When you see a new book by two of the biggest names in leadership, Kouzes and Posner, you can’t help but open up the pages to find out about what’s new in leadership. The authors of the bestselling book, The Leadership Challenge, pull no punches in revealing the enduring truths about leadership, the real-world issues t…
For the last 20 years, there has been exponential growth in the number of leadership coaches in corporations and political organizations. The job of leadership coaches is to work with leaders to help them think through leadership and organizational issues and to hold leaders accountable to their commitments. They ask c…
The recession and the state of business these days has left many organizations in transition, but what exactly are CEOs, especially successful ones, planning strategically in future terms? While 60 percent of leaders are currently experiencing a high to very high level of complexity within the economic environmen…
A collaborative work environment can set the stage for increased trust with an open process that encourages dialogue, one in which employees all take a greater sense of responsibility for implementing a plan because they helped develop it.
When companies “go global,” they often make the mistake of implanting one system or policy into another culture or country. When they do, there’s a huge gap between mindsets that directly affects whether or not the global initiative will ever be successful. For example A rapidly growing U.S.-bas…
As far as painful memories are concerned, most of the extremely difficult decisions we as leaders had to make after the Fall of 2008 will remain with us forever. The world was changing, and we had to change to stay afloat. Resources were limited everywhere we turned. Time was tight, and we were stretched thin…
Launched in October 2010, World Action Teams, an international corporate volunteering firm, creates innovative executive development opportunities within emerging markets in Asia, Africa, and Latin America. Its mission is to develop leaders who create value for society by partnering with corporations to design and deliver discovery experiences …
When measurement matters, engineers, scientists, manufacturers, businesses, researchers, and government agencies rely on Agilent tools and solutions. From home entertainment to homeland security, from food safety to network reliability, and from communicating wirelessly to discovering the genetic basis of disease, Agilent…
Paula is a shift supervisor for a high-tech industry. Prior to her daily brief with her crew, she must sift through data on industry updates, changes in the work schedule, current plant performance, and a host of other documents to determine what to provide her crew so they can perform their assigned work safely and effect…
As leaders struggle to ensure the long-term viability of their organizations in a volatile economy, a recent study from the Center for Creative Leadership (CCL) reports that a glaring gap exists between the leadership skills organizations have now and the ones they will need in five years. Surveying 2,200 lea…
This article is the fifth and final post in a series on creating leadership identity. To help you take the next steps in creating lasting leadership habits, Amy Franko shares a simple, three-step plan you can practice.
Yesterday, we had a great meeting with Elaine Biech to start talking about a new project that we are planning for next year: a Leadership Handbook. Having worked on the ASTD Handbook for Workplace Learning Professionals, I am excited to get the chance to expand that product into new areas (we are also working with Patti Phillips on a Handbook for measuring and evaluating, but I will talk more about that in another post where I will also introduce her forthcoming blog). Some of the ideas we tossed around in the meeting included at least three sections (development, characteristics/competencies, and tasks or roles of leadership). We came up with a huge list of potential contributors. We also thought about opening up the scope of the book to include chapters on leadership that focused on the military, politics, global politics, the ministry, as well as specific business sectors such as financial, healthcare, and so forth. As a bit of a news junky, the idea of opening up the scope like that sounds like big, juicy, exciting fun. (At least, until we get into the nitty gritty of editing, proofreading, managing the schedule, bugging the authors for answers to queries, and so forth!) At present, no outline exists, the topic list is wide open, and only a loose timeline is in place. Those of us who attended the meeting have been tasked with coming up with five to six contributor names or topics to give Elaine as fodder for her ideas, so I thought I would cheat a little and see if any of you have any thoughts on what you’d like to see covered in a Handbook on Leadership.
