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Your time will be stretched during these first 90 days and you’ll be subjected to much stress, so be sure to devote time to yourself and your family.
Help us better understand the trends and major practices related to technology use in STEM education. Establishing a Strategic Identity for HR by Leading Enterprise Engagement Presented by Mike Cook, CEO, Founding Partner and Senior Consultant, Vitalwork, Inc. In the global HR transformation space, winning organizations follow a multi-pronged strategy focused on maximizing the effectiveness of their HR organization.
When the HR specialist and HR generalist roles become more strategic in their focus, the transactional aspects of HR can be consolidated within the HR Operations function.
Pete Sanborn is a global leader in Hewitt's global Talent and Organizational Consulting practice with responsibility for Hewitt's global HR Effectiveness practice.
Webcast presented by Dave Ulrich Tuesday, January 5, 2010 As the business context evolve, talent and organization issues are becoming more important to line managers and expectations for the HR profession are increasing dramatically.
Advancing technologies require individuals and organizations to develop the capacity to change. All these external shifts have moved HR issues toward the top of senior management agendas. HR transformation means that investments in HR can create value not only for employees, but also for customers, investors and communities. Why: The presenter will identify business contexts — including globalization, customers, financial markets, demographics, and social conditions — that demand more of HR professionals. Webcast participants will get a clear HR transformation roadmap so that HR can deliver value.
About the Webcast Leader Dave Ulrich is a professor at the University of Michigan Ross School of Business and a partner at the RBL Group, a consulting firm focused on helping organizations and leaders deliver value.
HRPS Webcast -The Death and Reinvention of Management: Implications for HRWhat are HR leaders to make of a rash of recent books suggesting that management as we know it today has failed? About Steve DenningSteve Denning's latest book is The Leader's Guide to Radical Management: Re-inventing the Workplace for the 21st Century (Jossey-Bass, 2010). Coaching with Compassion: Inspiring Sustained, Desired ChangeRichard Boyatzis, Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science, Case Western Reserve University and Adjunct Professor at ESADEGreat leaders move us to greatness and inspire us to be at our best and move beyond it.
Based on decades of research into emotional intelligence competencies and longitudinal studies in their development, Professor Richard Boyatzis will lead the audience through examples of how coaching with compassion is key to leadership development and more resonant relationships. Richard Boyatzis is Distinguished University Professor, as well as Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science at Case Western Reserve University and Adjunct Professor at ESADE.
In response challenging times, organizations must develop a sustainable capacity for innovation. Utilize practical approaches and new tools for developing and practicing innovation leadership.
David Magellan Horth is a Senior Designer in Research, Innovation and Product Development at the Center for Creative Leadership (CCL®). The demand for global leaders is going to outstrip the supply for a long time to come, and globalization itself, in fact, is a manifestation of complexity. We will further consider what the three most critical elements are, and how organizations develop leaders in this direction mindfully. The mindset shifts required to be effective in the C-suite Derailing characteristics of senior leaders (the "dark” side of a C-suite leader’s strengths) Transition challenges coming into senior roles The global mindset required of senior executives to lead across borders today Baltzley is an executive director at Duke CE, where he manages large client interventions and designs and delivers interventions that range from small board-level accredited education to large-scale first-line leader virtual education. Before joining Shell, Baltzley had a wide-ranging career path as a police officer, human factors engineer, psychologist, HR director and managed 10 European offices of a consulting firm specializing in leadership development and talent systems from the firm's Geneva office. Working in tune with people from other parts of the world is not something that most of us have been prepared and developed for.
In today’s global business environment, corporations need managers, leaders and employees who can influence those from other cultural and institutional backgrounds.
This presentation will cover Global Mindset — what it is, how it has been developed, how it can be measured and in what way it can positively impact your talent pool, and ultimately your organization’s bottom line. Javidan has been designated an Expert Advisor (Global Leadership) by the World Bank and a Senior Research Fellow by the US Army.
A proven academic, Javidan took a four-year sabbatical from his university teachings to work with the CEO of TransCanada PipeLines, a multibillion dollar Canadian energy company. The sheer volume of information and speed with which information is applied to gain competitive advantage would boggle the mind of a time traveler from 1978. Learning and development leaders and professionals will gain insight into the trends and best practices impacting the effectiveness of learning in today's organizations.
