doing when it comes building relationship capital.
Provides recommendations on what leaders can do to build the value of their relationship capital.
This white paper examines the knowledge, skills and abilities business leaders must have to ensure the continued success of their organizations in today’s competitive global marketplace. It will introduce HR and talent management professionals to a four-step process taught at UNC Kenan-Flagler Business School to improve leadership skills and to create a leadership culture within organizations.
Open Platforms & Data Smarts: How We Can Do Good BetterKristin Wolff
Panel Presentation to the National Association of Workforce Boards 2016 Annual Forum, Washington, DC. Panelists: Jenna Leventoff (WDQC), Greg Weeks (WA, EDRC), Vinz Koller and Kristin Wolff (SPR).
Share Information, Change the World: Big Data, Small Apps, Smart Dashboards &...Kristin Wolff
Aimed at a workforce development, education, economic development audience, this presentation was shared at the National Association of Workforce Boards (NAWB) Annual Forum in March 2015.
HUD Sustainable Communities Learning Network Jobs Convening Participant Packe...Kristin Wolff
This is the packet (including agenda and resources) provided to participants in the HUD Sustainable Communities Learning Network Convening in Oakland, CA, October 2014. The convening was organized by NDRC, SPRA, and Strategic Economics.
Baltimore and Bay Area Sustainability Plans (HUD #SCLNjobs Convening, Oakland)Kristin Wolff
Baltimore (The Opportunity Collaborative) and the Bay Area (SPUR) have just completed sustainability plans required by the US Department of Housing and Urban Development Sustainable Communities Grants Program under which they were working. This presentation summarizes those plans.
HUD Sustainable Communities Learning Network Jobs Convening #SCLNjobsKristin Wolff
Slides from opening plenary, featuring Sandra Witt (@calendow), Virginia Hamilton (@USDOL), Martha Hernandez (@fundgoodjobs), and Jack Madana (@codeforamerica). Vinz Koller & Kristin Wolff (@social_policy) and Sujata Srivastava (Strategic Economics) served as hosts.
CWA #Youth2014 Social Media Session HandoutKristin Wolff
This is the handout from SPR's Social Media Session at #Youth2014. Hilariously, those "like" thumbs were not there in the original. Rather, they were just plane old bullets. Apparently, Slideshare thought better of that.
WEadership, Jobs & Sustainable DevelopmentKristin Wolff
Shared with HUD Sustainable Communities grantees at the December 2013 convening in Washington, DC. (Note: the first few slides supported a simulation exercise).
"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."
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
[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
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.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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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!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
1. THE FUTURE OF WORKFORCE LEADERSHIP:
WEADERSHIP
A Framework for Workforce Leaders, Policy Makers,
Funders, Practitioners, and Aspiring Innovators
Kristin Wolff & Vinz Koller
2. ABOUT THIS GUIDE
This document was written by Kristin Wolff (Project Manager) and Vinz Koller
(Project Director) of Social Policy Research Associates, under contract with
the US Department of Labor.
The Weadership Framework was developed as part of the Enhancing Work-
force Leadership Initiative under project DOLQ101A21449. The initiative was
designed to explore the meaning and practice of leadership in workforce
development, identify the skills and behaviors that help leaders succeed, and
inform the development of tools, resources, and opportunities intended to
build next-generation leadership capacity within the workforce system.
The views expressed are those of the authors and should not be attributed to
the US Department of Labor. Mention of trade names, commercial products,
or organizations does not imply endorsement of same by the US Government.
August 2011
Enhancingworkforceleadership.workforce3one.org
1 The Future of Workforce Leadership: WEADERSHIP
4. 2. BUILD DIVERSE
NETWORKS
Leaders collaborate with partners creatively,
using informal networks alongside traditional
boards or policy councils.
3. EMBRACE OPENNESS
1. ADOPT A WIDE-ANGLE
POINT OF VIEW
Leaders share the role of leadership with staff,
partners, and the public. They use social tech-
Leaders look for new ways to apply their re-
nologies to listen, inform, and collaborate.
sources and expertise. They focus on commu-
nity problems, not just workforce problems.