I know, dumb question, right? Of course I want free leadership tools! Well, now some are available for download from ASTD Press. In a few weeks, we will be launching The ASTD Leadership Handbook, edited by Elaine Biech. This book has everything you would ever want to know about leadership (or at least we hope it does, but I am sure someone will tell us we missed something) by most of the biggest names in the field. To learn more about the book, get a sample chapter, and download a whole bunch of free tools, go the ASTD Leadership Handbook webpage, and enjoy yourself!
Wanted – Sales Leadership Many salespeople seek to grow into management positions. However, many of these same people don’t act like a leader or a manager in their day-to-day activities. Effective sales leadership and requires a salesperson to understand who they are and what they stand for while consistently exceeding revenue quotas and customer satisfaction expectations. Once a salesperson understands who they are, and they consistently exceed the sales expectations, they begin to influence others in a more impacting manner. In other words, they are in tune with their clients, their own company, and more importantly they know what they stand for. In short, they begin to exude leadership — leadership at the corporate edge. As a leader in the future they must understand how to synchronize sales processes with marketing messages while providing top-notch services. All of this requires them to be fully engaged with individual buyer processes — and displaying leadership to buyers as well. Achieving consistently high sales productivity requires a hands-on approach that is engaged and aligned in a common organizational direction. Sales, marketing, and services professionals must understand their personal and organizational goals and how to achieve them. They must invest their time in the right accounts and the right activities. Growth efficiency requires skilled and focused leadership. It also requires leaders who can mobilize their team members, employees who work for them, and even their own management teams to achieve a common goal that meets the strategic and financial goals of the firm while providing the absolute best service and support to the customer. Future salespeople will be asked to lead, no matter what position they hold in their sales organization! Their position, at the corporate boundary, will require it. Once salespeople fully embrace the High-Character, High-Leadership paradigm, they must understand what is required by all these critical stakeholders and be a solid rock of product knowledge, subject matter expertise, and consultant.
(From AMEinfo.com) — Translating the UAE’s leadership vision of establishing the country to be the centre of leadership excellence in the region, Du, Dubai Holding, DUBAL and First Gulf Bank have formed a UAE-based consortium of principal companies in the country, and launched an Executive Leadership Programme in collaboration with INSEAD, one of the world’s largest and leading graduate business schools. The INSEAD Executive Leadership Programme (ELP) was conceived and designed to bring a higher level of training to executives at the Vice President and above levels in the UAE. “INSEAD’s Executive Education Programmes create an environment where individual, group and organisation-wide learning is achieved simultaneously. We are honoured to partner with the consortium made up of leading UAE companies, in order to bring comprehensive leadership training to future leaders,” said Dipak C. Jain, Dean of INSEAD. With an aim to expound upon the skill set already demonstrated by those in senior executive managerial levels, the ELP, which will be delivered by INSEAD, will hone the attributes necessary to becoming a company leader, focusing on Strategy and Planning; Customer Centricity; Financial Management; Strategic Human Resources and Supply Chain Management. In addition, the course develops team building leadership and incorporates personalised executive coaching, with participants taking part in live case studies and CEO panels.
Marjorie Derven highlights seven approaches that can help new leaders be prepared to address VUCA conditions, such as advocating emotional intelligence, D&I initiatives, and blended learning.
Written by Jeffrey Horey in the September ’09 issue of T&D Magazine… Facing high-risk and turbulent external environments, leaders at all levels make decisions paramount to long-term organizational success, particularly in the U.S. Army. Recently, frequent deployments and decreased opportunities for institutional learning have placed a premium on the effectiveness of multi-source feedback, mentoring, and other methods to accelerate development of Army leadership competencies and to inculcate Army values. Amid resource constraints, the Center for Army Leadership (CAL) strives to improve leader development through acceleration of competency acquisition. Stories, as exemplars, present a powerful and motivational tool for leaders at all levels to better understand what the Army expects from them. Meaningful stories are easily remembered and have long been a device to transmit the culture, beliefs, and history of an organization. However, relatively little is known about how the content and context of an exemplar is related to individual learner development and retention. CAL and ICF International are currently developing a library of leadership exemplars to better communicate effective leadership behavior throughout the Army. The intent is for the stories to be concise and clear examples of various doctrinal competencies. This article reports the results of an examination of how exemplar gender, timeframe, rank, and situational context affect perceptions of the story effectiveness. Exemplars come from a variety of sources such as books, videos, and blogs, and include leaders in a range of levels and circumstances. Each exemplar can typically be reviewed in less than 10 minutes. The library could be used for individual self development or in the classroom. Click here for the entire article. ***Access to full article is available to ASTD members. Please contact me if you are unable to log in.