Now more than ever you need to ensure that your organization’s investments in training are producing value and business impact. Few organizations report that they have sufficient leadership to support their most pressing business needs.
Presenters discuss the latest advances in executive development as well as best practices and lessons learned from the McKesson initiative. Diane Boyd, a consulting manager for DDI, manages a team of consultants who design, develop and deploy human resource selection and development strategies for clients around the world, and leads project teams responsible for large-scale client engagements that have significant impact on business performance.
Much of what is done under the name of Executive Development is not tied directly to the CEO's strategic agenda or aimed at developing the capabilities needed to address marketplace challenges. Jim Bolt is founder of Bolt Consulting, where he creates custom-designed development experiences that build the capabilities needed to achieve an organization's strategic objectives. Getting the right leaders in the right roles is the # 1 item on most companies' talent agendas.
Prior to the workshop: HRPS will share pre-readings for your review (case studies that will be referenced during the workshop). After the workshop: Receive a full roster of registrants for follow-up networking, as well as an online personalized assessment profile and feedback for self-analysis. Bruce Fisher, PhD, is director of the Leadership Academy and Center for Research and Service at Illinois Institute of Technology (IIT). Presenter: Susan Dunn, Senior Partner at MercerSusan has a particular interest in understanding what drives successful cross-boundary collaboration between leaders and has conducted extensive research on best practices in managing virtual and lateral teams.
Boundary Spanning Leadership: Catalyze Collaboration, Drive Innovation, Transform OrganizationsChris Ernst, Center for Creative Leadership (CCL)Boundaries exist. Drawing upon his landmark book Boundary Spanning Leadership, written with Donna Chrobot-Mason , Chris will lead the audience in developing new insights and skills to think and act beyond current boundaries to achieve inspiring results. Chris Ernst is a recognized thought leader in developing collaborative, boundary spanning leadership capabilities within individuals, organizations, and broader communities.
Chris has served in multi-year expatriate roles in Asia and Europe, leads cross-functional and multicultural teams, and designs and facilitates leadership interventions in diverse international and industry contexts. In today's tough economy and global business environment, it is becoming increasingly difficult to gain a competitive edge — but it’s not impossible. It has never been more important to keep energy levels high in your company and ensure that you bring innovative products and services to your customers.
Well-known OD consultant and executive coach Howard Guttman has just had his third book published, Coach Yourself to Win: 7 Steps to Breakthrough Performance on the Job and in Your Life (McGraw-Hill, October 2010). A key aim of the book is to provide self-coaching guidance to those below the C-suite seeking to elevate their performance, especially in a demanding business environment, where HR budgets continue to shrink.
In this Webcast, Howard will discuss how HR can encourage and facilitate self-coaching for high-potential employees who aren't in line for company-sponsored executive coaching. This working state-of-the-art session is an excellent primer for HR leaders who are interested in gaining a better understanding of Web 2.0 tools and learning how to leverage them within their own strategies. Pamela Shockley-Zalabak and Sherywn Morreal, co-authors of the new book Building the High-Trust Organization, discuss their model for building trust in 21st century organizations and businesses. About Pamela Shockley- ZalabakPamela Shockley-Zalabak is lead author of the new book Building the High-Trust Organization.
About Sheryn MorrealeSherwyn Morreale co-authored the new book Building the High-Trust Organization.
Radical change is becoming almost a daily expectation for many in the financial services industry these days as we observe the falter and demise of major institutions.
About the Webcast Leaders Tom O’Shea is a principal in Agility Consulting & Training LLC, a firm that specializes in helping organizations and leaders become more competitive in our rapidly changing world by creating a dynamic capability to adapt and thrive. Integrating knowledge from strategic management, performance management, and organization design, strategic human resource expert and Harvard Business School Professor Michael Beer outlines what the high-commitment, high-performance organization looks like and provides practitioners with the transformation process to help them get there. Michael Beer is Cahners-Rabb Professor of Business Administration, Emeritus at the Harvard Business School and Chairman of TruePoint (formerly the Center for Organizational Fitness) a research based consultancy he co-founded. Beer's teaching, research, and consulting activities are in the areas of organizational effectiveness, change, and human resource management. Globalization of business…the movement toward distributed teams…the increasing number of people working from home.
