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The introduction to the event will give you an overview of the Institute for Human Resources certification program as it specifically relates to Developing Organizational Leadership Capabilities. You will be introduced to the Advisory Board, learn about the opportunity to become certified within the IHR and see who is speaking and their topics,]
You will be given guidance on how to chat online with colleagues and access teh virtual exhibit hall. You will have the opportunity to ask questions as it relates to the overall program, prior to its commencement.
Great Leaders make a great difference, and organizations can't afford to settle for merely "good" performace from their top people. The ability to lead, far more than just a natural gift, is a concrete and learnable skill—one that can be acquired by studying and applying specific proficiencies and techniques. In their book, The Extraordinary Leader, Jack Zenger and Joe Folkman drew on responses from 200,000 360-degree feedback assessments to define the skills that comprise effective leadership. Their finding: great leaders make a great difference, not just in terms of a “feel good” factor for the employees they manage, but also in terms of improved business performance.Their extensive research also revealed the crippling nature of the mindset most people have that they must focus on fixing their weaknesses rather than building on their strengths in order to be successful. Dr. Zenger will present the statistically proven reasons behind why building on strengths in a personal development plan yields significantly better results than fixing a weakness. During the session, participants will learn ways to discover their own strengths, the tools needed to build on those strengths and how building strengths will ultimately drive higher levels of employee productivity, boost customer loyalty and increase profitability.
It’s been a survival of the fittest culture for leaders. So how should we prepare for what the future may bring the next generation of leaders? Does your organization have the right talent management practices in place? These are just a few of the questions that we’ll ask during this session, where we’ll discuss the results from the sixth edition of the largest global leadership study of its kind. This study involved over 12,000 leaders from more than 2,000 companies across 78 countries.
This session will also share insights straight from leaders and HR professionals around the world about the state of leadership today, and what they expect to see in the coming years.
Together we will answer these questions:
• How has the quality of leadership in your organization been impacted by the recession?
• Are the skills required for successful leadership performance over the past five years different from the ones required for the next five years?
• What roles must leaders play in creating a culture of innovation?
• How does your organization stack up to the key elements contained in Gary Hamel’s Future of Management?
I totally understand the word and concept of Engagement, but it doesn't quite do it for me. l prefer to use the word HUNGRY. "Are you HUNGRY and if not, why not?" Our personal and cultural HUNGRY spirit has a direct connect to the performance we generate and the quality of our life. When we are HUNGRY and pursuing our purpose and passion, life is ON and exciting. How then do we understand, become and stay HUNGRY? This is what we will explore together. I will first give an overview of ;
-what being HUNGRY is and isn't
-why a HUNGRY spirit is critical
-how the INNER game ignites HUNGRY energy
-how the OUTER game fuels performance
-how the Hungry spirit maximizes our TEAM game
Our exploration of Leading HUNGRY Teams will have its roots in my personal experience as a professional athlete, coach and business owner, supported through the academic process. We will discover together how to keep ourselves and our people HUNGRY.
Courage is the first virtue of organizational performance, because it’s the lifeblood of leadership, entrepreneurship and innovation. But in times of economic instability, such as right now, the majority of workers become safety-seekers just when their companies need them to be the opposite. Courageous workers, by contrast, step up to challenges, seek out leadership roles, and assert innovative ideas…all for the good of the company.
This workshop will provide practical strategies for building workforce courage so workers can become “opportunity seekers”. A step-by-step approach for using courage to improve performance and counteract the negative impacts of workplace fear will be introduced. When everyone is working with more courage, the entire organization is transformed for the better. Research shows that courageous workers seek out leadership opportunities, step up to challenges, offer innovative
ideas, passionately embrace change, and are more productive. In short, courageous workers get work done!
Key concepts covered in this workshop include:
• Three distinct types of courage and how to differentiate among them
• How to create an environment that supports courageous behavior
• The differences between two different leadership dispostions, Fillers (encouragement) and Spillers (discouragement)
• Tips on how to be more courageous and how to inspire more courageous behavior among those you lead
The workplace is fraught with daily challenges—challenges that may provoke fear, stress, or even excitement; but challenges nonetheless. These challenges can, potentially, inspire our courage or undermine our performance. This workshop will help attendees enlarge their Courage Capacity so they can meet organizational challenges with more confidence and less fear.
Presented by Andrew Bell, CPP, Inc., this webcast will explore the challenges companies face in developing a quality supply of skilled leaders who can lead effectively in their local context and as part of an international organization and global leadership team. The session will explore the opportunities created by the macro-economic context of rebalancing between developed and emerging markets and the strategic challenges driven by the mismatch between the supply and demand of leadership talent. Webcast topics will include the macro-economic context (the opportunity); the date and perceptions on the leadership gap (the challenge); leadership development strategies and practices for emerging markets, and tools for developing leaders for both “local” and “global” effectiveness.
