Click the "add event" button to create a listing for your event
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 the virtual exhibit hall. You will have the opportunity to ask questions as it relates to the overall program, prior to its commencement. <br />
This virtual event introduction is not elgible for an HRCI credit.
“Leading from the MIddle” will present ways that managers can create and leverage their influence to build coalitions in order to effect positive change and achieve organizational goals. Managers who lead up are those who can influence across boundaries because they have the trust and respect of senior leaders and colleagues. “Leading from the Middle” is essential to mangers who want to achieve sustainable results that complement the mission of their organization.
Leading up is a form of managing up, but with a difference. Both practices are focused on helping the leader do his job better. But in leading up, the person leading up demonstrates a degree of selflessness so that the organization can benefit. It gets to the root of what leadership so often focuses on, doing what is right for others, even when it means putting yourself aside.
Managers who participate in the “Leading from the Middle” program will be able to:
• Define the role of leadership in achieving sustainable results
• Use influence to effect positive change
• Gain trust of colleagues and senior leaders
• Affirm the organizational vision, mission and values
• Reinforce the bond of trust between leader and follower
• Embrace transformation – e.g., change!
“Leading from the Middle” will cover topics such as how to:
• Influence up, down, and across the organization
• Lead bosses to achieve greater results
• Build coalitions of peers
High-potential executives; middle managers
Participants will learn to exert positive influence in order to lead bosses and peers to achieve inspired results
Limited resources often prevent companies from investing as much as they should in the next generation of leaders. Professional coaching is generally reserved for C-level executives, while middle managers, many of whom will be tomorrow’s leaders, receive training, but not coaching. This “coaching gap” keeps many future stars from reaching their full potential.
In today’s demanding business environment, where HR budgets continue to shrink, how can organizations develop this pool of future leaders? Well-known OD consultant and executive coach Howard M. Guttman believes that self-coaching is a cost-effective solution to the challenge. His 7-step self-coaching process is based on the executive- coaching model that he has used with senior managers for more than 20 years. He has now adapted the model for use by anyone who wants to take his or her career to the next level.
One of the major advantages of self-coaching is that it does not require external resources; organizations can tap into their in-house expertise—HR professionals—to provide self-coachees with the support they need to reach their goals. In this session, Howard will discuss how HR can encourage and facilitate self-coaching for high-potential employees who aren't in line for company-sponsored executive coaching. Once HR professionals understand and master the process, they can assist colleagues at each step of their journey to breakthrough performance. The results: increased leadership bench strength, fully engaged and energized employees at all levels, and a way for HR professionals to help shape the future of their organization.
Howard M. Guttman is principal of Guttman Development Strategies, Inc. (GDS), a Mount Arlington, NJ-based management consulting firm specializing in executive coaching; building horizontal, high-performance teams; strategic and organizational alignment; and management development training. GDS has been ranked as a top Leadership Development consulting firm by Leadership Excellence magazine, which also named Mr. Guttman to its list of “Excellence 100 Top Thought Leaders.” Mr. Guttman’s most recent book is Coach Yourself to Win: 7 Steps to Breakthrough Performance on the Job and in Your Life (McGraw-Hill, 2010). He is also the author of Great Business Teams: Cracking the Code for Standout Performance and When Goliaths Clash: Managing Executive Conflict to Build a More Dynamic Organization.
We’ve probably all seen the famous episode of I Love Lucy where Lucy and Ethel have the difficult job of wrapping candy from a fast-moving conveyor belt at the factory. During this interactive “working” session, we’ll explore why speeding up a broken process doesn’t always give a better result. Attendees will learn (and apply) concepts and strategies for mapping out key processes in their organization, and how to improve the performance of those processes.