These physical changes in the way a workforce is structured apply to both intra- and inter-organizational communication.
About the Webcast Leader: Stewart Levine improves productivity while saving the enormous cost of conflict using "Agreements for Results” and "Resolutionary” conversational models. He has worked across the organizational spectrum — Fortune 500, small, government and non-profit. Novelists, playwrights and screenwriters have known for eons that the way to test a character's mettle is to present the protagonist with a crisis.
Jay Jamrog is the Senior VP of Research at i4cp, where he has devoted the past 25 years to identifying and analyzing the major issues and trends affecting the management of people in organizations. For years, leaders have tried to create organizations where complexity and tension are minimized. Amy Kates is also the co-author, with Jay Galbraith, of Designing Your Organization and Designing Dynamic Organizations.
Greg Kesler consults with corporations in organization design, executive talent management, and human resource planning. How to design and manage organizations so that they perform well financially, socially and environmentally. If the stress of being in a leadership role was a challenge before the economic crisis, how much worse is it for our leaders dealing with a prolonged recession, the threat or reality of being laid off, and low employee morale? This interactive session will explain how leaders may effectively relieve the stress caused by being in a leadership role. Vidula Bal is a member of the senior faculty at the Center for Creative Leadership where her role spans multiple functions. Marshall Goldsmith is a world authority in helping successful leaders get even better by achieving positive, lasting change in behavior: for themselves, their people and their teams.
Leaders are asking their HR partners a number of tough organization questions, including: Are our people focused on the real growth opportunities in our business? Ian joined the University as Dean of the Business School and Professor of Strategy in July 2012. He is currently a member of the Executive of the Association of Business Schools and was previously on the Executive of the British Academy of Management.
He is a graduate of The Australian National University (PhD, Research School of Pacific and Asian Studies, 1984) and the University of Wales, a Senior Fellow of the Advanced Institute of Management Research (AIM), an Academician of the Academy of Social Sciences (AcSS), and a Fellow of the Chartered Institute of Marketing (CIM). Ian conducts research in management teams to investigate the discursive leadership skills of senior managers, with the aim of improving their understanding of, and influence through, language skills.
Stephen Roper is Professor of Enterprise at Warwick Business School and Director of the Enterprise Research Centre. Dr David Milne graduated in Physics from Heriot Watt University in 1965 completing his PhD at Bristol University in X-ray Optics in 1968. David has kept a keen interest in education and the commercialisation of research creating a strong interaction between the Edinburgh University and the electronics industry for which he was awarded an OBE in 1984.
He received honorary degrees of Doctor of Science from Edinburgh and Heriot Watt and Doctor of Engineering from Bristol. As Vice-President of the Royal Society of Edinburgh he led the Commercialisation Project with Scottish Enterprise which formed the basis for much of the subsequent government investment into technology transfer for company creation and growth in Scotland.
Since stepping down from Wolfson he has become Chairman of the Edinburgh International Science Festival, and Chairman of the James Clerk Maxwell Foundation. Nick has over 30 years of corporate business experience in UK and overseas and has pursued a portfolio career since 1995 straddling private and the public sectors.
He served previously on the boards of Coats Viyella, Bank of Scotland (West) Board, Standard Life, Scottish Power, the Scottish Legal Aid Board and the Scottish Environment Protection Agency amongst others and also chaired Dynacast International, GAP Group, Stoddard International, the Institute of Directors (Scotland), Scotland the Brand, ScotlandIS, Scottish Networks International and the Glasgow School of Art amongst other companies and organisations. Richard Harrison joined the Business School in 2013 as Chair in Entrepreneurship and Innovation. Richard's research interests straddle the areas of entrepreneurship, innovation, leadership and strategy. He is founding co-editor of "Venture Capital: An International Journal of Entrepreneurial Finance" (Routledge).