THE FUTURE OF WORKFORCE LEADERSHIP:
WEADERSHIP
6. CULTIVATE NEXT
GENERATION LEADERS 4. ENCOURAGE
Leaders build skills and share knowledge in
EXPERIMENTATION
in their communities. Leaders know workforce development needs
new ideas, and new ideas need testing.
5. ADD UNIQUE VALUE
can make a real difference in their communities.
Only those who add value remain relevant.
5. THE WEADERSHIP FRAMEWORK
This document serves as an introduction to the Weadership framework (opposite), and includes a
brief summary of its six practices and ways to build capacity in each of them. It is supported by
The Future of Workforce Leadership: Weadership, a guide that includes a narrative around the
Weadership Framework, an introduction to social innovation, a guide to social media, and a collec-
tion of tools, examples, and resources to help workforce leaders build their own leadership skills
and cultivate leaders in their organizations and communities. This guide will be available as a PDF
at the end of August 2011 at: http://bit.ly/qgjc1w
ONLINE RESOURCES
EnhancingWorkforceLeadership.workforce3one.org serves as a gateway to a myriad of project re-
sources—video, audio recordings, slidedecks, discussion summaries, toolkits, and social media. We
encourage readers interested in the subject of leadership to explore the vast collection of links, and
resources cited in published documents.
The Future of Workforce Leadership: WEADERSHIP 4
6. THE SIX PRACTICES
“What’s changed the most in my nearly 25 years of public
service is the complexity of the problems and the complexity
of the necessary solutions.”
Mayor Sam Adams, Portland Oregon
“You grow leaders by putting opportunities in front of them:
trying things, being courageous, being creative, failing, learning
from it, teaching others—voilà, leaders.”
Kris Stadelman, Executive Director, NOVA Workforce Board
5 The Future of Workforce Leadership: WEADERSHIP
7. Recession. LinkedIn. Returnships.1 Workforce development has changed in the past decade:
Agendas are bigger, longer-term, and more diverse.
-
sarily their traditional roles.
Resources (public, private, and philanthropic) are increasingly constrained, while the demand for
services and solutions continues to grow.
Technology is remaking the workplace and enabling whole new approaches to working and
learning at every level.
During this project, Social Policy Research Associates’ (SPR) project team spoke with dozens of
leaders to better understand what workforce leadership means today. We sought to identify the
ways effective leaders enhance their own abilities, build their organizations’ capacities, and cultivate
the next generation of workforce leaders.
What emerged is a new framework for describing leadership—what communities expect and what
Weadership.
1. Adopt a Wide-Angle Point of View
2. Build Diverse Networks
3. Embrace Openness
4. Encourage Experimentation
5. Add Unique Value
6. Cultivate Next Generation Leaders
These are not independent practices. Rather, they complement one another and point toward a
future in which workforce leadership is a role and not a title.
1
Returnships are internships for adults who have left the workforce for childbirth, family care, or other reasons and want to return to work, but need current
http://hereandnow.wbur.org/2011/07/20/returnships-home-mom
The Future of Workforce Leadership: WEADERSHIP 6
8. 1. ADOPT A WIDE-ANGLE POINT OF VIEW
Leaders look for new ways to enhance and apply their resources and expertise. As a result, they de-
problems. Jobs, skills, and wages anchor their varied policy agendas, which are often developed
in collaboration with economic development, education, or human service partners. Wide-angle
leaders surround themselves with resources that can help them learn and people who are similarly
motivated to improve their communities. They work with others to set big goals and achieve them.
THREE WAYS WORKFORCE LEADERS CAN DEVELOP A WIDE-ANGLE POINT OF VIEW:
1. Use qualitative and quantitative data, information, insights, and ideas from a wide range
of sources to identify and understand key problems—and the often wicked2 nature of
these problems.
2. Use “Theory of Change” or “Logic Model” frameworks3 to investigate the causes of critical
problems and align investments around shared strategies aimed at meaningful outcomes
and impacts.
3. Collaborate with a wide range of people and organizations in developing potential solutions to
problems—regardless of who owns the agenda.
