Welcome to the Institute for Human Resources Developing Organizational Leadership Capabilities 5th virtual event. Thank you to everyone for your participation and support. Over 5700 attendees have joined us to increase their expertise in Developing Organizational Leadership Capabilities. They have been on their journey to set themselves apart from their peers. Don't get left behind! Come join us and learn how to become a leader in Developing Organizational Leadership Capabilities. This two day event is the fifth since the Institute’s launch in 2011. Join us, as we take a look at what has been happening within the Institute for Developing Organizational Leadership Capabilities. During this short, 15 minute session we will review the progress of the Institute to date. We will review the certification program - have you signed up yet? If not, there’s still lots of time. Get an update on the hours accumulated to date. Find out what you have missed, and take a look at what is coming up for the next couple of months. During this session we will: • Introduce you to the Advisory Board • Introduce you to the Institute and the Certification program • Help you learn how to become an expert in the area of Developing Organizational Leadership Capabilities. If you are new to the Institute for Developing Organizational Leadership Capabilities this introduction will cover not only our past accomplishments but also explain why you should continue to participate and be a part of this community. For those with questions regarding the Institute and its content this is your chance to share your ideas. Looking forward to your participation in this event.

As Scott states, “No one teaches a plant to grow towards the light. It just happens. Likewise, as a great leader, you don’t have to teach others to seek your leadership. If you are the light, others will naturally grow towards you.”

Scott’s dual background—serving as an award-winning crisis counselor, and later chief-of-staff of the nation’s largest non-investor-owned health insurance company—taught him that people at all levels want many of the same things: happiness, security, a sense of accomplishment, and the feeling that they are making a difference.

Scott once led a team of 13,000 through a major merger, and turned around a skyrocketing attrition rate, saving his company millions of dollars. When initiating these changes, Scott found that among the highest contributors to a team’s success was the leader’s ability to impart positivity. Scott shows how positive leadership grows better followers and stronger results.

In his years designing and delivering leadership training, Scott acknowledges that the emphasis on leadership development programs is to help those in management learn how to maximize their employees. This workshop makes a departure from that approach. Since leaders can’t give their employees what they don’t first possess themselves, the focus of this workshop is to equip leaders with actionable tips to boost their own personal happiness and positive energy.

In this webinar, Scott uses positive psychology principles, and poignant and often humorous stories, to enable leaders to be a brighter, more consistent light. Whether you're leading a team or a project, you accomplish more and see solutions more clearly when you focus on the right things.

Positive leadership increases performance, unleashes discretionary effort, improves engagement, and even strengthens the immune system! Scott presents research and principles that bring more happiness to you as an individual and leader, as well as to those you lead. Through sharing pragmatic and proven leadership principles, and positive psychology research, Scott imparts positive skills and knowledge to engage yourself and your team, while leaving a lasting legacy as a positive leader.

Through this webinar, Scott aims to bring authentic leadership to life from the boardroom to the family room.

What is the definition of Sustainability?

This is an interesting question with no clear answer. There is not one single established definition for sustainability, and there probably never will be. Sustainability means different things to different companies as well as industries. Sustainability really started with the whole concept of being green, becoming more environmentally friendly, and paying more attention to conserving our planet’s resources. However, sustainability has become much more than that. Sustainability is a megatrend that has turned into a viable business strategy which takes into account business sustainability, economic considerations, governmental issues, as well as strong opinions from customers and stakeholders.

Whether or not you know what sustainability will mean for your company or how to define it, sustainability is here to stay. Kevin Myette, Director of Product Integrity at Recreational Equipment, Inc. (REI) claims, “sustainability is the next quality movement,” and “transparency is no longer optional.” And, “it is no longer just for big companies.”

Where did the term sustainability come from? The term sustainability actually emerged in the 1987 report by United Nation’s World Commission on Environment and Development (The Brundtland Commission) entitled Our Common Force. The Brundtland report simply defined sustainability as follows: to meet the needs of the present without compromising the ability of future generations to meet their own needs. Based on an urgent call by the General Assembly of the United Nations, the World Commission on Environment and Development was asked to formulate a global agenda for change.

This presentation is designed to introduce the concepts of sustainability, the reasons why every company needs to develop a sustainability plan, the components of a sustainability plan, and the action planning steps to create a plan.

The presentation also includes a look at five case studies of varying businesses to help the participant understand the benefits of creating a sustainable business.

This professional presentation will provide detailed information regarding trends in Multi Dimensional Training and Leadership development. Your presenter will then break these trends down into specific implementation steps that can be used by companies of any size to create a multi dimensional training program customized for your employees needs that will meet your specific goals.