During this session, we will ask you to:
• Identify a process in your organization that needs to be improved
• Write a concise problem statement and learn to analyze a problem in a systematic way
• Determine who should be a part of the process improvement team
• Learn how to Identify causes of recurring problems and issues
• Approach problems by breaking them down, weighing priorities, and identifying actions
So why does this approach work? Some of the key Quality themes include:
• All work involves a process; Processes are measurable
• There are customers and suppliers for every process
• Processes can be measured for efficiency, effectiveness, quality, and satisfaction
• Improvement requires measurement and analysis
• Many quality processes linked together make a quality system
Bill Wagner, CEO and co-founder of Accord Management Systems, is a behavioral expert, author, a highly sought after speaker (he is a CSP with the National Speakers Association), coach and executive consultant. He knows entrepreneurial business and relates his knowledge to others in a quick, succinct manner with phenomenal take-home value. He speaks over 50 times a year to CEO groups on a variety of topics – not necessarily an expert FROM your industry but he speaks on a topic that is germane TO your industry. He is a SUBJECT MATTER EXPERT whose company has a four year contract with Kaiser Permanente as a preferred consulting partner as well as many other clients in the healthcare industry. In his book, “The Entrepreneur Next Door,” 1,509 successful business owners were surveyed. 80% were strategic thinkers with a big picture orientation (“Generalists”). 20% were more tactical in their thinking with strong levels of expertise (“Specialists”). Both groups were equally successful. They shared the following in common: Four common tenants to successful leadership.
1. They understood the behavioral requirements of their position.
2. They understood their own behavioral characteristics.
3. They understood the GAP that existed between themselves and their position.
4. They had the wherewithal to manage that GAP.
In today's economy we need to ask tougher questions than ever before. Even though most employers may not be adding new employees to their current staff, it does not preclude them from upgrading their staff and creating the team needed for managing the recovery. We are going to survive this economy no matter what. The question is, do you want a staff that maintains the status quo or one that can excel in any environment? This presentation provides attendees with the insights to truly create a Level 5 Team from top to bottom.
Employee Engagement is often characterized as a one-way street, with leadership taking action and employees responding. But organizations with highly engaged workforces know it’s not quite that simple. Organizations, leaders, and employees themselves all play important roles in the creation of employee engagement. Grounded in fresh data and research, this presentation will detail what excellent leaders and organizations do to drive engagement, performance and productivity. Participants will learn the business case for employee engagement, how specific HR practices impact engagement and how to execute them effectively to develop and retain top talent, how extraordinary leaders and organizations can engage their employees, as well as how to empower employees to their own engagement.
Since August 2007, Modern Survey has been conducting a study bi-annually to a nationally representative sample of 1,000 U.S. working adults who match census data in terms of age, gender, and region. Uncovered in August 2010 and validated in spring of 2011, Modern Survey has found five practices which have a substantial pay-off in terms of higher engagement scores.
• Does your company have a clear set of values that most employees know about and understand?
• Does your company regularly measure customer satisfaction and share customer satisfaction information with employees?
• Does your company continuously measure quality and regularly communicate quality metrics to employees?
• Have you received a performance appraisal in the last twelve months?
• Have you attended at least one company-sponsored training session/event within the last twelve months?
One important implication of this data is the idea that the pay-off from implementing these practices depends on the thoroughness and quality of their implementation.
Of respondents that said their organization does all five things, 27% were fully engaged, while only 7% were disengaged. Of respondents whose organizations did less than all five, only 7% were fully engaged while 36% were disengaged. Most strikingly, of those respondents who said that their organization does none or even just one of the five practices, not a single one was fully engaged and disengagement was over 65%.
In this research-backed presentation, Modern Survey President, Don MacPherson, will outline what employees, HR leaders and organizations can do to create a culture of high engagement.