Andrew Bell is Vice President, International for CPP, Inc., the exclusive publisher of the Myers-Briggs® assessment. Bell oversees operations and development of all CPP business outside the US and delivers consulting, executive coaching, and development programs for clients, particularly in Asia. Prior to CPP, Bell was the founder and managing director of Hemisphere Consulting, a consultancy based in Singapore which provided HR consulting, executive coaching, and leadership development and has worked with clients in more than 20 countries including China, Japan, Korea, Nigeria, Australia, Europe, and the US. Prior to Hemisphere, Bell spent 22 years at Unilever in the UK, China, and Singapore, and rose to the position of Senior Vice President, Human Resources for East Asia Pacific. Bell graduated with an LLB degree in Law & Politics from Birmingham University in the UK. He is a Chartered Fellow of the Chartered Institute of Personnel & Development in the UK. On behalf of The Conference Board, Bell has served as Program Director for the Asia Pacific HR Council and Diversity & Work-Life Strategy Council, and has authored Leadership Development in Asia Pacific, Identifying & Developing Leaders for Growth, 2006; and Redefining the Employee Value Proposition New Developments in Asia Pacific, 2005.
Most of us in HR are highly expressive and personable. Often, we’re conceptual thinkers: the relationship between two widely disparate parts of an organization is blindingly obvious to us. These are all great traits!
But when we need support, the senior leaders we need to convince are often highly analytical, results-driven and detail-oriented. They’re not like us at all!
Is it any wonder our profession is often criticized for being non-strategic and "soft"? Even when our projects get approved, we don't earn our place as equals with the senior leadership because, to them, we’re “touchy-feely”: we struggle to be succinct and we often argue points that aren’t related to business cases.
Executive communications coach Tom Henschel doesn’t advocate that we all run out and change our styles so we can start sounding analytical. But he does think we should have more style choices available to us. That’s what he coaches executives to do!
Tom has been coaching senior leaders to achieve The Look & Sound of LeadershipTM for almost twenty years. His skills as a coach have taken him into the executive suites of Amgen, HP, Inuit, Lockheed Martin, Sony, Symantec, Toyota, Warner Bros., etc. Tom is a Past President of ASTD-LA and helps other coaches develop professionally through Professional Coaches, Mentors & Advisors (PCMA).
“Talking With The Big Dogs: How HR Professionals Can Sound More Executive” will stretch your communication muscles. By the end of the session you’ll have had some fun and gotten concrete tips on how to flex your style so you can take your place at the table with the big dogs!
Accountability: A term that is trendy and often overused but seems to be on every leaders mind! Employers need their employees to care about and “own” their work – individual projects and goals, work quality and overall business results. This webcast is designed to give attendees practical, real-world tools to make 2011 the year of accountability in any organization.
Having employees who “own” their work can be as rewarding to them as to the organization. Employees who are accountable are able to communicate and work effectively with any part of the organization.
Having worked with dozens of companies to successfully build a culture of accountability, Christine Grimm has developed key steps to making this a reality.
Accountability is not just about the individual. Accountability is about the organization and its leadership. It is about having clarity of vision, values an purpose at the top and how that affects the way an organization behaves. Having clarity facilitates the way to creating a culture of accountability.
In addition to this, Attendees will learn:
· Key steps for building a culture that encourages people to “own” their work; holding themselves and others accountable for results.
· Critical skills for talking about results and performance.
· Top questions to drive strategic thinking and open discussion about real business issues. (Not just the stuff they want you to hear!)
· Important processes that will yield tangible performance improvement – which you can apply immediately without a facilitator or consultant.
A culture of accountability will lead to the results your organization desires!
To communicate effectively with others, we must first understand them. Empathic listening is the fastest form of human communication. It means we listen with the intent to truly understand another’s perspective. It is not listening to advise, counsel, agree, or disagree.
Empathic listening involves more than just understanding the words that are said in a conversation. When we listen empathically, we listen for the meaning behind the words, caring about what the other person is saying and feeling. Overtime, this attitude and skill can become an art.
Empathic listening is powerful because it gives us accurate data with which to work. Instead of projecting our own autobiography and assumptions, we take the time to understand the reality inside another’s head and heart.
Merck & Co. is dedicated to making a difference in the lives of people globally through innovative medicines, vaccines, and consumer health and animal products. The vision extends to its workforce by offering opportunities to develop and expand their career while making a true difference in people’s lives.
Career development and learning continue to rank among the top three drivers for employee engagement and productivity globally and are important at Merck as well. But employees need to learn that their manager is not responsible for managing their career … only their work. And managers as career coaches need to learn their role is to support the development process, to be a sounding board and provide counsel. In this session, managers or coaches will learn how Merck and Co. helped its leaders build their career coaching skills by experiencing an award-winning career development model.
