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Welcome to the Institute for Developing Organizational Leadership Capabilities! A special thank you to our speakers and our attendees for your participation and support. Join us over the next two days for our exciting lineup of informative sessions covering the hot topics and trends surrounding the Developing Organizational Leadership Capabilities community. Amy Niras, Community Facilitator and Advisory Board member will update you on the Institute's accomplishments thus far and will highlight the event calendar for this session.
During this short, 15-minute session, Amy will provide an overview of the certification program (have you signed up yet?) and an update on hours accumulated to date. Find out what you have missed, and what is in store for 2014.
Throughout this session we will:
• Introduce you to the Advisory Board
• Introduce you to the Institute and the Certification program
• Offer an opportunity for YOU to host an educational session and educate your peers
• Learn why this Institute is important to the Leadership Industry and how you can contribute to its success
The purpose of this session is to provide you with not only our past accomplishments but 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. In addition, for those of you who have not participated in one of these events in the past, you will be shown how to navigate through the event. Amy will share how you can become IHR certified and the Exam process.
For those with questions regarding the Institute and its content, this is your chance to share your ideas. Don’t forget, this is a great opportunity to converse with our industry experts. Looking forward to your participation!
Do you have more than one boss? Do you collaborate with people who are in different functions and locations? Learn how to develop the matrix mindset for success.
In the past, most organizations were structured "vertically" around functions and geography. Clarity, predictability and control were the points of emphasis. As business became more complex and integrated, work increasingly cut across these boundaries. Global customers, integrated supply chains and business functions and common processes mean that work flows horizontally across the organization.
Many companies have responded to this by introducing a formal matrix structure, where people have more than one boss and cross-functional collaboration becomes the norm. But this way of working means a big step up in complexity in leadership and collaboration, and organizational structure alone will not bring about business success.
In this session, Kevan Hall, CEO of Global Integration (www.global-integration.com) and author of "Making the Matrix Work: How Matrix Managers Engage People and Cut Through Complexity" will identify some of the key challenges with working in a matrix organization. These include:
• Creating clarity in a more flexible environment
• Staying both connected and effective – avoiding the trap of too much teamwork in cooperation
• Handling accountability without control
• Building the matrix mindset and skill set
Based on his work with over 300 major multinationals in more than 40 countries, his time as a corporate line manager leading teams in HR, manufacturing operations and strategic and market planning and his experiences managing his own cross-cultural and remote organization with clients and suppliers around the world, Kevan will introduce challenging but practical ideas for succeeding in this more complex world.
HR has the potential to be a highly impactful, strategic business partner to the organization. Unfortunately, it often fails to realize this potential. While it is true that HR must tend to many transactional activities, key HR processes like learning and development, leadership development, talent acquisition, performance management, capability management, and total rewards (compensation and benefits) can be used to help the organization achieve its most important goals and deliver real, bottom line value.
To achieve this level of impact, though, many HR functions will have to be run differently. In short, they will have to be run more like a business. This means that the essential transactional activities have to be run as effectively and efficiently as possible. More importantly, it means that the key HR processes must deliver strategic value. This requires four important steps, each of which will be discussed in the session.
First, key initiatives and programs must be proactively aligned to the organization’s most important goals. This requires meeting with the CEO and other senior leaders before the fiscal year begins to understand the emerging goals and their priorities.
Second, the key initiatives and programs must be planned carefully with goals or targets set for all important measures. This includes getting agreement with the sponsor not just on the expected number of participants and cost but on expected impact, including agreement on measures of success.
Third, the plan must be executed with discipline. This means using management reports in monthly meetings to measure progress against goals, including a monthly forecast of how the year is likely to end.
Fourth, there must be a measurement and evaluation plan in place to determine the success of these initiatives and programs actually. Did they achieve the planned results and deliver the expected value? If not, why not?
The session will focus on these critical, four steps and provide practical guidance for their implementation so that HR may realize its full potential as a highly impact, strategic business partner.
Lots of organizations do leadership development. Some do it well, some not-so-well. But even those who do it well often fall short of the full impact that the program could potentially have. Some organizations fall short by outsourcing leadership development to outside providers who impose their own narrow leadership template. Others fall short by delivering tired content and retread ideas. The key is to build a program that fits your organization’s culture and honors its history, while leveraging best leadership practices from inside and outside your organization.