Glen provides specialist advice on the legal, financial and employee engagement aspects of setting up and running employee-owned businesses.
An economist, has been strategic planner in the textile industry and investment manager and advisor, all in businesses worldwide. Main interest is in the different ways that CEOs internationally develop strategies for their firms, and develop their operations in other countries. Previously Senior Lecturer in charge of strategy and Associate Research Director at Manchester Business School, following lectureships at Buckingham, Warwick and Bath universities. Strategic investment decisions - integration of strategy and finance - drawing on over 300 company case studies in 21 countries - half in vehicle components, half in a more representative sample of good companies. Main Focus: Britain, Germany, US and Japan and all four BRIC countries - Brazil, Russia, India and China. Alessa Witt is an independent, early-career researcher who holds a PhD from the University of Edinburgh. Paul has extensive experience working with leaders and high potential talent throughout Europe, Asia, the Middle East and Africa and across a range of sectors, both corporate and franchised, including automotive, travel and tourism, leisure and hospitality, recruitment and staffing, retail, contact centres, on-line retailing, property, telecoms and financial services. Donald Anderson started work as a Medical Scientist with the Scottish National Blood Transfusion Service. In 1999 he was elected Leader of The City of Edinburgh Council, a position he held until he stood down in the autumn of 2006 to stand for the Scottish Parliament. During Donald’s involvement in economic development, Edinburgh became one of the strongest city economies in the UK. Martin Dorchester is the CEO of the David MacBrayne Group and operates as Managing Director of both Argyll Ferries and Caledonian MacBrayne. Martin is a firm believer in CPD and lifelong learning and is currently completing a diploma in Economics with the Open University.
Michael Marra is Deputy Director of Design in Action (DiA) – Scotland's Knowledge Exchange Hub for the Creative Economy. Michael was formerly a senior political adviser in the Scottish Parliament and Head of Policy and Public Affairs for Oxfam Scotland. Simon was set to become a product designer, but he quit Central Saint Martin’s College of Art and Design in London, to become a tech entrepreneur instead.
Three adrenaline-filled years later, he decided to quit the motor racing industry, and return to the tech sector. Liz McAreavey enjoyed an entrepreneurial career spanning 16 years, founding Le Bistro Hospitality, Scotland’s largest independent hospitality company, which she led to a successful exit in 2001. John Curtis, one of Scotland’s leading journalists and a user of social media as a force for business growth. He joined Clydesdale Bank in 2006, focusing mainly on larger TMT transactions and developed the bank’s venture debt offering (Growth Finance) in 2010. Russell joined the UK Home Office in 1998 and has worked for the Scottish Government since 2005.
Very often it's the creative thinking that takes place across organisations and between sectors that leads to the best results.
Duncan MacLennan was great as ever, bringing a very interesting perspective to the challenges (and failings) of housing. Getting this balance right is difficult, but remember you are the only person who can control this. Redefining the HR operating model, leveraging technology, innovative sourcing and reorganizing HR processes and HR roles are keys to success. But every organization's journey is different as they try to enhance the role of the HR business partners.
Pete consults with multinationals in HR strategy, HR assessment and service delivery design, corporate restructuring, and HR transformation.



When CEOs are surveyed, in their top five concerns include issues such as talent, leadership, strategy execution and managing change. How to build an HR department with centers of expertise, shared services and embedded HR; 2.
He studies how organizations build capabilities of leadership, speed, learning, accountability and talent through leveraging human resources. Steve is also the author of the award-winning books, The Secret Language of Leadership (Jossey-Bass, October 2007) and The Leader's Guide to Storytelling (Jossey-Bass, 2005).
Although they talk of strategy and competition, the great leaders establish a deep emotional connection with others called resonance.
He will describe recent fMRI studies on resonant versus dissonant leadership and coaching to the Positive Emotional Attractor (PEA) versus the Negative Emotional Attractor (NEA), as well as recent doctor-patient studies showing that arousal of the PEA increased treatment adherence for Type II Diabetics. A process for developing sustainable improvement on EI, resonant leadership, and effective leadership, and the central role of compassion in it. Understanding the psycho-physiological role of the Positive Emotional Attractor and the Negative Emotional Attractor in motivating change or encouraging the status quo regression. Perceiving how coaching with compassion is effective in helping people change in sustainable ways, but coaching for compliance is not. This requires a systemic approach that deals with the cultural, environmental and systematic issues needed to stimulate new ideas and channel those ideas into valuable products, services and processes.
