LeaderMOOC postcards

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Bert De Coutere

Promotional postcards for LeaderMOOC. LeaderMOOC starts Sept. 14 and runs for 7 weeks. Join us at LeaderMOOC.net .

Empresariales Educación

You are born a leader,
or you’re not.
If you disagree, join LeaderMOOC.
Leadership for real. Starts September 14, 2013 and runs for 7 weeks.
Register on www.leadermooc.net.

They say
> You are born a leader, or you’re not.
We say
> Really?
Everyone can become a better leader.
Join LeaderMOOC.net A bold move by the
Center for Creative
Leadership

Leadership courses
are for the happy few
who can afford it.
If you disagree, join LeaderMOOC.
Leadership for real. Starts September 14, 2013 and runs for 7 weeks.
Register on www.leadermooc.net.

They say
> Leadership courses are for the happy
few who can afford it.
We say
> Really? The world needs to ask itself
how leadership development became
so elitist.
Join LeaderMOOC.net A bold move by the
Center for Creative
Leadership

Leaders are people
who tell other people
what to do.
If you disagree, join LeaderMOOC.
Leadership for real. Starts September 14, 2013 and runs for 7 weeks.
Register on www.leadermooc.net.

They say
> Leaders are people who tell other
people what to do.
We say
> Really? Leaders are people who
bring out the best in other people. It’s
not about you, it’s about them.
Join LeaderMOOC.net A bold move by the
Center for Creative
Leadership

There are standard
rules for becoming a
good leader.
If you disagree, join LeaderMOOC.
Leadership for real. Starts September 14, 2013 and runs for 7 weeks.
Register on www.leadermooc.net.

They say
> There are standard rule for becoming
a good leader.
We say
> Really? Rule number one: there are
no fixed rules. Make up your own
mind, make up your own leader.
Join LeaderMOOC.net A bold move by the
Center for Creative
Leadership

Leaders are people
in suits.
If you disagree, join LeaderMOOC.
Leadership for real. Starts September 14, 2013 and runs for 7 weeks.
Register on www.leadermooc.net.

They say
> Leaders are people in suits.
We say
> Really? The world needs all kinds of
leaders: in companies, in
communities, in schools, in projects, in
society, ...
Join LeaderMOOC.net A bold move by the
Center for Creative
Leadership

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Don’t try to change anyone and eight other ways to lead global organizational development Bob Tobin W e humans are a strange bunch when it comes to global organizational development (OD). We expect others in an organization to change, but we are often very reluctant to change ourselves. We advocate organizational learning and development, but are sometimes slow to learn and develop ourselves. Some of the smartest people are the most reluctant to learn (Argyris, 1991). Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new techniques and employ coaches to improve their skill. Yet, some executives run the other way when the idea of employing a coach is suggested for them. Are they really at the top of their game? We know intellectually that global OD is tough and takes time, but that doesn’t stop us from rushing to implement new programs. Too often, we rush through the phase of assessing readiness which is so important to any OD effort. Last week, before I went in to speak with executives at a regional bank, a marketing vice-president complained to me, ‘‘They just do not understand that they have to change to keep up with changes in the marketplace’’. I asked how he’d feel if he were in the same position. He said, ‘‘No problem. I’m different, I love change.’’ Really? I wonder. How many people really love to change? No doubt, some do but why do most of us encounter so many problems when we lead change and development efforts? There are many articles written about resistance to change, so what can we do as leaders to make success more likely? In particular, how can we better prepare people to make it easier to lead global OD in our organizations? These are questions I think about a lot. I struggle with these issues too, personally and professionally. In 25 years of consulting, coaching and speaking to global organizations, I’ve seen OD programs that really stuck and made a difference in organizations and people’s lives. I’ve also seen so many expensive initiatives that did little more than waste money and drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help you and your organizational leaders be more successful in what you are doing. Be authentic not corporate. I put this one first because it’s at the heart of leading OD. No one wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If there is going to be expansion of the research centres in Amsterdam, let people know. The most effective leaders I’ve worked with remind me of Nelson Mandela. ‘‘Call me Nelson’’, he tells people. And he’s not afraid to dance on the stage either. Show your humanity – do not hide behind rules or flaunt your position. Connect people. Bring people of all countries together, either in person or on-line. Get people working together on global teams; help them get to know each other and you. Learn words and expressions in many languages and learn about.

