The document discusses leadership lessons that can be learned from honeybees and advocates for more sustainability-minded leadership. It notes that corporate realities often focus too much on short-term goals, lack accountability, and prioritize profits and shareholder value over other stakeholders like employees. The document proposes more circular models of organizations and human resource management inspired by honeybees, with a longer-term focus on sustainability, diversity, and human values.
This document summarizes a presentation given by William G. Russell on sustainable pathways for profitable companies. The presentation covered short-term planning for fragile but profitable companies, including quantifying sustainability risks and opportunities financially. It also covered longer-term planning for resilient companies, including trends in sustainability reporting, materiality analysis, and new business models focused on resilience in the face of climate change. The presentation argued that companies must embrace sustainability to remain competitive over the long run.
Stringing Lessons from leading change in personal life and in business. Identifying the unique characteristics to make you the right person to lead that CHANGE
This document contains a list of over 150 potential changes that clubs may anticipate in the next 24 months. These changes range from operational changes like new facilities, programs, sites or leadership to broader outcomes like more kids served, higher graduation rates, positive community impact, and youth achieving success. The list was likely collected to help clubs strategize and plan for various types of changes they may encounter.
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
Greenwich Leadership Partners presentation from TABS Annual Conference 2014 on human capital management strategies for schools.
Learn more: www.greenwichleadershippartners.com
Connected webinars, rise at gates foundation & vertical developmentCharles Palus
THE CONNECTED WEBINAR SERIES 2017-2018
http://cop.ccl.org/connected/connect/webinar-archive/
Vertical Development Ideas into Action: The RISE Approach to Leadership Development at the Bill & Melinda Gates Foundation. Kara Laverde (Deputy Director, People & Organization Potential, The Bill & Melinda Gates Foundation) talks about how they use the framework of vertical leadership development as both “spotlight” and “scaffold” in developing their people and promoting positive culture change. View the Gates Foundation white paper, Lead Your Culture or Your Culture Will Lead You. www.ccl.org/wp-content/uploads/2016/02/Gates-Ftdn.pdf
Greenwich Leadership Partners and Williston Northampton School presentation from NAIS Annual Conference 2015 on Strategy, Faculty Voice, and the Hard Work of Implementation.
The document discusses the need for organizations and individuals to adapt to constant disruption and change. Some key points:
- To adapt, one must embrace disruption, improve leadership skills, think with an "ecosystem mindset", exchange ideas quickly, and adapt.
- If organizations don't change how they approach customers' needs, they will become irrelevant.
- The future of work involves more networked, collaborative environments like co-working spaces, with AI replacing some traditional jobs.
- Individuals now have more control over their learning and work, which occurs across networks rather than traditional structures. Leadership requires facilitating this kind of ecosystem.
This document summarizes a presentation given by William G. Russell on sustainable pathways for profitable companies. The presentation covered short-term planning for fragile but profitable companies, including quantifying sustainability risks and opportunities financially. It also covered longer-term planning for resilient companies, including trends in sustainability reporting, materiality analysis, and new business models focused on resilience in the face of climate change. The presentation argued that companies must embrace sustainability to remain competitive over the long run.
Stringing Lessons from leading change in personal life and in business. Identifying the unique characteristics to make you the right person to lead that CHANGE
This document contains a list of over 150 potential changes that clubs may anticipate in the next 24 months. These changes range from operational changes like new facilities, programs, sites or leadership to broader outcomes like more kids served, higher graduation rates, positive community impact, and youth achieving success. The list was likely collected to help clubs strategize and plan for various types of changes they may encounter.
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
Greenwich Leadership Partners presentation from TABS Annual Conference 2014 on human capital management strategies for schools.
Learn more: www.greenwichleadershippartners.com
Connected webinars, rise at gates foundation & vertical developmentCharles Palus
THE CONNECTED WEBINAR SERIES 2017-2018
http://cop.ccl.org/connected/connect/webinar-archive/
Vertical Development Ideas into Action: The RISE Approach to Leadership Development at the Bill & Melinda Gates Foundation. Kara Laverde (Deputy Director, People & Organization Potential, The Bill & Melinda Gates Foundation) talks about how they use the framework of vertical leadership development as both “spotlight” and “scaffold” in developing their people and promoting positive culture change. View the Gates Foundation white paper, Lead Your Culture or Your Culture Will Lead You. www.ccl.org/wp-content/uploads/2016/02/Gates-Ftdn.pdf
Greenwich Leadership Partners and Williston Northampton School presentation from NAIS Annual Conference 2015 on Strategy, Faculty Voice, and the Hard Work of Implementation.