This webinar will draw on the case study of a $4.5 billion dollar construction company that supercharged its leadership development efforts and, as a result, grew while nearly all of its competitors were shrinking during the Great Recession. The webinar will be co-led by Bill Treasurer, chief encouragement officer (CEO) of Giant Leap Consulting and author of Leaders Open Doors, and Craig Atkinson, director of career development for Walsh Construction. Bill and Craig designed, developed, and continue to deliver the Walsh Group Leadership Initiative, an 18-month high-potential leadership development program.
If you’re interested in learning new ideas for how to maximize the impact of your leadership development, this webinar is for you. Regardless of the content and features your program currently uses, you’ll learn new ways to “supercharge” your program so that participants come away fully engaged and ready to lead. You’ll learn:
• key questions to ask that will help you improve your program’s impact,
• typical and atypical metrics (tangible and intangible) to gauge a program’s impact and ROI,
• approaches for “de-boringizing” your program to keep it from being ‘me too’ or ‘ho-hum’,
• ways of getting the most out of mentoring as part of your leadership development program,
• dual coaching for doubling the impact of executive coaching, and
• specific program features to supercharge your leadership program’s impact.
THIS WEBINAR IS NOT ELIGIBLE FOR EDUCATIONAL CREDITS.
BlessingWhite has been a keen observer of effective leadership for over two decades. In addition, our recent study of nearly 7,000 ‘expert’ professionals indicates that the challenges faced by individuals leading technical professionals are even more complex
In every industry, things are moving fast. New technology, new market dynamics, new client demands, new legislation: all require up-to-the minute expertise to tackle the biggest challenges your organization faces. Your success depends upon the commitment, creativity, and innovation of technical experts across the enterprise. These smart and independently-minded employees create great value, but can also be some of the hardest to lead.
Leaders of expert people and technical teams must be equipped with specific skills to forge engagement while unleashing innovation. For more than 20 years BlessingWhite has conducted research which shows that such leaders of technical people:
• Have distinct workplace needs and leadership challenges
• Increasingly have to lead through influence and inspiration rather than authority
• Have blind spots when it comes to seeing what their teams need and where their leadership falls short
• Have specific learning preferences (i.e., multiple, shorter sessions, and access to on-demand resources).
Leading Technical People+ is based on BlessingWhite’s proven success with hundreds of leading companies, training thousands of technical people. It is exclusively designed to equip managers with skills and strategies for engaging and unleashing the knowledge, expertise, independence, and confidence of today’s specialized knowledge workers: programmers, engineers, scientists, financial analysts and more.
During this session we will review the learning approach, topics covered and explain how Blessingwhite went about rethinking and redesigning the leadership development approach to address the specific needs of this audience.
This presentation will outline how Leaders can become GREAT bosses to their employees. GREAT bosses create and maintain safe, inspiring workplaces where employees thrive and are challenged. Executive consultant, speaker, and author S. Chris Edmonds provides insights, examples, and case studies proving that when leaders demonstrate GREAT boss behaviors, their employees are more present, more engaged, and more productive every day.
The research is crystal clear: employees who work for GREAT bosses are happier than those who work for lousy or even "OK" bosses. They serve customers better, bring ideas for improving processes and services, and team more effectively with their colleagues.
This engaging content describes proven best practices of GREAT bosses in five areas:
o Growth - GREAT bosses create avenues for team members to extend their contributions through new approaches, new skills, and new opportunities
o Relationships - GREAT bosses build positive relationships with and among team members, based on shared values and common goals.
o Excellence - GREAT bosses set clear performance expectations and coach team members to exceed them daily.
o Accountability - GREAT bosses apply fair and consistent consequences to ensure team members do what they say they will do.
o Teamwork - GREAT bosses create a culture of cooperative interaction on their team; that maintains trust and respect more than competitive interaction does.
In preparation for this session, participants will complete Edmonds' online GREAT Boss Assessment (GBA), rating their current boss on the degree to which he or she demonstrates these best practices in daily interactions with team members.
To Access the Assessment: http://drtc.me/gba-1
No matter what role you play in the human resource system, you are a leader even if you do not realize or even understand it! A leader is a person who gets things accomplished with and through people so that at the end the whole group is better off.
In Human Resources, much of the work you take on is designed to turn this invaluable resource into success, however that is measured, and in that endeavor, you are charged with instigating change or improving outcomes. Ergo, YOU LEAD! But sadly, your great ideas and suggestions are not always accepted by the people you report to—even when the change is mandated by a 3rd party. So what can you do? Give up? Lead? You know that giving up is a career limiting choice so leading is your best option.
This webinar is designed to remind you that you may need to fight for what is right. Ron Rael, a leadership expert, will share ideas for convincing others. The fun session covers three keys that will improve your ability to influence the outcome. The best way to convince others is to be confident using your personal strengths in order to influence others.
