Shanghai Presentation And Handout Template

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Information about Shanghai Presentation And Handout Template
Business & Mgmt

Published on January 10, 2009

Author: BobSelden

Source: slideshare.net

Description

Career development systems and processes.

Guiding Eagles Introducing Bob Selden Author and Specialist in Leadership Development Methodologies “ Grooming Local Leaders – the succession imperative. What does it take and how do we ensure success?” © HRworkbench Pty Ltd

Growing Local Leaders The pitfalls. What does “Leadership” mean in the corporate context? The corporate approach to leadership development. Ensuring success. Two case studies.

The pitfalls.

What does “Leadership” mean in the corporate context?

The corporate approach to leadership development.

Ensuring success. Two case studies.

Succession Planning: Make assumptions without consulting participants Being too structured and directed Leadership Development: Event based No clear purpose or defined outcomes Poor distinction between management & leadership The Pitfalls. What to avoid. Ignoring the culture

Succession Planning:

Make assumptions without consulting participants

Being too structured and directed

Leadership Development:

Event based

No clear purpose or defined outcomes

Poor distinction between management & leadership

Leadership v’s Management? Leadership is different from and distinct to, management - it does not occur as part of a formal management role or position. Leadership is contextual and therefore has to do with outputs (what the leader achieves) as much as what the leader is or does (inputs). What is management development ?

Leadership is different from and distinct to, management - it does not occur as part of a formal management role or position.

Leadership is contextual and therefore has to do with outputs (what the leader achieves) as much as what the leader is or does (inputs).

The Leadership Conditions? Have a shared understanding of the environment Have a shared sense of direction Have a shared set of organisational values and a feeling of “team” Have a shared feeling of power The leader needs to create the conditions where people are prepared to follow him/her. Followers need to:

Have a shared understanding of the environment

Have a shared sense of direction

Have a shared set of organisational values and a feeling of “team”

Have a shared feeling of power

Research shows that managers: who seek and get regular feedback from others are among the better performing managers who are accurately aware of their strengths and weaknesses are better leaders. Leadership v’s Management. Why the distinction?

Research shows that managers:

who seek and get regular feedback from others are among the better performing managers

who are accurately aware of their strengths and weaknesses are better leaders.

Developing individual talent : Technical skill and knowledge requirements Management skill and knowledge requirements Leadership competency The corporate approach to Leadership Development A cadre of leaders and a leadership cadre!

Developing individual talent :

Technical skill and knowledge requirements

Management skill and knowledge requirements

Leadership competency

The corporate approach to Leadership Development A cadre of leaders and a leadership cadre! Developing group commitment : Core values Individual, group and team alignment

Developing group commitment :

Core values

Individual, group and team alignment

Ensuring success: Case study 1 Large regional bank. The challenge? How to take a strategic approach to the development of its top 300 managers. Corporate planning Individual consultation and planning Draft corporate succession plan developed Succession plan completed and implemented

Large regional bank. The challenge?

How to take a strategic approach to the development of its top 300 managers.

Corporate planning

Individual consultation and planning

Draft corporate succession plan developed

Succession plan completed and implemented

Corporate planning: Divisional Heads identify 3/4 critical functional/specialist positions. List of positions circulated to top team & divisional heads for comment. Meeting of top team and divisional heads to: Agree 3/4 critical positions for each division and department Present and agree on 3 possible candidates for each position Draft corporate succession plans commenced: Corporate skill gaps identified Possible individual skill gaps highlighted Strategic HR unit to monitor, assess and regularly report on progress. Ensuring success: Case study 1

Corporate planning:

Divisional Heads identify 3/4 critical functional/specialist positions.

List of positions circulated to top team & divisional heads for comment.

Meeting of top team and divisional heads to:

Agree 3/4 critical positions for each division and department

Present and agree on 3 possible candidates for each position

Draft corporate succession plans commenced:

Corporate skill gaps identified

Possible individual skill gaps highlighted

Strategic HR unit to monitor, assess and regularly report on progress.

Individual consultation and planning: Top 300 managers (including high potentials) invited to participate. Each person completes a personal and skill profile. Initial discussion between participant and his/her manager. Following commencement of draft corporate succession plan: Top 300 managers meet with their manager to discuss strategic options and agree development needs. Strategic HR Unit completes draft succession plan: Presents to top team and divisional heads. Amends as necessary and implements. Ensuring success: Case study 1

Individual consultation and planning:

Top 300 managers (including high potentials) invited to participate.

Each person completes a personal and skill profile.

Initial discussion between participant and his/her manager.

Following commencement of draft corporate succession plan:

Top 300 managers meet with their manager to discuss strategic options and agree development needs.

Strategic HR Unit completes draft succession plan:

Presents to top team and divisional heads.

Amends as necessary and implements.

Ensuring success: Case study 2 Australian division of large multinational manufacturing organisation. The challenge? How to develop leadership within the top 120 managers.

Australian division of large multinational manufacturing organisation. The challenge?

How to develop leadership within the top 120 managers.

Ensuring success: Case study 2 Teamwork Leadership style A 12 month Development Process ©2007 The National Learning Institute 2. Observing and Reflecting First workshop 1. Self-perception and 360  Feedback 6. Integrating with day-to-day work Workplace application (team / individual) 5. Checking Progress Second workshop Review Learning Plan with peers and coach 4. Doing Action learning (team / individual) Coaching Deciding and Planning Personal Learning Plans 3.

Teamwork

Leadership style

First workshop

Workplace application (team / individual)

Second workshop

Review Learning Plan with peers and coach

Action learning (team / individual)

Coaching

Personal

Learning Plans

Ensuring success: Conclusion. Ensure your Succession Plans and Leadership Development Initiatives are organisation specific Make sure your development initiatives are processes , not programs Develop “ measures of success ” both qualitative and quantitative Make sure top management are involved in all the processes Communicate both processes and outcomes to all staff

Ensure your Succession Plans and Leadership Development Initiatives are organisation specific

Make sure your development initiatives are processes , not programs

Develop “ measures of success ” both qualitative and quantitative

Make sure top management are involved in all the processes

Communicate both processes and outcomes to all staff

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