Global mindset is not a quiver full of competencies but a very complex process – the process of influencing extremely diverse people to adopt and help you reach your goals. Javidan was instrumental in helping the CEO develop new directions and strategies, and facilitate cultural change within the company and its pipeline business. But these changes are only a glimmer of things to come as generations and cultures collide, more work is done virtually, and complexities in the global economy ripple through our organizations and home towns. With over 20 years of experience in the workplace learning industry as a consultant, designer, and facilitator.
Your organization depends on you to assure that every learning initiative is aligned with company goals, truly improves performance, and helps execute the business strategy. So they must develop their own executives at lightening speed to tackle complex roles as the marketplace — and business strategies — continually change. To support its growth strategy, McKesson created a new vice president-general manager (VPGM) position in 2007, a role designed to build customer intimacy in its U.S. McKesson’s Linda Kricher worked with DDI to create an accelerated development program for newly appointed VPGMs to help them onboard quickly, reach productivity in a short period of time and achieve target results.
Kricher’s role is to manage a group of 60 human resources directors, managers and coordinators who provide HR services to 5,000 employees across North America. Discuss with an expert what executive development really is and learn how to use it in a strategic way.
Ensuring that your company selects and develops top talent that is right for a particular job, team and culture is never an easy task. Examples of a report format that answers the specific questions often asked about the individuals you hope to hire, promote, or develop will be highlighted. In his role, John coaches and advises CEO's and senior business leaders on the talent needs of their organization. He provides consulting services in the area of human resources measurement, working with clients to assess critical elements of the human capital equation. Jay GalbraithToday companies are doing business using at least a three dimensional matrix consisting of functions, business units and countries. She is also conducting research to understand how analysts assess and assign a value to leadership as they develop their stock price recommendations. What really matters is how leaders collaborate to bridge these divides and transform wide-ranging talents and knowledge to deliver value. He has honed his research and practice through fourteen years of service with the Center for Creative Leadership (CCL). Learn how to combine the right organization, the right management practices and the right talent to gain or sustain a critical performance edge. Guttman is quoted frequently in the business press and in broad-interest magazines and newspapers such as TIME magazine, The Washington Post, U.S.
Success requires thinking about the organizational decisions you make from a different perspective and your company’s ability to be nimble in a global context. This session is a must for CEOs, leaders and managers at all levels, and business communicators who want to understand how trust and communication interface in today's organizations. She is Chancellor at University of Colorado at Colorado Springs, has authored eight books, and consulted with major organizations nationally and internationally. She is Director of Graduate Studies in Communication at University of Colorado at Colorado Springs and served for eight years as Associate Director of the National Communication Association. The speakers explain how Mechanics & Farmers Bank, based in Durham, North Carolina — one of the few institutions in America that can claim 100 years of consistently profitable performance — built a focused, fast and flexible employee base that has laid the foundation for continued success.
O’Shea has a master’s degree in organizational psychology and a rich industry career as vice president of human resources and strategic planning, and general manager of a consumer products business unit working across all classes of trade. Starting with leaders who have the right values, Beer shows how to weave together a complete system that includes top-to-bottom communication, organization design, HR policies, and leadership transformation process, and outlines what practitioners must do in HR, structure, systems, goals, culture, and strategy to create high-performance organizations. The firm works with senior executives who aspire to transform their organization into a high commitment and performance system through honest conversations about the organization's alignment with strategy and values.
Before joining the faculty of the Harvard Business School, Mike founded and served as Director of the Organizational Research and Development Department at Corning Inc.