As Baby Boomers with global business expertise retire, many organizations hope to replace them with talented leaders who will help the organization succeed in emerging markets. Yet few training departments incorporate cross-cultural training into their global leadership programs. As a result, the programs are a waste of time and money, leaving both HQ and the new leader frustrated.
Leadership development programs are commonplace in organizations but their effectiveness and value are generally not measured in meaningful ways according to the latest research from the American Society for Training & Development (ASTD) and ICF International, a global professional services firm. The study, The Impact of Leadership Development Programs, derived from findings in previous research that found little credible information on how organizations measure the impact of their executive development programs. The intent of this new study was to determine what “best case” organizations do to evaluate leadership development programs (LDPs), including specific techniques used to link leadership development content to organizational metrics. The research revealed 29 evaluation techniques used by leading companies and then tested the transferability of these techniques to other organizations. Key findings of the research include: The Impact of Leadership Development Programs provides executives and workplace learning and development professionals with much needed insight into what techniques can work for their organizations and the value that can be derived from them. With such insight organizations can make informed decisions on how to tailor leadership development programs to address key organizational needs and desired outcomes and measure the impact of these programs on organizational success. A free executive summary of The Impact of Leadership Development Programs is available; the full report may be purchased from ASTD by visiting www.store.astd.org.
I have it at last. After many, many months of hard work shared among a great team of people, a hard copy of The ASTD Leadership Handbook has landed with a weighty thud on my desk. It’s a handsome, authoritative-looking book: red-and-white dust cover, gray cloth with silver embossing, gray end papers, Smyth-sewn so it falls open nicely without cracking the spine. And the content is even more impressive than the package: Elaine Biech edited 33 chapters by 48 authors on a wide variety of topics (to see the full contents, get a sample chapter, and download tools contributed by the authors, check out the ASTD Leadership Handbook webpage). But why does leadership matter? Well, here’s my take. For years, people have talked about the rapid changes that we experience on a daily basis, but I suspect that the changes we have seen to date are only the tip of the iceberg. The rise of social media, radical generational shifts, and failures of the business models that have been in use are just a few of the pressures that are transforming the way people work and live. Because they shatter old command-and-control models and allow people to connect directly with other people, Web 2.0 technologies in particular have the potential to re-form human knowledge and society in a way we haven’t seen since the invention of the printing press in 1440. The speed of this change can be overwhelming and hard to keep up with. That’s why leadership is and will continue to be so important. Leadership keeps people moving together in the same direction. Leadership enables people to feel as though their efforts are contributing toward a greater vision, rather than flailing along without much impact. In short, leadership makes the things that people do count. The ASTD Leadership Handbook addresses the need for current and future leaders to learn the nuts and bolts of leadership and to adapt to the requirements of the future. And it does more than that. It provides information that any of us might need to succeed in the workplace, such as critical communication skills, influence tactics, how to avoid getting derailed, and more. It’s also just plain interesting to read. You can flip to any chapter in the book, read something that will make you think, and learn a lesson that you will want to apply immediately. It’s available for purchase now at the ASTD Store. If you want some more goodies from the book, follow ASTD Press on Twitter and Facebook. We will be tweeting and posting tips from the book all week long!
