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The Learning Opportunity:
With global economic uncertainty continuing, the fear of more recessions and an increasing competitive environment there is a critical need for leaders to demonstrate the ability to focus on more strategic concerns. Taking a more wholistic view can serve as the catalyst for many leaders to significantly shift their current thinking and behaviors in order to let go of and move away from focusing on operational and functional concerns.
Effective leaders create winning outcomes by being clear about the organizational strategy, integrating both the analytical and human elements and subsequently driving greater levels of understanding and commitment towards a shared agenda. How important are these components to your organization and how effective is your executive team in balancing the strategic analytical elements with the human elements of your organization?
In the middle of the recession Henry Mintzberg introduced the concept of “communityship” as opposed to “leadership” and affirmed in “Rebuilding Companies as Communities”  that “Companies must remake themselves into places of engagement, where people are committed to one another and their enterprise.” Leadership is about relationships, it’s about connectivity. People are stymied from providing high levels of productivity and collaboration if they feel polarized, divided, resentful or distrustful. The 4P’s of Strategic Leadership model reinforces the need for leaders to capitalize on their ability to build meaningful interrelationships with the various groups and individuals with whom they interact in order to integrate and interconnect 4 key leadership strategies: PURPOSE – PRACTICES – PEOPLE - PERSONAL.
The choice for winning organizations in today’s turbulent marketplace is to build more sustainable cultures, create a culture of growth, attract high achievers and encourage people with great potential. Literature consistently reveals that employee engagement does not merely correlate with bottom line results – it drives results. So you have to wonder why so many leaders remain reluctant to actively find and identify the reasons behind the lack of full engagement in their organizations. To fully work at eliminating those reasons and implement behavioral strategies that will facilitate far-reaching engagement.
WestJet Airlines is one of the most admired organizations in Canada. Why do you think over 85% of WestJet employees own shares in the company? Because they believe so strongly in what WestJet is trying to do and are so excited about its strong performance record that they commit their own money into shares. With just this one example, the most skeptical leaders should be left with no doubt as to the fundamental financial and sustainable benefits to be gained by creating work places where employees’ believe in the organization’s products and services, wiling to go the extra mile, understand the bigger picture, respect and collaborate with their colleagues, advance their skills, knowledge, attributes and interests, and take pride in a sense of belonging.
The 4P's Strategic Leadership model reinforces the need for leaders to align their organizations strategic goals, business practices and organizational culture with their human capital needs; to develop and support personal leadership competencies and build healthy, effective organizations. If as a leader, you truly want to build a great organization versus just a good one, the win-win is to develop and nurture a positive work culture where you are clearly seen to believe in the value of investing time, energy, effort, commitment and resources to capture the hearts, heads and hands of your employees. Quite simply, in the words of Jamie Moody, President with Tree of Life Canada, it is time for leaders need to accept that the “People Agenda is the Business Agenda.”
Who Should Participate
Current and potential HR Leaders and Leaders.
Extra Learning Material
All Registered HR.com members are also eligible for:
H. Mintzberg ; "Rebuilding Companies as Communities" S. Covey (2004); "The 8th Habit: From Effectiveness to Greatness"
Human Resources Management
Training and Development
Workforce Planning and Analytics
Internal Corporate Communications
Pay For Performance
PM Succession Planning
High Performing Teams
Mergers and Acquisitions
Creativity and Innovation
Career and Succession Planning
Strategic Decision Making
Vision, Values and Mission
Developing and Coaching Others
Leadership Training and Development
Executive Education Programs (University)
Train Your Leaders
Managers As Leaders
Women in Leadership
HR As Consultant
Public Sector and Non-Profit
The HR Practitioner
Structure and Organization
Foundations of HR
Skills and Competencies
Future of Work
Rewards and Recognition
Integrated Talent Management
Quality of Hire
Developing Organizational Leadership Capabilities
HR in Canada
Canadian Masters In HR Strategy & Execution
Finance, Insurance and Real Estate
HR in Government
What You Will Learn
The 4P’s of Strategic Leadership for current and potential Leaders and HR Leaders alike, provides a personal map to accelerate excellence in the following core business competencies: business savvy; strategy development and execution; maximizing organizational capacity; proficiency in organizational design and development; optimizing internal and external resources for influential decision-making; and building positive and collaborative inter-relationships, both internally and externally. The model is designed to enable you to: - see at a glance how you can create and foster your organization’s integrated vision, direction and alignment, a greater sense of ownership, affiliation and co-partnership for the growth and success of your organization - effectively define, shape, adapt and implement your own interconnected strategies - raise the quality and quantity of strategic thinking and leadership of your organization.
Who is Eligible
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