With the popularity of executive coaching has come the position of internal coach, a role that provides coaching services from a fellow employee, usually in one of the HR departments. While the same competencies as external coaches are required, there are additional considerations that accompany coaching internal colleagues and fellow employees. The growth of internal coaching reflects both increased organizational need for coaching and its perceived value to the organization. With that realization, organizations have invested in professional development for those internal resources to more directly build their coaching skills. As internal coaches have proven they are useful and cost effective, their activities have expanded to include onboarding or transition coaching, individual development follow-up to leadership courses, facilitating manager-client development planning meetings, and development through action learning projects. In organizations where internal coaching has several long-established practitioners, they may take on 3-6 month coaching assignments usually handled by external coaches. The result is that coaching is available to more managers, deeper in organizations. While internal coaches feel gratified by this popularity, there are challenges to their activities. A frequent one is to find a balance between time devoted to coaching and other responsibilities that are part of their jobs. Nothing undermines an internal coaching initiative faster than launching it only to find that none of the coaches have time to actually coach. A more daunting challenge is due to the co-worker relationship between coach and client. Internal coaches need to anticipate how to handle unplanned contact with clients and client managers. Informal interactions between internal coaches and a client’s colleagues may also be common, and innocent questions can lead to awkward situations for internal coaches (e.g., “How’s the coaching going?” or “Are you guys still meeting?”). More complex challenges to confidentiality can occur when a coaching client is being considered for a promotion or other change in employment status and the coach has influential connections to the decision makers. Internal coaches need to have both the organizational support and their own backbone to diplomatically sidestep involvement in those types of discussions. Creating and following clear confidentiality guidelines is critical for internal coaching to succeed. If an internal coach is treated as just another HR person, clients may participate in surface conversations but not reveal significant issues that may be important in their development. The effectiveness of internal coaches, therefore, cannot be separated from the organizational context in which they work. The accountabilities, goals, and structure of the internal coach role need to be clarified and described in detail and supported by senior executive sponsors and policy guidelines. It is also vital that their training include organizational policy and guidelines for how they are to operate along with the details of how they will deliver their coaching engagements. Without establishing such guidelines clients are less likely to trust an internal coach’s assurances about confidentiality. Even with these challenges, internal coaching is alive and growing, enriching both the HR practitioners who deliver it and their colleagues who benefit.
These days, it seems that if your role is not changing, your organization is. In this webinar, we explore the different transition “PATH”s that you will experience in your career. While most transition literature focuses on “Place” transitions, we explore all four types:
Place – You join a new organization, switch to a new unit in the same organization, or the scope of your current position expands dramatically.
Assignment – You are given a high stakes, short term assignment.
Team – Your team changes, but you are still expected to hit the same targets.
Heading – Your role does not necessarily change, but your organization is changing around you.
In addition to identifying your transition PATH, you will discover the seven things that slow transitions down, as well as the three areas leaders focus on to accelerate transitions.
For more, see our recent book for leaders who are charged with accelerating execution: Strategic Speed (Harvard Business Press, 2010).
Turnover at the top has increased 170% in the last ten years. The costs to any organization of replacing senior-level executives are staggering. Direct cash costs generally run between two and ten times total compensation, and beyond these costs borne by the company are the costs to shareholders caused by stock devaluations and increased volatility triggered by the unexpected departure of a top executive who was previously heralded as ”a valuable addition” to the company’s leadership team. But beyond these, the greatest and most insidious costs due to turnover at the top are paid by the organization itself in reduced morale, missed opportunities, uncertainty and lost momentum. According to Nat Stoddard, author of THE RIGHT LEADER: Selecting Executives Who Fit (Wiley, 2009), reducing the cost of leadership failures begins with the selection process. Stoddard will present his ideas for (and savings that result from) updating the traditional selection process for Senior Executives and initiating a more holistic approach to executive selection: one in which the focus on the critical factors of character and culture play a leading role. Stoddard, a former CEO and Board Chairman, currently consults on career transitions for senior executives.
Kevin Svagdis, President, Morrison Senior Living
Lynn Cowart, Senior Associate Consultant, Career Systems International
At Morrison, their mantra is “Great Service Starts with Me!” Their team of more than 18,000 employees are dedicated to providing food, nutrition and dining services to healthcare and senior living communities in more than 800 hospitals and senior living communities in 41 states. And they believe that in order to delight customers, they need all 18,000 employees on-board, committed to excellence and highly engaged.