The document discusses the need for organizations and individuals to adapt to constant disruption and change. Some key points:
- To adapt, one must embrace disruption, improve leadership skills, think with an "ecosystem mindset", exchange ideas quickly, and adapt.
- If organizations don't change how they approach customers' needs, they will become irrelevant.
- The future of work involves more networked, collaborative environments like co-working spaces, with AI replacing some traditional jobs.
- Individuals now have more control over their learning and work, which occurs across networks rather than traditional structures. Leadership requires facilitating this kind of ecosystem.
In this webinar, Lynn Fick-Cooper, Managing Director of Societal Advancement at the Center for Creative Leadership, will share the 5 critical leadership strategies CCL has learned from their vast experience developing the leadership capacity of nonprofit leaders and collaborative groups. During this webinar, Lynn will also take us through a deeper exploration of the first of those 5 strategies, Moving Beyond the Heroic Model of Leadership, by explaining and helping us all apply CCL’s Direction-Alignment-Commitment (DAC) leadership framework.
Webinar Presentation: Why Community Leadership MattersRECODE
Wednesday July 6 at 12:00pm
What is leadership, and why does it matter to communities, societies and nations?
Webinar with Mount Royal University's James Stauch and Lesley Cornelisse to discuss their recently released report Strengthening Community Leadership Learning: Results of a Canada-wide research project on leadership learning for social change. James and Lesley discuss their research into Canadian leadership development programs as they relate to community development, social innovation, environmental systems, and social change.
More info: re-code.ca/en/whats_happening/159
The document discusses fostering a culture of collective impact. It begins with an agenda for a meeting on collective impact which includes introductions, why pursue collective impact, what collective impact is, examples in communities, backbone organizations, and creating a plan. It then defines collective impact as a commitment by actors from different sectors to a common agenda for solving a social problem. The five conditions for collective impact are also outlined.
In this pitch, I talk about my path as a social entrepreneur and what I see as the key factors for succeeding as a social entrepreneur, or as a social enterprise
Here are a few ideas for how we could work on this research agenda together:
- Divide up the literature to review - different team members could each take responsibility for synthesizing a few key areas like team effectiveness, collaboration, family systems, etc.
- Set up working sessions to come together periodically to share our findings, discuss connections to DAC, and identify gaps/new areas to explore
- Conduct interviews or focus groups with leaders in different contexts to learn what relational practices they use to increase direction, alignment and commitment in their organizations
- Develop case studies that illustrate how relational leadership plays out in various settings not well represented in existing research
- Create a matrix or map linking relational practices to leadership outcomes
Seeing and assessing leadership culture Charles Palus
With Sarah Stawiski, Chuck Palus, & John McGuire
Join us for a conversation about seeing and assessing leadership culture. In the previous webinar we explored how leadership culture is key to change leadership. This week we take a closer look at leadership culture: What it is, how to see it, and how to engage and begin to transform it.
We define the basic terms, and share the background of theory and practice
We review and experience several practical tools for seeing, assessing, and transforming leadership culture
We look at case studies, with implications for your own context
What is the CONNECTED Community, and why is relational leadership important? Click here for resources http://cop.ccl.org/connected/
The document discusses the typical lifecycle stages of nonprofit organizations, including idea, start-up, growth, maturity, and decline. It describes common characteristics of programs, management, governance, resources, and systems at each stage. These include underdeveloped programs and systems in early stages, expanding programs and demand during growth, and established reputation and finances in maturity. The document also provides tools for nonprofits to assess what stage they are at and identifies challenges common to each phase.