Discussion will center on both the pros and cons of developing this type of training program. The importances for attendees to realize that there are concerns among every employee group when it comes to implementing multi dimensional training – for example, what does this have to do with my current work status or career? Failure to recognize potential employee concerns can lead to poor participation and negativity.

Participation requirements will be discussed as well. Participation remains a core element of true success with training. If participation levels are not high enough, then any training program, however professional; may not have any long lasting impact on your company culture or results.

Additionally, popular components of Multi Dimensional Training will be discussed at length so that HR Professionals are able to understand how to assess their own employee base. Some examples of potential Multi Dimensional Trainings include –
– Personal Goals
– Life Assessments
– Developing Confidence
– Career Growth Objectives
– Family Growth
– Financial Health
– Life Issues
. HR teams must consider what types of results they are looking to achieve and what is important for their employees prior to deciding what classes to make part of their training calendar and whether to make it a requirement.

Companies of all sizes are waking up to realize that life has become more difficult over the last decade for their employees. Employees are experiencing lack of financial health, family time, and anxieties are on the rise. These trends indeed impact the morale of our employees. Providing a culture that allows for professional dialogue and tools to deal with increasing life anxieties – while establishing a professional mix and boundaries; can lead to increased productivity and decreasing turnover rates.

Corporate talent development initiatives are built on what are believed to be exemplary models and comprehensive competencies. And they work to some extent. But wait a minute. Take a look around. Women just don’t seem to make it to the top of most corporations. Have you ever wondered if part of the reason is that there’s something missing from conventional approaches to talent development?

There is, and during this webinar you’ll learn exactly what.

You’ll walk away understanding why conventional messages about leadership underserve women and the 3 systems where corporations fail women.

During this highly interactive session, participants learn:
•       Why most of today’s leadership models rest on a 2-legged stool.
•       How this instability disadvantages women.
•       3 steps you can take to strengthen your talent development initiatives.

You will walk away better knowing how to make substantial contributions to their organizations talent development strategies!

Design Overview
• Development of a comprehensive, innovative and practical leadership definition and related interdependent 3-part model of leadership.
• Analysis and validation of the 2-Legged Stool that is the most common platform for today's leadership development.
• Presentation of The Missing 33%™ - The absence of this 3rd leg has a profound negative impact on women.
•       Research that explains why "As Leaders Women Rule", but Still Face a Glass Ceiling – details the importance of The Missing 33% to advancing women.
• The 3 systems where you must have a 3-legged stool for bias-free talent development.
•       Actions to Take – 3 steps you can take to put your talent development strategies on a 3-legged stool.
•       Q & A

According to the groundbreaking Zenger/Folkman study of 30,000 leaders and 300,000 employees, the top 20% of leaders (based on 360-degree feedback) provide the greatest return on investment to their organizations, the middle 60% make a profit and the bottom 20% lose money for the organization. What is the difference between the groups? The top 20% have mastered 3-4 leadership competencies while the middle group only one. The bottom 10% are failing at leadership to the point that half the employees who report to them are thinking about quitting their jobs. The impact of having more leadership competencies is greater employee retention, commitment and morale and higher customer satisfaction and productivity…and is directly correlated to revenue growth.

In “Getting the Most from Your Leadership Development Investment”, leadership consultant and Director of Corporate Programs for CTI, John Vercelli takes the Zenger/Folkman research results and shows you how to improve the performance of your leaders, no matter which group they fall under. Treating each leader differently is key as they each have different needs in growing their competencies. Developing relationships is critical to this process and determining which kind of conversation is called for is, too. John helps you learn to discern whether a problem-solving, training, mentoring, developing or coaching conversation would be most appropriate and effective with each person and in each situation. You’ll also learn the most common mistakes of working with the low, middle and high-performing groups and identify one possible action that will enhance your company’s leadership development approach immediately.

Engagement is the top priority among most HR Leaders today, and it’s no wonder! A recent Towers & Perrin study revealed that 40% of employees identify themselves as disengaged or disenchanted, while only 20% identify as engaged. These data are especially troubling given that research shows engagement drives results. Engagement also has the power to build or destroy customer loyalty—just ask FedEx about the negative impact of a recent viral video of a disengaged delivery man. For these reasons, no enterprise can succeed in today’s fast-paced competitive marketplace with only 20% of its workforce fully attending and participating.

