Agile leadership to address the challenges of the VUCA worldChristian Mies
Project Management today has to deal with increasing complexity and various challenges. Many of the issues we see result from the often chaotic environment of these projects. This environment can best be characterized by the term VUCA. The principle of self-organization provides one approach to reduce the complexity to a level we can manage. Adequate leadership methodologies are a key driver for this change.
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
http://minimba.co.za
In these slides we share information on Visionary Leadership and how it relates to business management. Who is your favorite visionary leader and why does he inspire you?
Agile leadership to address the challenges of the VUCA worldChristian Mies
Project Management today has to deal with increasing complexity and various challenges. Many of the issues we see result from the often chaotic environment of these projects. This environment can best be characterized by the term VUCA. The principle of self-organization provides one approach to reduce the complexity to a level we can manage. Adequate leadership methodologies are a key driver for this change.
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
http://minimba.co.za
In these slides we share information on Visionary Leadership and how it relates to business management. Who is your favorite visionary leader and why does he inspire you?
Most people believe personality traits are fixed characteristics that are present at birth and persist throughout an individual’s lifetime. Recent research, however, indicates these “fixed” traits are simply the symptoms of a person’s belief system. These beliefs can be so strong, in fact, that they positively or negatively influence every aspect of an individual’s life: sports, business, relationships, parenting, teaching, and coaching.
According to Carol S. Dweck, one of the world’s leading researchers in the field of motivation, there are two main belief systems, or mindsets, that people can possess. These mindsets strongly influence the way individuals respond to success and failure, and in Mindset, Dweck uses research, examples of well-known business and sports leaders, and specific scenarios to demonstrate how changing one’s mindset can profoundly affect the outcome of almost every situation. Dweck also explains how understanding the basics of mindsets can help in accepting and understanding relationships and the people who comprise them
2017 Convene Canada AHP conference presentation on leadership. Some say that leaders make or break organizations and I say, having an organizational leader with a growth mindset is absolutely key to thriving in today's competitive environment.
AS DIFFICULT as it is to build a cohesive team, it is not
complicated. In fact, keeping it simple is critical,
whether you run the executive staff at a multinational
company, a small department within a
larger organization, or even if you are merely a
member of a team that needs improvement. In that
spirit, this section is designed to provide a clear,
concise, and practical guide to using the Five Dysfunctions
Model to improve your team. Credits: Patrick Lencioni
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
"Leaders Eat Last: Why Some Teams Come Together and Others Don't" by Simon SinekFractl
19 of our favorite leadership and marketing quotes from Simon Sinek's keynote presentation at Inbound 2014.Get 288 more takeaways from Rand Fishkin, Chris Brogan, and more in our free eBook at http://research.frac.tl/inbound-2014-takeaways.
Teams that promote and foster a growth mindset tend to be more collaborative, empowered, and committed--all factors we need in an effective organization. But how do difficult times impact people’s ability to stay positive and maintain a growth mindset? In this session, we'll review Dr. Carol Dweck's research on mindset, translate how a growth mindset can help build a more effective team, and provide real-world examples of how mindset can help you not only survive, but thrive in spite of our current environment.
Emotional Intelligence and Resilience are key skills for any leader to succeed. Resilient leaders anticipate risks and ready for change.
NCPMI April Meeting, Dr. Betsy Smith, PhD. spoke about how to be resilient and shared some of the EI Leadership competencies and tips to become a successful project manager.
This Presentation is based on the Article of Daniel Goleman titled as "What makes a leader?" The basic crux and its components are presented in very few slides with clear learning objective.
Most people believe personality traits are fixed characteristics that are present at birth and persist throughout an individual’s lifetime. Recent research, however, indicates these “fixed” traits are simply the symptoms of a person’s belief system. These beliefs can be so strong, in fact, that they positively or negatively influence every aspect of an individual’s life: sports, business, relationships, parenting, teaching, and coaching.
According to Carol S. Dweck, one of the world’s leading researchers in the field of motivation, there are two main belief systems, or mindsets, that people can possess. These mindsets strongly influence the way individuals respond to success and failure, and in Mindset, Dweck uses research, examples of well-known business and sports leaders, and specific scenarios to demonstrate how changing one’s mindset can profoundly affect the outcome of almost every situation. Dweck also explains how understanding the basics of mindsets can help in accepting and understanding relationships and the people who comprise them
2017 Convene Canada AHP conference presentation on leadership. Some say that leaders make or break organizations and I say, having an organizational leader with a growth mindset is absolutely key to thriving in today's competitive environment.