Developing Singapore as a home for local and global talent will be a key strategy in the next phase of growth, says Minister Gan Kim Yong at the opening of the human Capital Leadership Institute (HCLI). The HCLI will offer a unique value proposition in helping companies translate the best talent and leadership ideas into practical strategies to support business growth, he added. Speech by Mr Gan Kim Yong, Minister for Manpower, “Singapore – The Global Talent and Leadership Development HUB for Asia” at The Official Opening Ceremony of The Human Capital Leadership Institute at Nepal Hill: Distinguished guests, Ladies and gentlemen Last September at the Singapore Human Capital Summit, Prime Minister announced the establishment of the Human Capital Leadership Institute, or HCLI, by the Ministry of Manpower and the Singapore Management University. This morning, I am pleased to join you for HCLI’s official opening, and share with you how HCLI will help position Singapore as a global talent and leadership development hub in Asia for Asia.
Many sales managers fall into the trap of being “deal troubleshooters”. How does you sales management training cope with this? Does your sales management training help sales managers become better people leaders? Sales Leadership Considerations: Do people want to become excellent and well-respected leaders? How do you know for sure? Can salespeople help each other succeed, or is it really an individualistic and autonomous occupation? How effective is your sales training at helping people understand the leadership skills they bring to the table? How does your sales culture support (or impede) the development of individual sales leaders, at even the most entry-level positions (or is that even worth thinking about)? A solid and unified team of sales professionals is a key factor to meeting the company’s targets and achieving its long-term goals. Developing sales leaders would are able to communicate well with the rest of the team and gain team member support is critical.
The ASTD Leadership Handbook is an exciting compilation of insights, ideas, and tools that will enable individuals, teams, and organizations to develop their leadership capabilities. This book sets itself apart in a crowded field by emphasizing leadership development and providing practical approaches to this crucial need. Elaine Biech, the trainer’s trainer, edited this substantial – yet practical – collection that contains the wisdom, philosophies, and tools of 48 leadership experts. The ASTD Leadership Handbook presents five major sections: Leadership Competencies, Leadership Development, Attributes of Successful Leaders, Contemporary Leadership Challenge, and a broader view of the leadership discussion. The list of contributing authors reads like a “Who’s Who of Leadership Gurus” and includes such greats as Jim Collins, Len Goodstein, Frances Hesselbein, Jim Kouzes, Cynthia McCauley, Jack Zenger, and many more. The accompanying website provides a wealth of more than 30 ready-to-apply tools like John Kotter’s eight-step process for managing change, Ken Blanchard’s ethics check, and Marshall Goldsmith’s mini-survey for coaching leaders. The ASTD Leadership Handbook gives readers all the insights and applications they need to thoroughly understand and practice its principles, guided by the most respected authorities on the subject. Visit the ASTD store to order your copy. The ASTD Leadership Handbook is co-published by ASTD and Berrett-Koehler Publishers. About Elaine Biech Elaine Biech is president and managing principal of ebb associates inc., an organization development firm that helps business, government, and nongovernment organizations work through large scale change. Known as the trainer’s trainer, she custom designs training programs for managers, leaders, trainers, and consultants. Biech has been in the training and consulting field for 30 years and is the author and editor of more than fifty books. She has been featured in dozens of publications including the Wall Street Journal, The Washington Post, and Fortune magazine
Carlsbad, CA – January 25, 2011 – Leadership is a relationship-one that exists in a context. Becoming a Leader We Need with Strategic Intelligence is a new program from Personal Strengths Publishing that focuses on the skills and qualities leaders need to be effective-no matter the context. This leadership development experience for senior leaders (and those who aspire to these positions) is the result of collaboration between world-renown leadership expert Dr. Michael Maccoby and Tim Scudder, President of Personal Strengths Publishing. At the heart of this program is Strategic Intelligence, the distillation of decades of Michael Maccoby’s research and practical experience as a consultant to many of the world’s largest organizations. He identified the things that leaders do to affect sustainable change in organizations. This course condenses and communicates that wisdom while the integration of