Examining a global NGO’s collective capacity to leadCharles Palus
Examining a global NGO’s collective capacity to lead, featuring Patrick Sweet, Cindy McCauley, & Robert Burnside. 1) Identify groups whose shared work is central to the organization’s success. 2) Invite group members to complete the DAC survey about leadership outcomes in their group. 3) Compile and analyze responses from 920 individuals, and create focus groups for DAC best practices.
http://cop.ccl.org/connected/connect/webinar-archive/
We've all heard it's lonely at the top! The truth is that it is only as lonely as you let it be. This post and accompanying slides describes how leaders who know better make one decision that nets them community, support, accountability, and much more.
The Systematic Leadership Development Approach
Why Leadership? | MBA and Leadership | What means Leadership? | Learning to become a Leader | The Leadership Development Process | Leadership Development Instruments | Challenges
The document discusses current and future challenges in management development, including dealing with virtual teams, engaging employees, and cultural differences. It outlines key success factors for management development such as top management support, sharing knowledge, and aligning training with corporate strategy. The document then describes how to create a learning organization with features like systems thinking and team learning. Finally, it provides an overview of the Meshed solution for management development, which includes knowledge development sessions, skills training, case work, coaching, and an experienced team to facilitate the program.
The Community Leadership and Action Project (CLAP) is a 3-year project funded by Status of Women Canada that aims to build community capacity to address violence against women in culturally appropriate ways. It works with immigrant and refugee women leaders to develop community-based projects in their communities. Over 3 years, 7 women leaders received training, researched issues in their communities, and implemented projects to address violence against women through workshops and resources. CLAP takes a ground-up approach, is easily adaptable, and strengthens partnerships between communities and organizations.
Presentation delivered on June 26, 2015 at the INFINITY Science Center (http://www.visitinfinity.com/) by invitation of the Magnolia Business Alliance (http://www.magnolia-ba.biz/).
Change Leadership: Leveraging the Power of Leadership Culture featuring John ...Charles Palus
The webinar discussed relational leadership and change leadership. Relational leadership sees leadership as emerging from social relationships rather than individuals. Effective change leadership requires shifting collective leadership beliefs and practices to drive new directions. The webinar presented a framework that links leadership beliefs, practices, and culture to organizational outcomes. It also outlined a three-phase methodology for change leadership that focuses on aligning strategy, designing changes, and implementing changes through new beliefs and practices. The goal is to develop collaborative leadership capability for sustainable organizational change.
This document discusses managing work-life boundaries and balance. It provides an overview of a workshop on the topic, highlighting that work-life balance is important for both individuals and organizations. Rather than a single definition of balance, the document advocates thinking of achieving harmony between one's values, priorities, and allocation of work and non-work roles. It also identifies different behavioral styles for managing boundaries and provides strategies for setting boundaries and creating a supportive culture.
Leaders live in a time of unprecedented change and solutions aren’t always obvious. Volatility, uncertainty, complexity and ambiguity (VUCA) are lurking at every corner. To thrive in this complex world, leader’s need support in advancing their thinking capabilities. This session will provide practical frameworks and resources on how to develop VUCA skills in your leaders.
The document provides an agenda and overview for a leadership development program taking place over 5 days. Day 1, titled "Leading from the Middle", will include discussions on leading from middle management, bringing one's full self to leadership, feedback on leadership strengths and areas for development, personality factors that influence leadership approach, and building resilience. The agenda outlines topics and activities for the following 4 days which will focus on leading through collaboration, within a system, integrating leadership perspectives, and applying learning. Key models and frameworks covered include the six factors of leadership effectiveness and the DAC model of direction, alignment, and commitment.
Values-Driven Leadership In Practice with Joanna BarclayValuesCentre
2016 CTT International Conference:
Joanna Barclay shares with CEOs and Senior Managers the importance of a high-performance culture built on a growth mindset and individual happiness. The audience will understand the drivers for change, how to boost energy, and shift behaviours to support new strategic initiatives.
In this webinar, Lynn Fick-Cooper, Managing Director of Societal Advancement at the Center for Creative Leadership, will share the 5 critical leadership strategies CCL has learned from their vast experience developing the leadership capacity of nonprofit leaders and collaborative groups. During this webinar, Lynn will also take us through a deeper exploration of the first of those 5 strategies, Moving Beyond the Heroic Model of Leadership, by explaining and helping us all apply CCL’s Direction-Alignment-Commitment (DAC) leadership framework.