AS DIFFICULT as it is to build a cohesive team, it is not
complicated. In fact, keeping it simple is critical,
whether you run the executive staff at a multinational
company, a small department within a
larger organization, or even if you are merely a
member of a team that needs improvement. In that
spirit, this section is designed to provide a clear,
concise, and practical guide to using the Five Dysfunctions
Model to improve your team. Credits: Patrick Lencioni
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
"Leaders Eat Last: Why Some Teams Come Together and Others Don't" by Simon SinekFractl
19 of our favorite leadership and marketing quotes from Simon Sinek's keynote presentation at Inbound 2014.Get 288 more takeaways from Rand Fishkin, Chris Brogan, and more in our free eBook at http://research.frac.tl/inbound-2014-takeaways.
Teams that promote and foster a growth mindset tend to be more collaborative, empowered, and committed--all factors we need in an effective organization. But how do difficult times impact people’s ability to stay positive and maintain a growth mindset? In this session, we'll review Dr. Carol Dweck's research on mindset, translate how a growth mindset can help build a more effective team, and provide real-world examples of how mindset can help you not only survive, but thrive in spite of our current environment.
Emotional Intelligence and Resilience are key skills for any leader to succeed. Resilient leaders anticipate risks and ready for change.
NCPMI April Meeting, Dr. Betsy Smith, PhD. spoke about how to be resilient and shared some of the EI Leadership competencies and tips to become a successful project manager.
This Presentation is based on the Article of Daniel Goleman titled as "What makes a leader?" The basic crux and its components are presented in very few slides with clear learning objective.
OSL takes pride in the competence, professionalism and quality of our people. We currently employ more than 100 highly capable individuals, across a full spectrum of disciplines and experience, ranging from Project Directors, Principal Engineers and Testers in Charge with 20+ years of rail experience through to assistant designers, IRSE Module 5 testers and technical support staff.
Change Management - Stop Talking About What You Do And Start Talking About Wh...Tim Creasey
Prosci change management webinar - "stop talking about what you do and start talking about what you deliver." Delivering live twice this week - Sept 3 at 11AM EDT and Sept 4 at 4PM EDT. Register to join us: http://www.change-management.com/webinars.htm
http://www.linkedin.com/in/timcreasey/
@timcreasey
10 metrics to measure the effectiveness of Human Resource functionDr Wilfred Monteiro
Is human resource function a plethora of initiatives; & good intents to increase productivity; employee engagement and talent retention ... WHAT IS THE BOTTOM LINE OF HR function
Design and Build Your Foundation for SuccessJeff Ruby
Today’s businesses don’t need bosses – they need leaders.
Company success doesn’t come from telling people what to do. True sustainable success is created from within, and to get there you need to transform your company culture. Sales and Leadership Trainer and Coach Jeff Ruby has a process that works.
The RedRock Leadership method shows business leaders-- from small businesses to Fortune 500 companies-- how to double, triple, and even quadruple bottom-line results. The key factor in creating that growth? Emotional intelligence – but not just in one person.
What makes an effective executive?
The measure of the executive, Peter F. Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.
Drucker identifies five practices essential to business effectiveness that can, and must, be learned: Managing time Choosing what to contribute to the organization Knowing where and how to mobilize strength for best effect Setting the right priorities Knitting all of them together with effective decision-making
Ranging widely through the annals of business and government, Peter F. Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations.
Strategy Execution Leadership Framework is a easy-to-use canvas and tool to allow you to formulate your own 'winning' strategy, align your activities to the strategy and commit your entire organization to the successful execution of your new strategy. The presentation provides you with a canvas to allow to identify and prioritize activities to implement your strategy taking into consideration your current situation, available (in)tangible assets and lacking assets.
Peter Druckers' book, 'The Effective Executive' is a classic and insightful read. Learn what Drucker believes to be the 5 fundamental competencies of an effective leader.
Leading Organizations – Bigger Challenges
The organization chart may be useful in determining who to call when you are going to be late for work, but job responsibilities change far more rapidly than organization charts. Matrix organizations create another layer of complexity. Communication is one of the top reasons that teams do not achieve their goals, and the communication links between important stakeholders may not even be shown on a traditional org chart, as is the case with suppliers, alliance partners, and customers. As a result, leaders may find themselves responsible for teams of people who do not report to them. A directive approach in these circumstances works even less well than it does with subordinates where there is a reporting relationship. Leading effectively in these circumstances requires a disciplined framework for generating results predictably and repeatedly. Technology and process excellence will only get you so far. Ultimately it is the people who make an organization successful, and successful organizational leaders must master the three “P”s – Product subject matter knowledge, Process excellence, and influential People skills. Identifying roles and responsibilities separate from position or title is a start. Creating a mutually beneficial purpose, compelling vision, clear mission and shared values that bring the various stakeholders together to collaborate in achieving the goals is essential. What gets measured is what gets done. Progress toward success must be monitored and measured, then shared with all relevant stakeholders. The five one-page tools presented in this module can make all of this manageable without unnecessary bureaucracy.