2
Wicked problems are unstructured (no one cause), multidimensional (no one solution), and relentless (not easily solved). Horst Rittel developed and
presented this idea, eventually sharing it publically in Horst Rittel, Horst W.J and Webber, Melvin M. “Dilemmas in a General Theory of Planning.”
Policy Sciences 4, no. 2 (1973): 155-169.
3
While many version of these tools have evolved over time, Grantcraft’s “Mapping Change: Using a Theory of Change to Guide Planning and Evaluation,”
provides a brief, clear, and useful overview of when, why, and how to use them effectively.
http://www.grantcraft.org/index.cfm?fuseaction=Page.ViewPage&pageId=1542
7 The Future of Workforce Leadership: WEADERSHIP
9. “Expectations of workforce leaders are greater today as the
public’s understanding of education and economics has in-
creased. It’s a positive change. Our agendas are bigger, if not
always realistic.”
Paul, Executive Director, Workforce Board
The Future of Workforce Leadership: WEADERSHIP 8
10. 2. BUILD DIVERSE NETWORKS
Workforce leaders have long collaborated with each other across programs and agencies. But
as agendas become more complex, savvy leaders expand beyond traditional partnerships, leverag-
ing contributions through coalitions, collaboratives, and networks that span disciplinary and
geographic boundaries.
New partners bring innovative approaches to problem-solving—social innovation and entrepreneur-
ship, open data initiatives, crowdsourcing4, even competitions and games designed to promote
outcomes workforce leaders care about.
tools, and learn new skills.
Diverse networks extend the reach of leaders and their organizations, and improve leaders’ ability
to tap into needed resources—locally and globally. These networks can enable leaders to improve
changing conditions.
THREE WAYS WORKFORCE LEADERS CAN ENGAGE DIVERSE NETWORKS:
1.
2. Connect with champions of social innovation and Gov2.0 and other community innovators
the next, creative ventures are emerging in each domain and at every scale—from local to global.
3. Meet with community leaders whether or not there are obvious synergies or common interests.
Relationships create the opportunity for good things to happen even before leaders have any
idea what those good things are going to be.
4
If you are unfamiliar with the term “crowdsourcing,” here is a collection of videos that effectively explain, show, and demonstrate it, quickly. Jeff Howe.
Croudsourcing. July 28, 2008. http://www.youtube.com/watch?v=F0-UtNg3ots
workforce leaders can use this approach in their work.
9 The Future of Workforce Leadership: WEADERSHIP
11. “Diverse partners add the resources and expertise we do not
have and the reverse is also true. You need partnerships to
take on the hard issues. Knowing how to leverage them is an
important aspect of leadership.”
Christine, Executive Director, Workforce Board
The Future of Workforce Leadership: WEADERSHIP 10
12. 3. EMBRACE OPENNESS
Leaders doing big things understand that traditional hierarchical models of leadership are no longer
-
side of formal institutions. Leadership can now come from any corner of an organization or commu-
nity, not just the management tier.
For governments, policy makers, and public programs, large-scale social connectivity has
changed public expectations about how government should work. Workforce leaders adapt by
listening, sharing, and inviting broader participation in problem solving, both inside and outside of
their organizations.
Openness—sharing information widely and encouraging participation in problem solving at every
level, in and outside of organizations—is the heart of weadership.
FIVE WAYS WORKFORCE LEADERS CAN MOVE TOWARD OPENNESS:
1. Join an existing open data initiative (or start one). These efforts help leaders understand the
-
quences of each.
2. Engage a team in “listening” to online conversations about workforce development in your com-
munity using social media.
3. Participate in a crowdsourcing effort aimed at advancing a key policy objective—
4. Identify a successful local or regional initiative designed to achieve goals similar to those of
traditional workforce development programs, but not funded or supported by public workforce
resources, and explore the potential for collaboration.
5. Develop a social media strategy for an initiative, program, or department or for your organiza-
11 The Future of Workforce Leadership: WEADERSHIP
13. “For WIBs that are nonprofits in particular, there are differ-
ent kinds of opportunities, but most of them run first and
foremost on policy and procedure. They are great at cross-
agency collaboration, but there’s still a head-honcho, and it’s
still pretty formal. There’s a whole world of citizens and
neighbors to engage.”