Webinar Presentation: Why Community Leadership MattersRECODE
Wednesday July 6 at 12:00pm
What is leadership, and why does it matter to communities, societies and nations?
Webinar with Mount Royal University's James Stauch and Lesley Cornelisse to discuss their recently released report Strengthening Community Leadership Learning: Results of a Canada-wide research project on leadership learning for social change. James and Lesley discuss their research into Canadian leadership development programs as they relate to community development, social innovation, environmental systems, and social change.
More info: re-code.ca/en/whats_happening/159
The document discusses fostering a culture of collective impact. It begins with an agenda for a meeting on collective impact which includes introductions, why pursue collective impact, what collective impact is, examples in communities, backbone organizations, and creating a plan. It then defines collective impact as a commitment by actors from different sectors to a common agenda for solving a social problem. The five conditions for collective impact are also outlined.
In this pitch, I talk about my path as a social entrepreneur and what I see as the key factors for succeeding as a social entrepreneur, or as a social enterprise
Here are a few ideas for how we could work on this research agenda together:
- Divide up the literature to review - different team members could each take responsibility for synthesizing a few key areas like team effectiveness, collaboration, family systems, etc.
- Set up working sessions to come together periodically to share our findings, discuss connections to DAC, and identify gaps/new areas to explore
- Conduct interviews or focus groups with leaders in different contexts to learn what relational practices they use to increase direction, alignment and commitment in their organizations
- Develop case studies that illustrate how relational leadership plays out in various settings not well represented in existing research
- Create a matrix or map linking relational practices to leadership outcomes
Seeing and assessing leadership culture Charles Palus
With Sarah Stawiski, Chuck Palus, & John McGuire
Join us for a conversation about seeing and assessing leadership culture. In the previous webinar we explored how leadership culture is key to change leadership. This week we take a closer look at leadership culture: What it is, how to see it, and how to engage and begin to transform it.
We define the basic terms, and share the background of theory and practice
We review and experience several practical tools for seeing, assessing, and transforming leadership culture
We look at case studies, with implications for your own context
What is the CONNECTED Community, and why is relational leadership important? Click here for resources http://cop.ccl.org/connected/
The document discusses the typical lifecycle stages of nonprofit organizations, including idea, start-up, growth, maturity, and decline. It describes common characteristics of programs, management, governance, resources, and systems at each stage. These include underdeveloped programs and systems in early stages, expanding programs and demand during growth, and established reputation and finances in maturity. The document also provides tools for nonprofits to assess what stage they are at and identifies challenges common to each phase.
Examining a global NGO’s collective capacity to leadCharles Palus
Examining a global NGO’s collective capacity to lead, featuring Patrick Sweet, Cindy McCauley, & Robert Burnside. 1) Identify groups whose shared work is central to the organization’s success. 2) Invite group members to complete the DAC survey about leadership outcomes in their group. 3) Compile and analyze responses from 920 individuals, and create focus groups for DAC best practices.
http://cop.ccl.org/connected/connect/webinar-archive/
We've all heard it's lonely at the top! The truth is that it is only as lonely as you let it be. This post and accompanying slides describes how leaders who know better make one decision that nets them community, support, accountability, and much more.
The Systematic Leadership Development Approach
Why Leadership? | MBA and Leadership | What means Leadership? | Learning to become a Leader | The Leadership Development Process | Leadership Development Instruments | Challenges
The document discusses current and future challenges in management development, including dealing with virtual teams, engaging employees, and cultural differences. It outlines key success factors for management development such as top management support, sharing knowledge, and aligning training with corporate strategy. The document then describes how to create a learning organization with features like systems thinking and team learning. Finally, it provides an overview of the Meshed solution for management development, which includes knowledge development sessions, skills training, case work, coaching, and an experienced team to facilitate the program.
The Community Leadership and Action Project (CLAP) is a 3-year project funded by Status of Women Canada that aims to build community capacity to address violence against women in culturally appropriate ways. It works with immigrant and refugee women leaders to develop community-based projects in their communities. Over 3 years, 7 women leaders received training, researched issues in their communities, and implemented projects to address violence against women through workshops and resources. CLAP takes a ground-up approach, is easily adaptable, and strengthens partnerships between communities and organizations.