From our field experience with strong corporations like Alcoa, General Mills, Hewlett-Packard, and P&G, we have observed the direct relationship between leadership and engagement. Unfortunately, the leadership models that served enterprises large and small over the past 50 years are no longer capable of attracting and engaging today’s workforce. For example, the Pyramid Model, which came to prominence in the 1950s, placed organizational leadership responsibilities in the hands of a few formal leaders at the top. But, Generations X, Y and Z are not responding to top-down leadership like employees of the past have done.

The organizational leadership model that can best spawn employee engagement and performance reliability from today’s workforce is Asynchronous Leadership. Building Asynchronous Leadership capabilities across an enterprise enables “always-on” engagement and performance. Asynchronous Leadership also addresses the challenge of leading an increasingly global, mobile workforce. Finally, the Asynchronous Leadership Model is aligned with a collaborative Organization Design—an essential pillar of Sustainable Peak Performance in an Always-On World.

Organizations spend millions of dollars annually to develop leaders and that does not count the amount spent to find potential leaders. Corporate America is in love with Leadership.
Although it is the followers that do most of the work, leaders are essential for setting direction, establishing teams, motivating and coaching team players. We believe it is accurate to say the most successful leaders are leaders with high levels of Emotional Intelligence.
Learn the Emotional skills that determine the difference between, non-leaders, leaders and exceptional leaders. The 5 composite model of EI and its division into 15 sub-scales, help hiring managers "see what is under the hood" of an individual before they hire them.
Superior leaders develop superior organizations. By understanding the components of leadership and the large role emotions play in success, you will help your organization become more effective and efficient.
Learn how to match emotional skills with leadership styles. See how Self-Awareness, for instance, is the beginning of leadership. Understand how the ability to express one's self becomes a building block to leadership success. Enhance your decision making skills by understanding the components and how skilled your candidate is in each of three different areas.
Learn how interpersonal skills multiply the success of leaders and the need for high levels of empathy and social responsibility.
See how stress management can transform failures into successes. Finally, understand the state of well-being or happiness felt and understood by the candidate.
Learn how to leverage the dollars your organization invests into leaders and leadership.

Sustainability means different things to different companies, and it should as size of company and industry will most definitely play a role in the definition. However, there are commonalities to sustainability that apply to every business, and it is a profitable proven business strategy when implemented effectively. It creates a competitive business advantage while positively impacting the environment and your future ability to do business.

It all begins with alignment. When the core components of any organization are aligned, it leads to profitability, loyal customers, long-term growth, and Systems Thinking which are all important measurable business outcomes. This model is a great way to illustrate the importance and business value of alignment. The three core business components that should always be in alignment are: People, Process, and the Environment.

When the components are not aligned and the People area stands alone, companies have a tendency to focus on solving problems, putting out fires, and reacting to challenges as they arise.

When the Processes are not aligned and there is no strategic focus, a departmental mentality starts to bubble to the surface. Variation starts to creep in and each department tends to focus on their own self-interest in lieu of process efficiency and effectiveness resulting in a silo-oriented attitude.

When organizations focus solely on Environmental issues apart from their strategic direction they are often doing so merely to comply with regulations or standards set by some governing body. “They have to,” so compliance is viewed as an expense. Or perhaps even worse, they are giving the concept of sustainability lip service because customers and stakeholders are beginning to grumble.

However, as the components start to align, you can see how alignment in the areas of People and Process can create innovation. The organization begins to prevent problems, looks for ways to do things faster, and promotes interdepartmental teams and employee loyalty.

As Process and Environment begin to intersect, it immediately creates departmental alignment, more efficiency within the supply chain, and promotes an environment of Systems Thinking.

As the areas of People and Environment come together, it creates employee engagement, proactive decision making, and fosters a commitment that sustainability is part of the overall culture. This will positively enhance profitability.

Are the core components of People, Process, and Environment in alignment in organization? How do you know?

If your organization is currently out of alignment, how much business might you be leaving on the table? How many customers could you be losing?

What business outcomes and objectives would you achieve if your business were consistently operating in alignment?

Many businesses today are experts in management and very good at responding to the 24/7 stock valuation culture. But what if the management of a team, a department or the whole organization is expertly executed but is lacking in leadership? For the short term the effects might be marginal, but over time the consequences can be devastating.

People can be leaders in title but not display the attributes of leadership, conversely there are those who don't have these titles, but do express these qualities. Everyone has their own unique leadership style but there will be times when you have to adjust that style to suit the situation and the group.

There are four domains of leadership and high performing leaders understand how to integrate all four effectively..

First, leaders must hold a vision and be able to enroll others into it. They do this with passion, energy and creativity. They inspire trust and through this others will invest themselves in the organisation. This is called Leading with Vision.