SDI helps to carry that wisdom into the relationships between leaders and followers. The synergy between the concepts of Strategic Intelligence and Relationship Awareness are rooted in a common foundation; Dr. Maccoby has written or co-authored 13 books including one with Erich Fromm, whose work was a major influence on Elias H. Porter and his development of Relationship Awareness Theory. “Integrating the SDI and other works of Elias Porter into Michael Maccoby’s powerful leadership concepts has been a peak experience for me personally,” said Tim Scudder. “The integration of ideas was facilitated by the discovery of a remarkable common heritage.” Becoming a Leader We Need with Strategic Intelligence takes a systems view of developing the leadership capabilities of leadership teams. Leaders are challenged to clarify and communicate their philosophy of leadership-and of life. The course explores the fundamental relationship of the motives of leaders and followers, the four R’s of motivation and how they are colored by different Motivational Value Systems, and many more important leadership concepts. “This is the best leadership course by far,” said Betsy Chittenden, U.S. National Park Service. “And I think I’ve taken at least one course from every management trend over the last 20 years.” Michael Maccoby will deliver the keynote address at the upcoming Relationship Awareness Conference in Carlsbad, CA. Tim Scudder will present a special workshop at the ISPI (International Society for Performance Improvement) conference in April of this year. A pre-print of a related article can be downloaded at http://www.leadersweneed.com/links.html Learn more. Becoming a Leader We Need with Strategic Intelligence Free Informational Webinar February 28, 2011 For more information go to: www.leadersweneed.com Or call 760-602-0086
A new report, Women and the Paradox of Power, based on research by Anne Perschel of Germane Consulting and Jane Perdue of Braithwaite Innovation Group finds that corporations are leaving money on the table and forgoing future success by failing to place more women in senior leadership roles. Perschel and Perdue also claim that businesswomen must prepare themselves to take on these executive roles by understanding and using power more effectively. In their study, which involved hundreds of senior-level businesswomen, Perdue and Perschel find that many women relate to power in ways that prevent them from attaining senior-level positions, be it lack of confidence; cultural conditioning; or simply not understanding what power is. In comparison, interviews with women in senor leadership roles at the highest levels of corporations reveal that they have a different understanding of power and use different approaches to gain more of it. They then use their power and influence to make important changes to the culture and to leadership practices. Read more.
Thought leaders and highly-respected authors bring their expertise and insights to a new podcast series devoted to public sector employees and their unique workplace issues. The series, developed by The Public Manager, is designed to give listeners a deeper understanding of the diverse challenges facing today’s public managers and the solutions needed to drive the issues forward. The Public Manager, a quarterly journal devoted to providing public sector employees leading-edge content and resources, provides this podcast series as an extension of its journal articles, conversations in its online community, and insights gathered from the public managers on the front lines of national, state, and local agencies. “We know that today’s public managers value resources to help them do their jobs better,” says Carrie Blustin, publisher of The Public Manager. “We also know that today’s managers are time-pressed. This podcast series answers a need – useful, practical content in a format that can be accessed on-the-go.” Two podcasts are now available: Upcoming podcasts will feature Christine L. Rush, assistant professor of public administration discussing her journal article “Implementing the 4-day work week,” and Rick Koonce, certified executive coach and consultant discussing, “Executive Coaching, Leadership Development in the Federal Government.” Listen here for a brief preview of the series. More information about the podcast series can be found on the Podcasts from The Public Manager website. About The Public Manager The Public Manager offers readers practical solutions for emerging public administration and policy issues from experienced professionals. A forum for developing and disseminating best practices, it encourages continuing excellence in government and nonprofit organizations. The Public Manager is published by The Bureaucrat, Inc., an affiliate of the American Society for Training & Development (ASTD), the world’s largest association dedicated to the training and development field whose members work in thousands of organizations in the public and private sectors.
