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Guiding others with a "listen, frame, and advance" mindset.
Why inspiring trust is critical to enduring leadership success.
Early in his career, after nine years with General Foods, Doug Conant was unexpectedly and summarily laid off from his job. It was devastating, he recalls, yet kind words from an outplacement counselor not only got him through it, but helped shaped his approach to leadership success. It's in the moments of saying "just the right thing at just the right time" that leaders can make a positive, constructive impact on others.
To sustain the impact of these touchpoints in an enduring way requires adhering to six guiding principles of leadership that he describes, along with inspiring examples of how this can be done. First, think about where you want to end up in your career, and plan accordingly. Be able to make the hard decisions, but be sensitive to soft issues. Be tough-minded with standards and tender-hearted with people. Make a personal connection to the agendas of others to form an enduring relationship. Stay ever alert to what matters most with your strategy, your people, and your actions. And finally, never stop working at leadership: it's the most important thing you do.
With Gary Hamel, Visiting Professor, London Business School
Why our feudal management model desperately needs an overhaul.
Only companies fit for human beings will be fit for the future.
How innovation leaders are "hacking" management processes.
Today's organizations face accelerating change, intensifying competition, rapid commoditization, and a historic shift in bargaining power from producer to consumer. However, our bureaucratic structure of management, invented a century ago, was designed to drive control and efficiency into large enterprises-not rapid response and innovation. To survive, organizations must reinvent management to inspire continual invention and adaptability in all employees.
It's not a task for the management team. It won't happen at a leaders' retreat. In this provocative talk, Professor Hamel suggests companies follow the lead of the social web and crowdsource employees. Ask them: "What do you see in the way you're measured and compensated, in the way we allocate resources and set priorities that work against your capacity to be more innovative, engaged, and work more efficiently?" Open and transparent organizations where hierarchies of meritocracy have more influence than top-down power allocation will develop enduring, long-term advantage.
How Gucci achieved the most dramatic turnaround in fashion history.
The danger of contentment and how success can kill your organization.
Why every single employee-at every level-must know your strategy.
In the past 25 years, thousands of articles have been written about strategy, but virtually none about the leadership vital for doing it well. Strategy has been transformed from an art to a science-but science alone is not enough. Cynthia Montgomery makes the case for bringing people back into the equation. Though you start with ideas, you need leaders to construct a company that brings these ideas to fruition. Leadership is required to define your purpose and form a management model that carries it out.
One exercise Montgomery suggests is to think about death: the death of your business. What would the world be like without it? Would it be the same? If you don't make a difference, nobody will mourn you when you're gone. And if they won't miss you then, how much do they need you now? Knowing what makes you matter to your customers is critical-but even that is not enough. Whatever constitutes strategic advantage today will eventually change. That's why you can't outsource strategy. It takes leadership to watch over an organization, make the hard choices, provide clarity and alignment, and keep everyone fired up and moving ahead together.
Achieve your organization's goals through effective and deliberate collaboration.
How to identify the eight key archetypes of leadership.
Modern management theory has us moving away from a command and control style of management toward a more collaborative style of collective leadership. According to Jim Quigley, this need not be an either-or discussion; some processes within your organizational hierarchy will lend themselves to collaboration, while others will call for a traditional top-down approach.
Based on the results of a major, global research project at Deloitte, which includes case studies of companies such as Apple, Marriott and Tata, this session explores what organizations can learn from innovative leadership styles and how leaders can get people to work together effectively toward their defined goals.
The four essential principles of values-based leadership.
How to identify your core values and what matters most to you.
Focus on doing the right thing rather than being right all the time.
After a twenty-five-year career with multi-billion-dollar Baxter International, including serving as chairman and CEO, Harry Kraemer shares, in this candid and entertaining discussion, practical advice on how to lead while staying true to your moral compass. Values-based leadership is possible for anyone to achieve, at any point in a career, by adhering to four guiding principles of behavior.
The toxic tandem, the mum effect, and other challenges to being a good boss.
Why good bosses make it safe to disagree.
How to predict the most effective leaders in an organization.
Great bosses are self-obsessed-but not for egotistical reasons. The best are those who understand their people's opinions of them and what it's like to work for them. This is no easy task. People in power tend to focus on their own needs over the needs of others. They also believe they have a stronger positive influence over their people than they actually do. From peer-reviewed research and case studies, Professor Sutton found truly in-tune leaders share five hallmark characteristics.
