A Centerpoint for Leaders e-publication designed to give you relevant and concise information on leadership and organizational development.
These analyses of performance ask all the right questions.
How do senior leaders set organizational vision and values? How do they deploy the vision to the workforce, suppliers, partners, customers, and stakeholders? How do their personal actions reflect a commitment to the organization?s values? How do senior leaders promote an organizational environment that fosters, requires, and results in legal and ethical behavior?
How do your leaders create a sustainable organization? How do they create an environment for organizational performance improvement, the accomplishment of your mission and strategic objectives, innovation, and organizational agility?
Other questions are asked regarding workforce learning, succession planning, development of future leaders, communication, and more.
For a complete look at the Baldrige System and to download any or all of the three pdfs, visit here.
by Travis Bradberry, Ph.D.
I envy the ability of movies to keep an audience completely engaged for two hours or more, and I use them to my advantage in my presentations. A good clip not only entertains; it also educates and engages viewers. When used poignantly, film is a thought-provoking teaching method. Why?
Research shows that people learn abstract and novel concepts more easily when they are presented simultaneously in verbal and visual form. It?s impossible to bullet and flipchart your way through the intricacies of a concept without demonstrating it in action. This is where film serves as a powerful visual aid.
Unfortunately, most of the footage available to trainers uses amateur actors pretending to be at work. This footage often appears contrived, and leaves participants feeling that their intelligence has been insulted by clips that are supposed to be showing what happens in the ?real? world.
Hollywood film, television, and footage from historical events are good sources of thought-provoking content that can be dissected through group discussion and facilitator-led exploration. They are especially powerful for teaching soft skills, such as emotional intelligence (EQ), where the concepts are difficult to understand without seeing them in action.
Cited and used with permission from talentsmart.com. To read the entire article, please click here.
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by Karen Otazo
Edison knew from his own experience that the systematic hard work of trial-and-error experimentation paid off. His inventions, like the lightbulb and the phonograph, emerged through thousands of attempts as he refined the process step by step.
Like Edison, leaders need to build innovation systematically into their leadership style in order to foster it in their organizations. As with many apparently spontaneous workplace triumphs, good innovation is the result of well-planned project management, or, more specifically, "process management." It?s not always clear where the process will end up, so it?s best to lead from behind, giving the team frequent feedback and building in feedback loops, and testing and refining their ideas as they gradually develop an outcome.
Cited and used with permission from strategy-business.com. Read the rest of the article here.
by Dr. John C. Maxwell
Besides relationships, time, perspective, giving and legacy, he mentions Influence.
Between 150 and 3,000 people (a tiny fraction of the roughly 23 billion people living between 600 BC and 1900 AD) framed the major contours of world civilization. The transformations here were top-down. My focus has been to influence the influencers in the main areas of influence: religion, economics, government, family, media, education, sports. In my early years as a pastor, I had significant influence within church circles, but little elsewhere. As I?ve grown as a leader, I?ve learned to branch out and add value in additional areas.
Cited and used with permission from LeadershipWired. Read the entire article here.
A Great Internet Leadership Resource: Assessment of Leadership Attitudes
This assessment examined the attitudes and perceptions of senior leaders toward the Malcolm Baldrige National Quality Award and the Baldrige Criteria for Performance Excellence itself. The organizations included in the assessment ranged from Baldrige Award recipients who had the highest level of involvement with the program to those with little or no involvement. Interviews and surveys were used to collect feedback from senior leaders in these organizations. The assessment showed numerous areas where improvement could be achieved.
To check out the PDF, click here.