Ron is the author of the leadership course materials used by the CPA profession and many issues and obstacles these professionals face are the same ones you deal with daily.
By awaking the leader within you and unlocking your abilities to influence the outcome, you will find you enjoy your job more and have more confidence standing up for HR’s best interests.
Be ready to engage in some self-reflection and analysis to discover the stuff you are made of.
Leaders and the success of their plans are determined in the first 100 days of their new role in an organization. Continual high profile exits of the leaders of major organizations – at all levels- from project managers to CEO make it clear that effective planning both prior to; assuming a position and effective, value-based action; and after onboarding make all the difference in longer term success. Success in a former Leadership position doesn’t automatically conclude future triumphs. You can’t assume your typical strategy will work in your new position – you must learn how to adapt and overcome.
This highly interactive presentation focuses on improved techniques for leaders (and those who support and coach executives) to maximize success in the first 100 days and beyond. The session includes assessment methods for examining the cultural, political, team, financial and structural issues that the individual must understand and balance- quickly.
In addition, the session will include new techniques on how to measure the effectiveness of a leadership assignment in the first 100 days in terms of direct contribution to organizational success.
By participating in this webinar, you will find out how industry leaders use these specific, customized plans to support and track assignment success.
This session has helped hundreds of leaders navigate their way through the initial stages of their new roles and beyond. It is aimed at mid to upper level managers of organizations (both for profit and non-profit) seeking to improve their personal effectiveness for mutual gain of the executive and the employer.
Quietly, but steadily, the workplace environment has changed. The context within which leaders need to lead has become profoundly different for a variety of reasons:
· The Internet and social media have given everyone a voice, the means and the power to participate.
§ Gen Y, who are by nature “participative,” have entered the workforce en masse. 46% of Gen Y are multicultural.
§ The globalization of the workforce and customer base has created the ability for a broader reach while revealing diverse needs and multiple voices.
§ New technologies have provided new channels and pathways for communicating that take place with or without leadership or permission to do so.
Any one of these factors, alone, would be challenging but not revolutionary. It is the confluence of these factors occurring simultaneously that demands a significant shift in how leaders lead.
Inclusive leaders know that their success depends on the input of their people. They know that it is critical for them to ensure that their employees have a voice. Great ideas exist outside the boardroom too!
Shirley Engelmeier, author of Inclusion: The New Competitive Business Advantage and CEO of InclusionINC, will discuss why a different kind of leadership is now required to succeed, define the traits and behaviors of an inclusive leader and provide tactics and tools to help them become effective leaders.
She will also will discuss how inclusive leaders create an environment that improves employee productivity, engagement, retention and innovation internally and generate better business results externally by selling more goods and services.
To maximize the effectiveness of your Leadership Development, you should be able to objectively evaluate your leadership strengths and opportunities for development, develop an actionable Individual Development Plan (IDP), and execute on that plan over the long-term. The Own Your Leadership workshop will provide participants with a pragmatic approach and engaging tools to support your Leadership growth.
Participants will complete the Leadership Skills Profile (LSP). Completion of the LSP will give each participant an objective measurement of their leadership strengths & opportunities for development. To access the LSP click here: http://www.sigmaleader.com/workshop/lsp.aspx?WS=A8CDCFCECCD2CECFD2CECEF6CFF6CFF6
Leadership Skills Profile – Focus Report – Each participant will receive a detailed Focus Report that contains customized development feedback on competencies relevant to Leadership success.
LSP – Development Guide – As a companion to the Focus Report, the Development Guide takes you through a structured approach for reviewing your Focus Report results, identifying priorities, and developing a detailed Individual Development Plan (IDP).
By the end of this session, participants will be able to:
-Demonstrate a greater degree of self-awareness as it relates to your personal Leadership Skills
-Utilize several perspectives to validate your leadership strengths and opportunities for development
-Explore what motivates you
Identify development opportunities that benefit you and your organizations
-Evaluate organizational rewards and how to utilize them to drive development
-Prioritize development opportunities with the best chance of success
-Understand how your strengths and development opportunities impact your performance
-Develop a detailed Individual Development Plan (IDP) to enhance your leadership effectiveness
Who Should Attend: This workshop is suitable for Leadership Development Professionals, Training Professionals, Coaches, Human Resources Professionals, Team Leaders, Project Managers, Middle Managers, Supervisors, Executives, Team Members and anyone else who is or will be responsible for managing teams or individuals.