They have adopted an impactful Customer Service Through Operational Excellence Initiative organization-wide, to delight customers. While many organizations look at operations to achieve service excellence, Morrison’s vision clearly centered on their employees: Great People … Great Service … Great Results. And the results continue, year after year as employee engagement increases and customer loyalty continues its upward spiral.
Join Kevin as he shares Morrison’s multi-faceted best practice story as they focused on their people first and delivered a systemic approach to engagement and excellence. You’ll hear the business case upon which they developed their strategy. You’ll learn how they integrated employee engagement throughout their organization, not only in training and communications, but also how they took a full circle approach and integrated it throughout their own internal and external processes, systems and management mindsets.
Lynn will present with Kevin, sharing her own experiences in delivering the initiative utilizing Career Systems International’s full spectrum of solutions and her role as Executive Coach with the leaders and managers at Morrison.
In an effort to make organizations more effective in developing and delivering services, many are looking at how management and staff can use leadership and coaching techniques to improve quality.
Learn how Solution Focused team coaching helped a college team dramatically improve its quality targets and student outcomes. Then, learn a few of the techniques to implement in your organization.
In this webinar, you will:
• Assess different kinds of leadership required to enlist and motivate people to reach their highest potential
• Discover your own leadership style
• Review the principles behind Solution Focused thinking
• Understand how Solution Focus helps find useful change, amplifying it and get to solution talk and actions
• Look at team coaching as an interactive, developmental process which enables coaches to find their own solutions
• Review a few tools you can use right away to create positive results in your organization, employees and yourself!
Organizations generally seem to be stubbornly resistant to change, awash in dysfunctional activities, and unable to take full advantage of their people. One widely accepted explanation for this is that an organization's value arises largely from the quality of its people. In this view, organizations are simply "containers" for the people. As one common remark has it, "Our key resources go out the door every night." It follows that if there are problems, they can be located in the misbehavior of specific individuals, and the appropriate "fix" is to identify and replace or retrain them.
This reflects a serious misunderstanding of how organizations actually work, the sources of their (in)effectiveness, and is a key element in their supposed resistance to planned change. These traditional views are not simply "wrong", of course, or they would not be so widely accepted. However, they are incomplete in that they seriously understate the importance of the organization's structure (meaning, essentially, not merely the organization chart, but everything BUT the people -- that is, everything else in the organization.)
These two perspectives together create a much more accurate understanding of an organization's behavior, productivity and response or openness to change, and provide its management with more effective options. In the presentation, I will describe this approach in some detail, offer guidance for diagnotic instruments, illustrate some of the sorts of action options it enables and show how an organization's managers and leaders can systematically bring about more effective results and more engaged people, through more helpful structures.
This framework also has major implications for training, organizational design, indicators of individual and group performance, and planned change itself. Among other things, I will also show how "culture," often seen as "the" problem in change, is actually itself more amenable to direct modification that is usually assumed. This suggested framework is based on the work of Rosabeth Moss Kanter (some of it with me) and its extension to practice.
Finding Tomorrow's Leaders Today is most important in today's environment. By 2012, the 55-and older segment of the work force— the group most likely to hold senior management positions—will have increased to 19.1%. The projected annual growth rate of this age group is projected at 4.1%, nearly four times the rate of growth of the overall workforce.
The critical factor is that according to a survey performed by ExecuNet, an Internet career management resource for executives and senior-level managers with salaries above $100,000, reports that 57% of executives are in transition, and the ranks of executives who are “employed and actively in a job search” is a whopping to 28%. That indicates that more than 1 out of 4 seasoned managers in the work force by 2012 won’t spend their final work years loyally leading the same organizations for which they work for today.
In order to support sustainability, it is critical for organizations to identify their future leaders today! Of course, hiring from the outside is always an option. However, according to the Center for
Creative Leadership determined that a staggering 66% of senior managers hired from the outside usually fail within the first 18 months. The impact to organizations is enormous!