Second, they set direction and ensure the underlying purpose is crystal clear. They know how to create a compelling case for change that is focused on customer needs. They create focus and determination in the organization. This is called Leading with Drive.

Third, these leaders build the organization’s capability to deliver consistently and reliably. They focus on execution and ensure the organization achieves its goals. We call this Leading to Deliver.

Finally, they know how to bring out the best in people and unleash talent. They can tap the full potential of everybody through a coaching style that empowers others. We call this Leading through People.

On this Webcast you will explore these four domains of leadership, discover the value of integrating qualities in each domain into your leadership style, identify your own leadership qualities and learn how high performing leaders can create a culture where normal people can achieve extraordinary results.

As the economicenvironment becomes increasingly challenging, leaders everywhere are searching for new ways to keep their people engaged and productive. Now, more than ever,companies are depending on employees to operate at full potential in order to deliveroutstanding results.

Identifying employee passions and aligning them with workroles is a critical factor in generating top performance-- the kind that stimulates discretionaryeffort beyond that for which the company is paying the employee. In the flatter landscape of a global economy, being able to harness employee passions will provide your organization with a competitive edge and the opportunity to expand beyond success--to significance. If you're not convinced that you understand and are leveraging the passions of your entire workforce, this presentation is a must see.
This high levelpresentation will demonstrate the strategic link between employee skills, passions and values, and critical organizational roles. The strategic application of specific passion archetypes in times of great transformational change (economicand organizational) will be discussed. The presentation will also allow participants to be introduced to breakthrough concepts in the areas of strategic staffing, employeeengagement and employee development. Purpose LinkedConsulting President, Alaina Love will share research and field work that describes:

- How harnessing employee passions provides a new competitive edge
- How employee passions impact affiliation to your organization
- Strategies for using passion to create a high performing culture
- How to improve the investment that you are already making in employee development

Is your organization as successful as you want it to be? How much more successful would your organization be if all your leaders performed at the level of your very best leader? Do you know who your best leader is and what leadership competencies they possess? Do you have a process in place to objectively identify and develop your future leaders? Are your investments in leadership development paying off?

If you answered ‘no’ to any of these questions, then be sure to attend this informative webinar on how to develop and enhance your organizational leadership capabilities.

While 84% of high-performing organizations invest in leadership development, most organizations do not use a strategic process to develop the leadership capabilities of their current and future managers.

During this webinar, participants will learn about several research studies that support the business case for strategic leadership development. Participants will take away a 4-step process to guide the strategic development of their leaders. Participants will enhance their understanding of several key leadership development tools including, how to: design a leadership competency model, measure leadership performance, assess an individual’s potential for leadership success, and create targeted individual development and optimization plans. 360 multi-rater feedback surveys and the personality assessment, WorkPlace Big 5 Profile will be reviewed. We will also discuss creative ways to develop leaders beyond traditional classroom or online training.

If you are a business or HR leader who wants to hire and promote the right people into leadership roles, identify and develop your emerging leaders, and/or help your existing leaders drive better results, then be sure to attend this webinar!

2012 will see a continuation of the ever-increasing world of competition at both the domestic and global levels. Yet in the on-going effort to strengthen competitiveness the real solution is too often times not only ignored but also actually compromised. Competition is never won on the basis of size, technology or capital. It is won on the basis of people working together in a supportive and collaborative environment with a common cause and objective.

In this session participants will learn the critical elements necessary to build an outstanding team committed to achieving outstanding performance. By focusing on seven (7) essential elements every organization can increase their overall performance while strengthening their fundamental characteristics.

Principles to be covered include:

       1. The #1 objective of every organization
       2. How every organization is structured the same
       3. The importance of organizational balance and role alignment
       4. Internal relationships-their foundation and importance
       5. The 3 priorities in every organization and their alignment
       6. Who is your competition and your competitive advantage/disadvantage
       7. The 3-Hs of performance

The difference between those organizations that succeed and those that do not will always be found in leadership. With every organization regardless of business sector having the same overall objective and being structured essentially in the same way, the difference rests with how effective leadership can create a balanced environment where outstanding performance is common. An environment where minimum expectations are secondary to expectations of how every person should act, think, and behave.

For those organizations that are non-union there are two paths you can take. Fight a union campaign or create an environment where people do not believe a union is necessary. One is reactive where the other is pro-active. One will lead to ultimate failure, while the other ultimate success.

Any leader that desires to help make their organization better, stronger and more competitive should join this presentation to look at a number of basic concepts from a different perspective that will alter the existing mindset.