Don’t try to change anyone and eight otherways to lead globa.docx

Don’t try to change anyone and eight otherways to lead globa.docx

Don’t try to change anyone and eight otherways to lead globa.docx

elinoraudley582231

Don’t try to change anyone and eight other ways to lead global organizational development Bob Tobin W e humans are a strange bunch when it comes to global organizational development (OD). We expect others in an organization to change, but we are often very reluctant to change ourselves. We advocate organizational learning and development, but are sometimes slow to learn and develop ourselves. Some of the smartest people are the most reluctant to learn (Argyris, 1991). Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new techniques and employ coaches to improve their skill. Yet, some executives run the other way when the idea of employing a coach is suggested for them. Are they really at the top of their game? We know intellectually that global OD is tough and takes time, but that doesn’t stop us from rushing to implement new programs. Too often, we rush through the phase of assessing readiness which is so important to any OD effort. Last week, before I went in to speak with executives at a regional bank, a marketing vice-president complained to me, ‘‘They just do not understand that they have to change to keep up with changes in the marketplace’’. I asked how he’d feel if he were in the same position. He said, ‘‘No problem. I’m different, I love change.’’ Really? I wonder. How many people really love to change? No doubt, some do but why do most of us encounter so many problems when we lead change and development efforts? There are many articles written about resistance to change, so what can we do as leaders to make success more likely? In particular, how can we better prepare people to make it easier to lead global OD in our organizations? These are questions I think about a lot. I struggle with these issues too, personally and professionally. In 25 years of consulting, coaching and speaking to global organizations, I’ve seen OD programs that really stuck and made a difference in organizations and people’s lives. I’ve also seen so many expensive initiatives that did little more than waste money and drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help you and your organizational leaders be more successful in what you are doing. Be authentic not corporate. I put this one first because it’s at the heart of leading OD. No one wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If there is going to be expansion of the research centres in Amsterdam, let people know. The most effective leaders I’ve worked with remind me of Nelson Mandela. ‘‘Call me Nelson’’, he tells people. And he’s not afraid to dance on the stage either. Show your humanity – do not hide behind rules or flaunt your position. Connect people. Bring people of all countries together, either in person or on-line. Get people working together on global teams; help them get to know each other and you. Learn words and expressions in many languages and learn about ...

Don’t try to change anyone and eight otherways to lead globa.docx

Don’t try to change anyone and eight otherways to lead globa.docx

Don’t try to change anyone and eight otherways to lead globa.docx

Week 4: Sept 11-17 · Download · Send to Binder · Print Week 4: Leadership Approach and the Diamond Model Rockfish Background Thoughts I was pleased when I thought about how well last week went with the new mentoring program. The others leaders seem to be happy as well. Josie Jasper, head of shipping, expressed as much. Josie commented that she had not known about the idea behind Flatarchies. She struggled with transition problems in her department. She thought she might review the idea some more. So far so good Rockfish mused. Implied in last week’s work was the important idea of a leader’s approach. Leadership definitions and styles can help a leader begin to frame a way of thinking about leading others but leadership is far more complex. The leader must develop a leadership point of view or perspective if they are going to be successful. Separate from leadership style he thought, a leader needs to define leading for one’s self. Exposure to Clawson’s Diamond Model of Leadership is the focus of this week’s take away. Rockfish remembered that Clawson’s book “The Three Levels of Leadership”, makes the ascertain that leadership is a point of view, a way of looking at the world that holds value in both the position a person holds and in his or her attitude. Further, a leader will never be successful if they do not manage their own energy as well as those around them. This week’s agenda will start with the idea that successful leaders have a leadership perspective. Theme 1: A leadership approach is a way of looking at the world around us. Most people when thinking of leaders focus on the idea of the CEO, people in the positions 10,000 feet up in the organization. However, Clawson (2009) suggested that leadership is not about position but about approach. People who inhabit positions of authority may or may not be leaders. This week our discussion will focus on what is meant by a leadership perspective and what it is not. A leadership view is, as Clawson (2009) suggested, a habitual way of seeing the world around us much like the answer to the glass is half-full or half empty question. A leader's viewpoint may bias the way they perceive their relationships, work habits, and leadership skills. The approach of a leader is most often seen in their attitude. So, what exactly is a leadership perspective? Well, Clawson first defined it by showing how the attitude of the leader differs from other persons in an organization. Below is a short comparison chart that helps summarize the attitude cues of those people that may appear in an organization. Attitude Language Cues Follower What do you want me to do? Do I get more authority? Can you clear the obstacles from upstairs in getting this done? Bureaucrat That’s not my job. Have you filled out the form yet? I’ll pass that along. We’ve never done it that way before. Administrator What did we do last time? What is the rule on that? This is too different than what we have done .