Presentation delivered on June 26, 2015 at the INFINITY Science Center (http://www.visitinfinity.com/) by invitation of the Magnolia Business Alliance (http://www.magnolia-ba.biz/).
Change Leadership: Leveraging the Power of Leadership Culture featuring John ...Charles Palus
The webinar discussed relational leadership and change leadership. Relational leadership sees leadership as emerging from social relationships rather than individuals. Effective change leadership requires shifting collective leadership beliefs and practices to drive new directions. The webinar presented a framework that links leadership beliefs, practices, and culture to organizational outcomes. It also outlined a three-phase methodology for change leadership that focuses on aligning strategy, designing changes, and implementing changes through new beliefs and practices. The goal is to develop collaborative leadership capability for sustainable organizational change.
This document discusses managing work-life boundaries and balance. It provides an overview of a workshop on the topic, highlighting that work-life balance is important for both individuals and organizations. Rather than a single definition of balance, the document advocates thinking of achieving harmony between one's values, priorities, and allocation of work and non-work roles. It also identifies different behavioral styles for managing boundaries and provides strategies for setting boundaries and creating a supportive culture.
Leaders live in a time of unprecedented change and solutions aren’t always obvious. Volatility, uncertainty, complexity and ambiguity (VUCA) are lurking at every corner. To thrive in this complex world, leader’s need support in advancing their thinking capabilities. This session will provide practical frameworks and resources on how to develop VUCA skills in your leaders.
The document provides an agenda and overview for a leadership development program taking place over 5 days. Day 1, titled "Leading from the Middle", will include discussions on leading from middle management, bringing one's full self to leadership, feedback on leadership strengths and areas for development, personality factors that influence leadership approach, and building resilience. The agenda outlines topics and activities for the following 4 days which will focus on leading through collaboration, within a system, integrating leadership perspectives, and applying learning. Key models and frameworks covered include the six factors of leadership effectiveness and the DAC model of direction, alignment, and commitment.
Values-Driven Leadership In Practice with Joanna BarclayValuesCentre
2016 CTT International Conference:
Joanna Barclay shares with CEOs and Senior Managers the importance of a high-performance culture built on a growth mindset and individual happiness. The audience will understand the drivers for change, how to boost energy, and shift behaviours to support new strategic initiatives.
This document outlines the agenda for a leadership programme at the University of Edinburgh for CALA Group. The first day will cover topics such as leadership at the next level, the roles and responsibilities of strategic leaders, and a process for strategic change projects. It provides an overview of the university, including its accreditations and research rankings. It also lists the objectives of the programme for CALA Group, which are to prepare leaders for increased responsibilities, build a future-proof organization, manage change, and provide a forum for collective learning.
The Board of Directors Chairperson has a valuable leadership role top lay in high performance governance. Unfortunately, most chairs have had no training in the "role of the chair." Here are learning slides from a two day Credit Union Executives Seminar on the role of the chairperson for chairs and vice chairs.
This document provides an overview of a presentation on developing project leadership. It discusses leading projects in a volatile, uncertain, complex, and ambiguous (VUCA) world. It covers organizational culture, the eight areas ("lookings") a project leader must focus on, and moving from project management to project leadership. The presentation helps leaders rely on business skills, interpersonal skills, and organizational intelligence to lead successfully in challenging environments.
In this increasingly complex and uncertain world, companies must develop leaders who inspire and engage people to run a thriving business sustainably. This interactive session will provide OD and HR professionals, whether internal practitioners or external OD consultants, with a better understanding of the imperative for leaders to mainstream sustainability into their enterprises.
20210113 Lean in Government Harrisburg Conf Using Kanban and the Theory of Ch...Craeg Strong
This is an experience report describing how we used Kanban plus the Theory of Change to begin a transformation of a NYC social services agency away from traditional ways of doing business and towards a more adaptable, responsive, and outcomes-driven approach and ultimately a better steward of taxpayer monies.
Like many health and human services-based agencies, this mayoral agency was originally focused on procurements, contracts with third party providers, and standardized quarterly reporting to run its operations.