Susan, Executive Director, Workforce Board
“If people believe their local government shares information
well, they also feel good about their town and its civic
institutions.” 5
5
Rainie, Lee and Purcell, Kristen. “How the Public Perceives Community Information Systems.” Pew Research Center’s Internet and American Life Project.
March 1, 2011. http://www.pewinternet.org/Reports/2011/08-Community-Information-Systems.aspx
The Future of Workforce Leadership: WEADERSHIP 12
14. 4. ENCOURAGE EXPERIMENTATION
For today’s workforce leaders, the speed and intensity of change in the workplace is among
communities. As change occurs, experimentation plays an important role in helping leaders
identify new policies, strategies, and service designs better suited to new demands.
Many factors hinder experimentation in workforce organizations: risk-averse cultures, resource
constraints, processes that do not lend themselves to change, and even pressures to meet
performance goals and follow proven strategies all work against experimentation. But risk can
help support experiments and create a desirable balance between tried-and-true methods and
innovative approaches.
Willingness to take risks also extends to small-scale “pilot projects” that are endemic to the
experiments that tackle a wider range of problems and align their training and development
practices with those of industry leaders.
THREE WAYS WORKFORCE LEADERS CAN EXPERIMENT EFFECTIVELY:
1. Dedicate staff time and resources to exploring, integrating, and testing new ideas. There
are many ways to structure and support experimentation, but dedicating resources is im-
portant because it signals a commitment to innovation.
2. Subject existing programs to close scrutiny to identify design or program changes
that promise to improve outcomes or increase impact. Make one change. Measure the
impact. Repeat.
3. Manage risk. Workforce leaders involve their board members, partners, and communities in
discussions about risk, including the risk of not trying new things.
13 The Future of Workforce Leadership: WEADERSHIP
15. “Everything we do starts as a pilot. If it’s successful, we
try to find ways to sustain it in partnership with our com-
munities, so that they become invested too.”
Michele, Executive Director, Workforce Board
“In the last three or four years, technology has changed ev-
erything. Every industry and every job is affected, so workers
(ourselves included) have to think about not just what we’re
doing now, but what we’ll be doing in five years.”
Robin, Deputy Director, Workforce Agency
The Future of Workforce Leadership: WEADERSHIP 14
16. 5. ADD UNIQUE VALUE
Workforce leaders share a commitment to doing work that really matters: maximizing
existing investments, supporting broader community change efforts, and championing
important causes.
Effective leaders understand their strengths, and those of their organizations, as well as
their communities.
They seek new ways to measure their performance because they know that only those who
add value remain relevant.
FOUR WAYS WORKFORCE LEADERS CAN ADD VALUE:
1. Identify ways your organization can uniquely contribute to your community’s most impor-
partner organizations or modeling the changes you’d like to see.
2. Relentlessly (and honestly) assess individual and organizational strengths, relative to other
leaders and partner organizations. Craft policies, strategies, and roles that make effective
use of those strengths.
3. Share credit for accomplishments. Whether within or among organizations, sharing credit
builds trust, encourages collaboration, and reduces the risks associated with tackling dif-
4. Measure what matters, even if funders don’t require it, and share accomplishments and les-
sons widely with both funders and the general public.
15 The Future of Workforce Leadership: WEADERSHIP
17. “We are not relevant if we don’t add value to the community.”
Kris, Executive Director, Workforce Board
“Establish shard goals and metrics that go beyond programs.
This can help embed and scale broader change.”
Sam, Vice President, Membership Organization
“Leaders do real things. Last year we put 15,000 young people
to work. The need is 70,000, but now everyone knows it and
a partnership is taking root.”
Robert, Program Manager, Community Development Agency
The Future of Workforce Leadership: WEADERSHIP 16
18. 6. CULTIVATE NEXT GENERATION LEADERS
The average age of workers (and senior leaders) in workforce development is rising. Current
leaders are concerned about who will replace them.
Leaders understand that the next generation will reinvent what it is to be a workforce leader—
experience in ways that support this transition.