The Leadership Strategy Audit is a comprehensive diagnostic tool and process that assesses and effectiveness in terms of:
" alignment with business strategy
" leadership-related policies, programs and processes
" leadership culture
" internal leadership capabilities
Droste will provide an overview of their proprietary audit tool and process, demonstrating how HR can effectively spearhead an audit of the company to maximize organizational performance. As a result of the presentation the audience will gain an understanding of:
the purpose and value of the audit process
the methodology used to conduct an audit and key areas of focus
how to interpret audit results
how to design and execute a well defined implementation plan
the role of HR in spearheading the project and how to garner the support of senior leadership
Activating the Power of Employee Engagement is focused on providing HR practitioners and leaders with practical tools and strategies for increasing employee engagement and making it last. Through exploration of a proprietary 6-step Engagement Process, participants will move from the initial step of conducting an engagement and work environment assessment to devising plans, providing necessary performance support for successful execution, integrating plans with existing systems, setting multi-year goals and architecting a continuous improvement cycle to build on progress over a multi-year goal horizon.
Participants will learn how to gain executive support for engagement initiatives, select the most critical issues to action for improvement, what strategy areas to prioritize, how to minimize employee dissatisfiers and how to create enablers in processes and systems to optimize progress.
Employee engagement, while elusive for many organizations today, can be improved and sustained through an integrated process approach that improves organizational performance, while building internal capability.
Program Description: We live in a fast-paced, high tech, low touch world with an ever present changing environment. One of the biggest changes in the corporate world involves the entry of Generation Y into the workplace. Gen Y now joins Gen X and Baby Boomers in the workforce, creating a multitude of differences in background, experience, beliefs and approaches. For companies to be successful they must effectively indoctrinate this new group seamlessly into an already diverse and challenging workplace to create an environment of trust, respect of differences and open effective communication. By creating a common-language that bridges the generation gaps, companies will not only lay the foundation for a productive work environment for their employees but also create a competition advantage – improving both Top-Line and Bottom-Line
Program Focus: It is imperative for HR professionals to provide guidance and skill sets that create an environment where all these Multi-Generational groups can not only survive, but thrive. In this session HR professionals will learn valuable insights into providing their workforce with the tools to ensure successful transition of all of these multi-generational entries into the workplace by creating common-languages that bridge the generational gaps. This program will provide HR professionals with the following insights:
• Tools and techniques for creating a common-language in their organizations
• Establishing foundations of trust and respect based on effective communication skills
• Adaptive skill set training
• De-personalizing multi-generational style differences
• Facts about coaching, training and leading Multi-Generational teams
Learning from experience has become a "hot topic" in Leadership Development in the past couple of years. While everyone agrees this model of learning is critical to growing a pipeline of leaders who are fully equipped to meet organizational demands, few can describe how exactly you can help your leaders learn from their own experiences. The answer is a key leadership competency called "Reflective Practice," a behavior that distinguishes those leaders who continuously improve from those who fail to learn from experience. While Reflective Practice sounds great in theory, it has proven to be difficult to promote in real organizations.
The program will cover five theses of Reflective Practice as follows: 1) Regular reflective practice results in enhanced leader effectiveness; 2) Experience is fertile ground for development, IF that ground is worked with intention; 3) How leaders reflect on experience determines whether it yields development; 4) There are very real barriers to reflective practice in real world organizational settings; and 5) There are practical strategies for encouraging reflective practice.
This workshop explores both the theory and application of reflective practice, how to assess it in organizations, barriers to use, and strategies to encourage its wider adoption including: modeling by senior leadership; being strategic about experience; conducting structured reflection; planning ahead; and providing feedback and adaptation. The host will share the five levels of Reflective Practice that employees move through (Limiting, Awareness, Adequate, High Performing and Legacy), and will also discuss research findings linking the Reflective Practice behavior to employee engagement outcomes. The session will conclude with an interactive discussion of Reflective Practice within the attendees’ organizations.
Join us for an introductory look at the importance of Emotional Intelligence in the workplace and in life.
The Glowan Principals will translate the latest science on emotion and performance and will review practical strategies for leaders and team members to become more effective.
This 1 hour content-packed Emotional Intelligence Webinar includes the following:
The Emotional Intelligence presentation
An Emotional Intelligence overview of what it is and how it's being applied today.
A link to our Our white paper "Applying Emotional Intelligence: Why Successful Leaders Need This Critical Skill".
What you will learn:
How to use emotional intelligence to gain an honest and accurate awareness of yourself
How to monitor and adapt your own emotions and behaviors for your benefit and that of your team and department
How to be more decisive with decision-making techniques based on emotional intelligence
Have a positive influence on the emotions and motivation of others
And much more!