The commissioner challenged his agency to become more directly client-facing, data-driven, and oriented on outcomes. The agency leveraged the Theory of Change (ToC) to establish a conceptual framework including a set of desired outcomes and the high-level steps it will take to achieve the outcomes. ToC seeks to fill in the gaps between actions (e.g. provide afterschool program) and key results (e.g. reduce school dropout rates). ToC is especially relevant in health and human services contexts due to the difficulty in making these kinds of connections.
We observed that the ToC approach is compatible with Objectives and Key Results (OKR) which according to Klaus Leopold often plays a key part of a flight-level three (strategic) Kanban system. In our engagement we focused at the strategic level and worked together to establish a flight-level three (strategy) kanban system for the CIO to manage his initiatives. We designed and built a number of metrics so that the CIO could measure relative levels of investment and effort between different initiatives. This was a huge leap forward, since in the past the CIO could only report aggregate numbers and therefore had no way of measuring cost/benefit by matching outcomes to specific investments.
Our work with this client is continuing, and many new challenges have arisen. Ultimately, however, the agency is making good progress on its drive to improve organizational maturity and a deeper and richer Kanban implementation. This session will dive into lessons learned, results achieved, and key observations.
Cap-Net provides leadership training to develop water management leaders. Leadership training is needed because water resources are under increasing pressure and demands that require collaboration across sectors. Effective leadership is key to enabling change. Leadership entails influencing change by instilling purpose, aligning efforts, and unleashing motivation. Leadership training targets all levels of management and stakeholders to build individual and collective leadership capacity through on-the-job training, coaching, mentoring, and targeted classroom training. Cap-Net facilitates leadership development through networking, information sharing, and giving emerging leaders real roles.
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
Green Training in a Blue Economy: The Role of Training in Corporate Sustainab...Human Capital Media
The training function has been a key player in many of the green initiatives that have sprouted up in recent years. But with the lingering economic doldrums, many organizations are sharpening their focus on the bottom line. Will the “new normal” undercut the drive for a green future? In this session, we’ll look at a number of examples of sustainability initiatives in a variety of organizations and the role of training in supporting them. Finally, we’ll share ideas for training organizations that want to lead by example with environmentally friendly training practices.
Julie Ogilvie, Vice President, Corporate Marketing, SkillSoft
This document provides strategies for nonprofit boards to invest in leadership for sustainability and growth. Presenters Melanie and Jason Friedman of Friedman Associates discuss how governance plays a critical role in sustainability. They outline the normal evolution of nonprofit boards and how roles change over time. The presentation covers establishing board roles and responsibilities, conducting self-assessments to identify development needs, using tools like a board policy manual, and implementing an ongoing process of board composition, recruitment, and training. The overall message is that ongoing board development is key to ensuring an organization's long-term success.
Vision and mission statements are important leadership tools that guide organizational purpose and strategy. A vision provides shared goals and inspires employees, while a mission outlines the company's objectives. Leaders must promote the vision to help others embrace it. Strategic planning then translates these high-level statements into operational plans by considering factors like competition, resources, technology and regulations. For strategies to succeed, organizational culture must support change. Continual learning and adapting to new challenges are necessary for growth.
- Inclusive leadership is important for organizations in the 21st century due to factors like globalization, legislation, and demographic shifts. Leaders who are skilled at inclusion are rated as more effective overall.
- Organizations that do not create inclusive environments experience higher turnover, lower employee satisfaction, and decreased productivity, which can also negatively impact national economies.
- A study across six countries found that employees who felt their leaders displayed traits like empowerment, humility, courage, and accountability also felt more included and were more innovative and engaged.
- Becoming an inclusive leader involves engaging others through dialogue, breaking norms that inhibit inclusion, role-modeling self-awareness, and building alliances across an organization.
This document discusses the benefits of coaching for both individuals and businesses. It defines coaching as focusing on developing confidence, alternative perspectives, management skills, and potential in individuals. Research finds most businesses use coaching and coaching expenditures are rising. Coaching is commonly used for leadership development, recruitment, retention, performance improvement, succession planning, culture change, motivation, and managing change. Coaching works best when supported by management and introduced as a standard practice, and is most effective at developing voluntary relationships using powerful questioning. Evaluation of coaching's impact commonly looks at stories, key performance metrics, and return on expectations.