This lively session is designed to have the participants understand the importance of succession planning and how to begin to implement a succession planning system in their organization that will increase bench strength, employee retention, and ongoing sustainability. The session highlights how to accurately determine the requirements of leadership positions and then how to identify and groom top performers in the organization.
The Art of Influential Leadership focuses on assisting leaders to develop a style of communication that matches the "business language" of each of their direct reports. It also entails a commitment to weekly 10 minute coaching sessions using a specific template that limits the interchange to specific needs, action steps and appropriate feedback delivered in a supportive and personalized format.
This one hour session covers personality type and how to recognize your own style as a leader and also the style of each key report. In general people are one of four types with plenty of overlap and room for individual differences. These four types of leaders: autocratic, team-builder, consensus generator or eclectic (uses whatever works at the time). We will discuss each type more specifically during our time together. The strengths and weaknesses of each type will be clearly delineated.
Similarly, direct reports are expressive, pragmatic, cautious or eclectic as well and respond to a leadership style that meets their core personal and professional needs. The challenge is to match styles and stay in the moment while using the coaching template to formulate action steps and offer appropriate feedback.
Next up: the challenging topic of managing up while using the template to communicate with your supervisior in a personalized yet targeted manner that yields next steps and pays attention to both the emotional and business needs of your boss. Sometimes we must deliver "bad news" but the way it is delivered is as important as the content. A case study will be included for your review.
If time allows, we will do a five minute demonstration using the coaching template and a volunteer on the call. You will be able to identify the four components of the session which include opening the session and clarifying the agenda, asking questions for clarity on present personal and professional needs, working through action steps and closing on next steps and setting a time for the next coach session.
The rest of our time together involves several case studies and five minutes of Q&A time at the end of the session. Looking forward to working with you.
We are rapidly approaching a time when shared best practices, standardized global processes, and near-ubiquitous access to information will become the great equalizers in the competitive marketplace.
The new differentiators will be the ability to challenge beliefs, generate ideas that others do not see, and quickly act upon them - the tenets of creative leadership
Based on a recent IBM study which gathered the insights of creative leaders from around the world, this presentation will propose an actionable roadmap for unlocking and capitalizing on the latent creativity within your organization.
Our study participants were in agreement that a mindset change would be required for most organizations to effectively cultivate creative leadership. Specifically, Executives need to understand that:
Creative leadership is a latent resource. It exists within all organizations, and to a greater or lesser degree, within all people. Organizations don’t need so much to build or buy it, they need to unlock it or mine it.
Traditional leadership programs are not sufficient to mine and sustain creative leadership. They may have short-term and incremental impact but it is not leadership programs that creative leaders attribute their effectiveness to. Rather, they point to flexible work structures, catalytic experiences, role models/mentors, and supportive cultures.
Creative leadership cannot be done solo. It requires collaboration, interplay amongst various ways of thinking and perspectives.
Finally, for organizations desiring to cultivate creative leadership, this presentation will discuss the need for novel assessment approaches, catalytic learning experiences, and work structures design to sustain creative leadership, once unlocked.
If your organization is like so many others, the number of women in professional and managerial roles has increased notably over the past two decades. Yet it remains commonplace that the same cannot be said for women in the senior executive ranks that continue to be seriously underrepresented. While many organizations value gender diversity in leadership, they are targeting a broader set of diversity objectives that all too often fall short of focused improvement for the advancement of women to senior positions.
The compelling business case is that organizations with women in top management positions tend to perform better and maintain a competitive advantage necessary for growing the business.
Strategies for addressing this gap need to be specific to accelerating the development of women, but also inclusive of efforts to change the corporate culture to recognize the value of a diverse leadership team.
The Strategic Talent Pool framework presented in this session will yield simple, time-tested action plans that can be tailored and applied by any organization looking to make marked improvement toward their gender diversity goals.