(From PRWEB) — A new study just released by Leadership IQ, a leadership development and research company, reveals startling contradictions to the goal-setting status quo. The company studied 4,182 workers from 397 organizations to see what kind of goal-setting processes actually help employees achieve great things. Study participants completed a 35-question assessment about many aspects of their organization’s goal-setting processes. Leadership IQ researchers then used a statistical technique called stepwise multiple regression analysis to discover what kinds of goals were most likely to drive people to high achievement. They discovered the top eight predictors of whether a person’s goals were going to help them maximize their potential. Read more. For more information on leadership development, consider attending the sessionLeadership Development Evaluation: Does Your Program Deliver Results? At the ASTD 2010 International Conference and Exposition!
ASTD chapters are run by more than 1,000 local leaders across the country, and there are nearly 100 national leaders who contribute as well-from the ASTD Board of Directors to advisory committees to award review panels. A 2008 ASTD chapter services survey indicated that the number 1 reason cited for being a chapter leader was the desire to give back to the profession. Two chapter-related national advisory committees assist the ASTD chapter services team: the Chapter Recognition Committee (CRC) and the ASTD Chapter Leaders Conference Program Advisory Committee (ALC PAC). The CRC is charged with identifying, recognizing, and sharing chapter best practices. The ALC PAC is responsible for reviewing session proposals for the ASTD Chapter Leaders Conference, recommending ones for selection, identifying programming gaps, and recommending topics and speakers to fill those gaps. Chapter leaders interested in these national volunteer leadership opportunities can learn more on the CRC and ALC PAC webpages. Applications for both committees are available on their webpages and are due July 31. So if you’re a chapter leader looking for an opportunity to give back to the profession and would like to get involved at the national level, consider the CRC or ALC PAC!
(From PRWEB) — Human resources and talent management executives give mixed grades for the quality of their own organizations’ leadership pipelines, according to a survey by Right Management. Right Management is the talent and career management expert within ManpowerGroup, the world leader in innovative workforce solutions. Right Management surveyed the 1,262 executives via an online poll and found that there are gaps in the leadership cadres at most companies in North America. In fact, only 6% of organizations were reported to have future leaders identified for all critical roles. Do you have future leaders identified for critical roles in your organization? Yes, for all critical roles 6% Yes, for most but not all critical roles17% Yes, for some critical roles55% No, not for any critical roles22% Read more.
(Atlanta, GA, PRWEB, Feb 10, 2009) The global economic contraction followed by massive lay-offs has left talent management teams reeling. Under this kind of pressure, it is difficult to make informed decisions around choosing the most effective leaders – those who can to do more with less. A new assessment suite from PreVisor, the Supervisor and Front Line Manager Solutions, may supply some answers. Organizations can now have a complete and immediate picture, efficiently and cost effectively through advanced technology, of employees being hired for or moving into mid-level leadership roles. PreVisor, the global leader in employment assessments and talent measurement solutions that connect employment decisions to business results, developed the new products with input from client research partners who were instrumental in providing real-world feedback. These partners reported consistently positive results drawn by comparing the assessment scores to job performance ratings, which validated the effectiveness of the solution. ( Read the entire article.)
Last Wednesday, the Director of the United States Office of Personnel Management announced the establishment of a centralized office to serve the Senior Executive Service (SES) program. OPM Director John Berry directed that program functions currently spread across multiple offices will be consolidated in order to increase efficiency and better serve agencies across the Federal government. “The Senior Executive Service fosters a large share of the innovation and talent needed to transform our government into a 21st century resource for the American public,” said OPM Director John Berry. “Fully supporting this dynamic talent pool requires the Office of Personnel Management to implement new mechanisms that maximize the potential of these executives within the Federal workforce. The establishment of a centralized SES office will increase the efficiency of our efforts to better serve Federal agencies and build a world-class workforce. ” The new Senior Executive Service office will provide the framework for Federal agencies to operate the SES program. Duties of the consolidated office will include outreach to stakeholders in the SES program, such as the Senior Executive Association and Executive Resource managers throughout the Federal government. This will include providing executive resource forums for agency executive resources specialists and leading workshops and roundtables on leadership development topics. Visit opm.gov for the full article.