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Integrative Leadership Development Framework and Behavioural Change

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Your ‘Management Challenge’ is changing daily and it almost feels impossible to adapt quickly enough.
• Those that do not know how to respond are likely to keep doing the same thing, just faster, consuming more resources
• The problem for many is this just will not work and they are destined to crash and become one of the failing organisations each year
• For those wanting to survive and prosper there is the need to develop Entrepreneurial practices that integrate Individual and Group Dynamics creating Agile Management Teams
• For Behavioural Agility to be long-lasting it is essential that the ‘Culture’ of the organisation can and will support these new behaviours wholeheartedly

The presentation show three key areas that are often not addressed as well as they might be, resulting in poor Behavioural Change performance.

Over the years we have come to realise it is essential that the organisation is 'singing from the same music sheet'. So we created the Integrative Leadership Development Framework (ILDF) and a developmental pathways to bring the organisation and the people within up to speed, so dealing with changing times and needs is dealt with in their stride.

Let's stop talking of 'Resistance' and understand it is about perceptions, alignment and motivation.

Publicado en: Empresariales
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Integrative Leadership Development Framework and Behavioural Change

  1. 1. Bringing about Organisational Change Modes of Management Drive People Supported by Integrative Leadership
  2. 2. Successful Organisational Change Modes of Management Contributor Achiever Integrator People Compatible Teams Managing Conflict Managing Resistance Drive Purpose Mastery Autonomy Requires Integrative Leadership
  3. 3. Stimulating and Supporting Integrative Leadership A framework developed from best-practice
  4. 4. 21st Century Behavioural Agility Your ‘Management Challenge’ is changing daily and it almost feels impossible to adapt quickly enough •  Those that do not know how to respond are likely to keep doing the same thing, just faster, consuming more resources •  The problem for many is this just will not work and they are destined to crash and become one of the failing organisations each year •  For those wanting to survive and prosper there is the need to develop Entrepreneurial practices that integrate Individual and Group Dynamics creating Agile Management Teams •  For Behavioural Agility to be long-lasting it is essential that the ‘Culture’ of the organisation can and will support these new behaviours wholeheartedly How do you do that?
  5. 5. Agile Management Practice UK productivity is 21% lower than the rest of the G71 Estimated £19bn wasted each year due to poor management practice2 Megatrends: are UK organisations getting better at managing their people3 Better people management skills to run the business Through enhanced awareness, agility & motivation Unique targeted interventions Aligned to Context & different Modes of Management What we deliver Agile managers who can lead others through organisational complexity & change A Universal Need Work ‘SMARTER’ not harder Develop People & Potential 1 Statistical Bulletin: International Comparisons of Productivity – Final Estimates, 2012, ONS, 20 February 2014 2 Leadership and management in the UK – The key to sustainable growth, Department for Business, Innovation & Skills, July 2012 3 Are UK organisations getting better at managing their people? CIPD, December 2014 The 21st Century Issue What we bring Workshops and interventions aligned to Context, Modes of Management and the Level of Abstraction (Organisation, Leadership, Management, Groups and Individual Contributor) Using Action Learning, Facilitation, Mentoring and Coaching
  6. 6. Behavioural Agility for your Organisation •  This approach stimulates and supports more effective leadership and management across the organisation, based on our Integrative Leadership Development Framework •  Informed by Best-Practice and Management Science combined with an understanding of your context and what is important to you right now •  Exploring different Mind-sets at play across the organisation •  Establishing with you an effective environment for on-going feedback, enabling real learning and development so the desirable behavioural gains achieved are sustainable •  This is all about changing the behaviours within the organisation extending your understanding of self and others Only with all the above in place will you achieve effective Behavioural Change delivering 21st Century Behavioural Agility
  7. 7. Integrative Leadership Development Framework   Modes of Management Major contexts to take into account Individual Dynamic Group Dynamic Organisational Dynamic Active Contributor Developing Individuals DI Developing Teams & Groups DTG Developing Team Leaders DTL Aligned Achiever Exploring Behaviours & Performance EBP Auditing Innovation Readiness AIR Auditing alignment for Strategic Direction ASG Adaptable Integrator Delivering Transformational Practice DTP Delivering Innovation Strategy DIS Delivering Organisational Performance DOP © Assentire LtdMake contact info@assentire.net located near London in the UK.

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