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
The success of the board relies on the individual contribution, expertise, and behavior of its directors. During this program, we talk about the role of the director, the critical attributes of a strong director, the role of the Board and Committee chairs, and common opportunities and challenges for boards and board members. Through sharing examples from our expert group of panelists, we look at what is expected of directors from ownership and management to help highly effective directors meet or exceed those expectations and make a meaningful contribution to the company’s success.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
Sii2012 friedmantotalleadership030712 [compatibility mode]Mustafa Kemal
The document summarizes the concepts of Total Leadership, which aims to improve performance and satisfaction across four domains of life: work, home, community, and self. It discusses assessing these domains to identify areas of misalignment and generate ideas to create sustainable change. The Total Leadership program teaches leaders to be authentic through clarifying priorities, act with integrity by respecting all aspects of life, and be innovative through experimenting with new approaches to achieve "four-way wins" of improved results and satisfaction in all domains. Leaders who complete the program see gains across business and personal metrics, as well as enhanced leadership skills.
Managing Director at Duke Corporate Education in Singapore, John Davis shares a new leadership framework designed to help organizations compete in a modern, complex, volatile world. The SHIFT framework (Speed, Human-Centricity, Imagination, Flexibility and Trust) outlines key characteristics needed for the future of leadership.
Similar to When was the last time your leadership agitated the world? by Sandy Beky (20)
A l'occasion de la remise des diplômes 2015, Télécom Ecole de Management met en scène la réussite de ses diplômés et lance sa nouvelle campagne de communication #BeTheNextOne.
A l'occasion de la remise des diplômes 2015, Télécom Ecole de Management met en scène la réussite de ses diplômés et lance sa nouvelle campagne de communication #BeTheNextOne.
Marie holm on Innovative Mindsets: How to Enhance InnovationAntoine Cheret
Marie Holm, personal development consultant (Google, Norsk Hydro) explains us how to change our mindset to enhance our innovative ability. This slideshare is an abstract of the lecture Marie Holm gave at Telecom Ecole de Management (Paris, France), during an Executive MBA Master Class
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
At the other side of the spectrum you have a certain number of facts portraying another version of the story
Confidence in big businesses is low, a Gallup survey run last June shows that it stands at less than 30% and even dropped by 7%
Employee engagement has literally plummeted –
In a Global Workforce Study run by Towers Watson in 2012 66% of the 32 thousands respondents qualified themselves as “dis-engaged”
A similar study run by Gallup over 100 million full time employees revealed even more dramatic results 50% declared not being engaged and 20% being actively dis-engaged
Gallup estimates of the cost of dis-engagement are in the range of 450 to 550 billion US dollars annually in lost productivity, rework or customer complaints due to human errors, sick leave etc.
“Engagement at Risk: Driving Strong Performance in a Volatile Global Environment”
Gallup 2013 – The State of the American Workplace Report
Towers Watson is a leading global professional services company that helps organizations improve performance through effective people, risk and financial management. With 14,000 associates around the world,
The European Depression Association is not saying anything different when a report they published in October last year revealed that depression in the workplace is the cause of 10% of the sick leaves in most EU countries and accounted for 21,000 lost working days or a cost of 92 billion euros in 2010
The vision towards worklife is morphing. A recent study undertaken by Bain &Company revealed that 46% of the respondents would rather earn less and work for a sustainability minded organization than the other way round.
This global result is slightly skewed by the results from developing nations where the p% is even higher
Depending on which side of the coin you look at you get a different version of the reality. That same study from Bain &Company shows that only about 30% of respondents think that their company is a clear sustainability leader
When at the top many CEOs seem to think otherwise. The slide is showing the result form a study run by Accenture in 2010 and 81% of the 766 CEOs they interviewed claimed that sustainability is embedded in the strategy and operations of their companies.
And the study included the CEOs from big names such as Alcatel Lucent, Alcoa, BASF, Calvert, Deustche Telekom, De Beers, France Telecom, Fuji Xerox, Glaxo Smith Kline, Santander Group, HSBC, Ericsson, National Grid, Nestle, Novartis, Qatar Airways, Renault Nissan, Royal Mail, Philipps, Tata, Unilever, UBS AG among others