Week 4 Sept 11-17· Download · Send to Binder · Print We.docx

Week 4 Sept 11-17· Download · Send to Binder · Print We.docx

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Roberto de Paula Lico Junior

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Leadership Approach and the Diamond Model Rockfish Background Thoughts I was pleased when I thought about how well last week went with the new mentoring program. The others leaders seem to be happy as well. Josie Jasper, head of shipping, expressed as much. Josie commented that she had not known about the idea behind Flatarchies. She struggled with transition problems in her department. She thought she might review the idea some more. So far so good Rockfish mused. Implied in last week’s work Rockfish noted was the important idea of a leader’s approach. Leadership theories can help a leader begin to frame a way of thinking about leading others but leadership is far more complex. The leader must approach leadership as an attitude if they are going to be successful. Separate from leadership style he thought, a leader needs to define leading for one’s self. Exposure to Clawson’s Diamond Model of Leadership will be the focus of this week’s take away. Clawson, Rockfish remembered in his book “The Three Levels of Leadership”, makes the point that leadership is an approach (point of view) whose value lies not in the position a person holds but in the attitude. Further, a leader will never be successful if they do not manage their own energy as well as those around them. This week’s agenda will start with the idea that a leadership approach is necessary for success. THEME ONE: A leadership approach is a way of looking at the world around us. Most people when thinking of leaders focus on the idea of the CEO, people in the positions 10,000 feet up in the organization. However, Clawson (2009) suggested that leadership is not about position but about approach. People who inhabit positions of authority may or may not be leaders. This week our discussion will focus on what is meant by a leadership approach and wat it is not. A leadership approach is, as Clawson (2009) suggested, a habitual way of seeing the world around us much like the answer to the glass is half-full or half empty question. An approach to leadership may bias the way we perceive our relationships, work habits, and leadership skills. The approach of a leader is most often seen in their attitude. So, what exactly is a leadership approach? Well, Clawson first defined it by showing how the attitude of the leader differs from other persons in an organization. Below is a short comparison chart that helps summarize the attitude cues of those people that may appear in an organization. Attitude Language Cues Follower What do you want me to do? Do I get more authority? Can you clear the obstacles from upstairs in getting this done? Bureaucrat That’s not my job. Have you filled out the form yet? I’ll pass that along. We’ve never done it that way before. Administrator What did we do last time? What is the rule on that? This is too different than what we have done before? Contrarian That will never work! It will take too long. Well I hate to play Devil’s Advocate... That ...

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In today’s workplace, we support our employees to be engaged and active learners. In a constantly changing business environment, constant learning makes our careers and our businesses future-proof. The reality however is different from the dream: in today’s workplace we are busy being busy, and learning loses out - often unintentionally. In this session for anyone involved in corporate learning, we will together: - assess the reality of today’s workplace learning: - explore the bad habits and biases that stand in the way of learning more: - get inspiration to set up experiments to engage our learners for action. (From oeb.global conference, Nov 2019)

Workplace learning loses unless we engage learners

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Slides used at the OEB MidSummit in Reykjavik - June 8 2017. Somehow over the past decades leadership development became elitist and expensive. It got confused with a job position. At its core though, leadership is a social process. It is about how we get things done together - ALL of us. When you look at the many challenges we face as teams, organisations or societies - perhaps more than ever in 2017 - leadership is always part of the answer. So how can we scale up leadership development to reach everyone working together on a common goal? How do we scale it up from the happy few to billions? Technology brings us unprecedented possibilities to do just that.. In this session we will create new solutions to bring leadership development to all.

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A DAY IN THE LIFE OF A SALESMAN / WOMAN

A DAY IN THE LIFE OF A SALESMAN / WOMAN

IlamathiKannappan

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Insurers' journeys to build a mastery in the IoT usage

Insurers' journeys to build a mastery in the IoT usage

Insurers' journeys to build a mastery in the IoT usage

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9. Leaders are people in suits. If you disagree, join LeaderMOOC. Leadership for real. Starts September 14, 2013 and runs for 7 weeks. Register on www.leadermooc.net.

10. They say > Leaders are people in suits. We say > Really? The world needs all kinds of leaders: in companies, in communities, in schools, in projects, in society, ... Join LeaderMOOC.net A bold move by the Center for Creative Leadership