Good bosses are "perfectly assertive": they are aware of people's reactions to them, and adjust, knowing when to push or back off. They have the "attitude of wisdom," dancing on the edge of overconfidence, but with a healthy dose of self doubt and humility. They use a "small wins" strategy, framing big, hairy goals in terms of small, manageable steps. And they eliminate the negatives in an organization, such as competitive superstars or rotten apples. Finally, the best bosses serve as a "human shield," protecting their people from harm, distractions, and indignities.
One of the most important roles of leaders is to cultivate, guide, and coach their team of staff members toward excellence. Leader of the Pack-Steps to Building High-Performance Teams details the steps that leaders can undertake to build the right vision for their staff. The DVD also explains how leaders can shift from being the boss to being a coach. In addition, the DVD reviews 10 common sense approaches to sound performance management.
Leadership Strategies for the 21st Century provides an overview of what health/ fitness professionals can do to get the maximum effort out of themselves and their staff. The DVD details obstacles that could prevent individuals and their colleagues from achieving success. The DVD also explains how professionals can identify their personal strengths and weaknesses and develop their own personal leadership plan.
Among the topics covered:
What is leadership?
Spectrum of leadership
Core components of leadership
Four fundamentals of building leadership credibility
Leadership requires awareness, open communication and the ability to empower others. David makes several mistakes managing Anne, and after a feedback session he makes some changes.
Version 1: Drama only - 9 minutes.
Version 2: With Psychologist Eve Ash commentary - 13 minutes
Part 1: The Sins -David doesn't discuss and agree on the way they will work together, doesn't listen and continually interrupts, fails to acknowledge good work, invades personal space, is inflexible about the way things are done, is oblivious to Anne's body language and the impact of his own behavior.
Part 2: Feedback - Anne gives David specific feedback about his behavior and how it makes it hard for her to work effectively. David acknowledges the feedback and accepts the need to change.
Part 3: Empowerment - David discusses career goals with Anne and brings out her motivation.
Peter Quarry interviews Ann Sherry (AO) CEO, Carnival Australia
Ann Sherry has broad leadership experience in both private and public sectors. In this program she debunks some common myths about leadership and leadership styles.
Ann discusses the qualities of good leaders and strategies for developing these qualities in staff. Her reflections reveal that textbook concepts can be misleading and the pathway to success often lies in knowing your organisation and staying true to your passion.
The Little BIG Things: Leadership DVD in the new Tom Peters training program is an invaluable asset for all levels of your management team. Tom attacks the issues of promotions, employee reviews, communication, teamwork, and setting milestones through his insight and candid conversations that are aimed directly at the viewers.
Do you want your managers "wandering around"? You do if you want them to MBWA (Managing By Wandering Around) just like Howard Schultz the CEO of Starbucks does!
With the ever-increasing emphasis in corporations, industry, and society on flatter organizational structures, team management, and decentralized decision-making, sound leadership is required at all levels of an organization. Concepts of Leadership examines leadership in the context of such a work environment and details the essential concepts of leadership that can be learned and practiced by all employees within an organization.
The different psychological worlds created by fixed and growth mindsets.
How one's mindset about intelligence affects long-term achievement.
Why even the most confident, charismatic leaders can fail.
People are fairly evenly divided between those with either a growth or a fixed mindset about intelligence and talent. And leaders' mindsets, Professor Dweck shows, influence their ability to grow on the job and to develop successful teams. Leaders with a growth mindset (who assume talents can be developed) place high value on learning, are open to feedback, and are confident in their ability to cultivate their own and others' abilities. Leaders with a fixed mindset (who assume basic talents are carved in stone) place greater value on looking smart and are less likely to believe that they or others can change.
How does this play out in an organization? Leaders who believe intelligence is static place little value in developing staff, and in turn foster a fixed mindset environment. However, leaders with a growth mindset value effort in developing abilities and thus evaluate and praise workers to create optimal motivation and teamwork. Mindsets can be taught, and Professor Dweck shares research in how fixed mindsets can be identified and changed to growth mindsets.
Do you want to increase your influence? Are you looking for practical ways to improve your leadership? Effective leaders recognize the importance of continuous learning and personal development. They are also dedicated to empowering and training others. Based on the fourth factor of effective leadership, improvement, this seminar offers ten proven methods for leadership development, including five strategies for personal growth and five strategies for developing other leaders.