This generational change represents an important opportunity to cultivate community leaders
who have the skills, networks, and practices to succeed in a world that values weadership,
while at the same time deepening knowledge about the history and practice of workforce de-
velopment in the
THREE WAYS WORKFORCE LEADERS CAN CULTIVATE NEXT GENERATION LEADERS:
1. Design high-quality immersive learning opportunities that connect workforce professionals
across generations into meetings and conferences.
2. Continue to experiment with approaches that show promise in growing and retaining
emerging leaders, such as academies and institutes.
3. Adopt cutting-edge recruiting, management and development practices within workforce
organizations and agencies, iteratively, and in manageable ways.
17 The Future of Workforce Leadership: WEADERSHIP
19. “We need to be serious about investing in future leaders.
Make a real commitment – whether it’s a training institute or
providing opportunities for growth…And it’s okay if they don’t
stay in workforce development. They’ll make a contribution
somewhere, and it will help all of us.”
Carol, Executive Director, Regional Commission
“One of our biggest concerns has to do with the number of
people reaching retirement age …how do we institutionalize
the knowledge and skills they have?”
Roy, State Program Director
The Future of Workforce Leadership: WEADERSHIP 18
20. SELECT PROJECT RESOURCES
1 Workforce Leadership Framework (this document)
1 Workforce Leadership Guide (comprehensive guide)
2 Leadership Simulations: one organized around community;
and another organized around industry.
5 Leaders on Workforce Leadership (Video)
12 Leadership Highlights from a series of group conversations
with workforce leaders from across the country working in many
different capacities.
12 Leadership Perspectives shared by 12 individual leaders
(nominated by their peers) during 12 conversations.
32 Leadership Resources used by workforce leaders to build their
own leadership skills and cultivate other leaders in their organiza-
tions or communities.
The Future of Workforce Leadership: WEADERSHIP
A Framework for Workforce Leaders, Policy Makers, Funders,
Practitioners, and Aspiring Innovators (this document)
http://bit.ly/oNLjWs
A Guide for Workforce Leaders, Policy Makers, Funders, Practitio-
ners, and Aspiring Innovators (the comprehensive guide in PDF):
http://bit.ly/qgjc1w
19 The Future of Workforce Leadership: WEADERSHIP
21. ABOUT THE SYMBOLS (OPPOSITE)
Those are QR codes—special two-dimensional bar codes that can be read by most camera cell
them in all kinds of creative ways for as many purposes. The US Department of State, for example,
uses them to provide the public with summaries of world events and share the Secretary’s travel
schedule and public remarks.
The codes above are linked to the resources named, which are on the EnhancingWorkforceLeader-
ship.org website.
To use the codes, you will need a QR reader (application). There are many free readers available
for download quickly and easily through the application exchange for your mobile device: Android
Marketplace for Android users; The App Store for iPhone users; and Blackberry App World for
Blackberry users. Once the application is enabled, just scan the barcode to access the data behind
it, including the urls above.
The Future of Workforce Leadership: WEADERSHIP 20
22. ACKNOWLEDGEMENTS
The authors (Kristin Wolff and Vinz Koller) would like to acknowledge the intergovernmental orga-
nizations and other contributors listed below for their assistance, insight, and for the work they do
every day to enhance workforce leadership at all levels:
National Association of Counties
National Association of State Legislatures
National Association of State Workforce Agencies
National Association of Workforce Boards
National League of Cities
US Conference of Mayors
California Workforce Association
519 Individual Workforce Leaders Contributors (to date)7
We would also like to thank Gina Wells, Kathy Tran, and Aparna Darisipudi of the US Department of
Labor Employment and Training Administration for their invaluable guidance and support throughout
the project.
The Enhancing Workforce Leadership Project Team inlcuded: Vinz Koller, Kristin Wolff, Alison Gash,
Ricki Kozumplik, Trace Elms, Sam McCoy, Michelle Saar, Annie Nyborg and Miloney Thakrar.
7
A Google map detailing the locations and roles of project contributors is here: http://bit.ly/rnhtF9
21 The Future of Workforce Leadership: WEADERSHIP