Making the Product Strategy Effective by Spotify Sr PMProduct School
Main Takeaways:
-Defining scalable and efficient products
-Developing a culture with a strong ownership
-Creating the buy in among stakeholders and developing a roadmap that addresses the long term value.
How to recruit an it project manager it-toolkitsIT-Toolkits.org
Many job roles have claimed the title ‘project manager’, but in reality, are a far cry from the traditional role with overall responsibility for the planning and execution of a project. So how can you be sure you are recruiting the right person?
Focus, Focus, Focus - The one thing that makes a differenceStephan Schmidt
Focus is the difference between me-too and success. Many companies have lost focus. But how to focus? The focus pyramid of personal, organizational and strategic focus startups and enterprise can regain lost focus and beat the competition.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
1. WHAT MAKES AN EFFECTIVE EXECUTIVE?
FROM HBR REVIEW OF JUNE 2004
PETER DRUCKER
From Peter
Drucker in
Harvard
Business Review
VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE
EXECUTIVE? - FROM PETER
DRUCKER IN HBR JUNE 2004
1
2. HOW TO BE AN EFFECTIVE EXECUTIVE ?
An effective executive need not be a leader in
the sense that is used most commonly now
To be an effective executive, here are the eight
practices which need to be followed says Peter
Drucker
VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
2
3. VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
3
Effective executives ask:
“What needs to be done?”
4. WHAT HAPPENS IF YOU FAIL TO ASK
Failure to ask this question may render even the
ablest executive ineffectual
Prioritize and focus on one task, at worst two
Evaluate periodically – What needs to be done
now?
VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
4
5. VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
5
Effective executives ask:
“What is right for the enterprise?”
6. BE FORTHRIGHT
Keep organizations need in the front
Don’t agonize over what’s best for the owner or
the boss, or employee or stakeholders
Decisions that are right for the enterprise are the
best for all stakeholders
VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
6
7. VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
7
Effective executives then develop action plans
8. CONVERT YOUR KNOWLEDGE INTO ACTION
Ask – What contributions should the enterprise
expect from me over the next 18 months?
Devise strategies that specify desired results
The action plan has to become the basis for time
management
Do not accept non-performance and under-
achievement
VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
8
9. VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
9
Effective executives take responsibility for
decisions
10. WHEN CAN IT BE SAID:
‘A DECISION HAS BEEN TAKEN?’
When person has been named who is
accountable for carrying it out
When people know the deadline
When people know who will be affected by the
decision
VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
10
11. VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
11
Effective executives take responsibility for
communicating
12. COMMUNICATION IS IMPORTANT FOR EXECUTION
Get input form superiors, subordinates and peers
on your action plans
Make sure that both action plans and their
information are understood by all
Let each person know what information they will
need to get the job done
VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
12
13. VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
13
Effective executives are focused on
opportunities rather than problems
14. MAKE THE MOST OF OPPORTUNITIES
Make sure problems do not overwhelm
opportunities
Use change as an opportunity rather than a
threat
VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
14
15. VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
15
Effective executives run productive meetings
16. ARTICULATE THE PURPOSE OF THE MEETING
Make sure meetings are work sessions rather
than bull sessions
Stick to the format - Requires self-discipline
Terminate the meeting as soon as its specific
purpose has been accomplished
VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
16
17. VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
17
Effective executives think and say
“We” rather than “I”
18. THINK AND SAY ‘WE’
Don’t think or say ‘I’ – think and say ‘we’
Put the organizations needs and opportunities
before your personal agenda
Remember – You have authority because of the
organization’s trust in you
VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
18
19. WHY EIGHT?
The first two practices give them the knowledge
they need
The next four convert this knowledge into
effective action
The last two ensure the whole organization feels
responsible and accountable
VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM
PETER DRUCKER IN HBR JUNE 2004
19
20. THANK YOU
From Peter
Drucker in
Harvard
Business Review
VIVEK HATTANGADI
WHAT MAKES AN EFFECTIVE
EXECUTIVE? - FROM PETER
DRUCKER IN HBR JUNE 2004
20
vivekhattangadi@theenablers.org
www.theenablers.org