Inspirational Leadership to Create Retention-Based Cultures presents a comprehensive overview of how employees can be developed in a manner that enables them to achieve their full potential. The DVD details motivational principles that can be effectively utilized to improve the performance level of employees. In that regard, the DVD reviews how employees can be coached to address their challenges, stay focused, and take responsibility for their actions.
The daily small differences that add up to making you a better leader.
How to make your employees two-and-a-half times as likely to be satisfied with their jobs.
Within all levels of every organization, each one of us has the opportunity to be a leader and a role model. Through our efforts, we can significantly encourage the success and productivity of those around us. But such influence takes work, especially if you want to leave a lasting impact. Based on twenty-five years of research, Jim Kouzes explores the tough and often ambiguous issues that today's leaders must grapple with, including how you can't take trust for granted, why failure should always be an option, and how to liberate the leader in everyone.
Jim explains that leadership is personal-that the people you lead need to know who you are and what you care about before they can follow you. He acknowledges that this closeness may feel risky, but in the end, it makes the task a bit easier when you have to give the bad news as well as the good. In this informative and motivating talk, Jim shares his conviction that we all want to live a life of significance, and he reminds us that the legacy we leave is the life we lead.
Jim Kouzes is the coauthor, with Barry Posner, of a number of books, including "A Leader's Legacy" and the award-winning "The Leadership Challenge," which has sold over one million copies. He is the former chairman, CEO, and president of the Tom Peters Company. The Wall Street Journal has cited him as one of the 12 most requested "non-university executive education providers" to US companies.
How to establish a leadership development plan that actually works.
Why being allowed to make mistakes is critical to becoming a great leader.
The differentiating attributes of extraordinary leaders: walking the talk, communicating powerfully, thinking strategically and connecting with the outside world.
Empirical data shows a distinct correlation between quality of leadership and business performance. Effective leaders are therefore critical to the success of any enterprise. Yet 70% of Fortune 100 executives recently admitted their companies had insufficient bench strength to carry them into the next decade. How can leaders be found to fill this gap? While formal leadership development programs have often failed to achieve measurable results, Jack Zenger believes that average managers can develop the specific traits shared by exceptional leaders-traits that improve retention, customer satisfaction, employee engagement, and bottom-line profitability. Based on the best practices of leading organizations, Zenger defines these characteristics, and offers ten specific recommendations proven to enhance leadership development.
Jack Zenger has authored or co-authored six books including "Results-Based Leadership" and "Handbook for Leadership." He received an MBA from UCLA and a PhD from the University of Southern California. Zenger has taught at USC and served as an adjunct faculty member at the Stanford Graduate School of Business.
Lorraine Monroe doesn't take no for an answer... at least not easily. In a funny, touching, and motivational presentation, Lorraine Monroe explains how to persevere despite setbacks, adversity, and even hostility. She is passionate, funny and honest. Lorraine will motivate you and your team to learn ideas for leading, busting bureaucracy and clearing out the dead wood in your organization.
KEY LEARNING POINTS
Encourage people to be creatively crazy
Put people before paper - every time
Remember to plan: A plan is like pantyhose: It must be examined and it must be flexible
Understand Bureaucracy
"The first thing you say to your staff is the thing they will remember forever."
Leadership is a skill which must be developed and practiced. This program focuses on building new leaders for all divisions and at all levels of your retail organization. With an emphasis on communication skills, we learn some of the specific tools managers may use to improve individual and team performance.
16 attributes that build trust, starting with: "Run a good operation."
Why you need to address the macro situation, not just the new product or factory.
Peer-to-peer influence-why your employees are more trusted than your CEO.
Edelman's annual "Trust Barometer" surveys opinion elites and mass populations across 27 nations, including both developing and developed countries. The latest statistics show a flat-lining trust in business along with more calls for regulation-in spite of steadily dropping confidence in government officials and their ability to get this done.
These trends should be a wake-up call for every business. As Richard Edelman explains, you need to stop worrying about competitors and start worrying about the Public-your biggest barrier to acceptance of new products. This requires listening to customers and communities, adopting the mantra of shared value, explaining "how" and "why" instead of just "what," and showing how you will meet societal expectations of being a force for good in the world.