They require a greater level of consciousness about all communication acts because, historically, most of the messages we deliver have been communicated non-verbally. Truth presents us with a business world today that is rife with crises on a daily basis, and corporate yarns are being spun every working day with their leaders as the focal characters. Currently, he and his experienced staff of analysts are following approximately 150 demographic, social, economic, technological, political, legal and management trends. He is the author of numerous articles and book chapters, most recently, New Thinking from Drucker's Legacy: Design Your Governance Model to Make the Matrix Work and Using a Reorganization to Test and Grow High-Potential Leaders. Lawler III is Distinguished Professor of Business and Director of the Center for Effective Organizations in the Marshall School of Business at the University of Southern California.
He is also an Associate Professor of Management and former Director of the MSOD program at Pepperdine University.
The need to ensure our leaders are effectively managing the stress of leadership has only grown more critical. Presenters will focus on how you can manage the stress of leadership in your life, and will present ideas for how to apply these methods in your organization. His work focuses on understanding the behaviors and challenges of senior executive leaders including such topics as selection, sustaining tenure, and talent management.
Her work focuses on helping senior leaders enhance their effectiveness by taking care of themselves physically. She has one foot in the open enrollment arena, training in programs such as the Leadership Development Program®, The Looking Glass Experience and Developing the Strategic Leader.
In November 2009, he was ranked as one of the fifteen most influential business thinkers in the work in a study (involving 3,5000 respondents) published by The (London) Times and Forbes.
He was previously Director of Newcastle University Business School (2008-12) and Chair in Strategic Management at Lancaster University Management School (2001-08).
He has undertaken major research and consultancy projects with a number of multinational companies and collaborates with linguist Professor Ruth Wodak and Dr Winston Kwon at the University of Lancaster.
In 1970 he joined the Wolfson Microelectronics Institute at Edinburgh University and became director in 1973. He holds an honorary Professorship at the University of Edinburgh and was a member of the University Court from 1998 to 2007. He was a recipient of the IEEE Millennium medal in 2000 and the RSE Royal medal in 2012 for his contribution to electronics and industry in Scotland. He is currently chairman of Social Investment Scotland, four private companies, two pension funds, an honorary professor at the University of Glasgow and a business angel and mentor.
He has lectured in UK, Europe and Latin America on business and corporate governance, has been a visiting professor at Strathclyde University and is fluent in five languages. He was previously Director of the Management School at Queen's University Belfast (2006-2012), where he was academic lead on the development of new Management and Postgraduate and Executive Education Centre facilities and initial Director of the Leadership Institute at Queen's (2012-13), the University's executive education delivery channel. He has been involved in eleven employee ownership transitions thus far with another nine projects in the pipeline. Advises managers and Chief Executives in Scotland, the Netherlands, France, Germany, Sweden, China, Italy and Finland on their international strategic development.
Particular focus is on who they involve in this development: their relationships with others.
She has lived and has gained extensive academic and business experience in both Germany and Great Britain. He brings a level of creativity and innovation that is inspiring, energising and valued – and at the same time ensuring the delivery of real personal and business results. He was also a member of the Boards of the Edinburgh Festival Fringe and the International Festival. Most notably he led Edinburgh’s response to the hosting of the G8 Summit in Scotland and the call by Bob Geldof for a million people to march to Edinburgh. In a career spanning 30 years Martin has operated nationally and internationally with organisations covering logistics, technology and finance. Martin is a supporter of Social and Community Business and chairs Firstport Ltd, a start-up funding organisation for social enterprises. He is particuarlly interested in questions about entrepreneurial ecosystems and the role in which localized social and economic structures affect the entreprenership process and firm strategy.
He is a graduate of the University of Glasgow and the London School of Economics and Political Science with academic specialisms in economic theory, development practice and global political economy. During the next few years, while studying for a part-time MBA, Simon co-founded several more companies, one of which led him to Edinburgh and then San Francisco.
He is an ex marketing manager for the Post Office and a small business owner who has seen his own business harness social media to reach more than four million customers a week. That took Graeme to a new role as CFO for VC funded fintech business called KAL and then to GM of a larger software business, Graham Technology plc.
He has held a range of posts, covering a wide variety of issues, including youth justice in England & Wales to council elections in Scotland, via a two-year secondment in the Foreign and Commonwealth Office.
It was also shared with my peers over the next few days and weeks during our initial one-on-one meetings.From day one, my diary was populated with meetings that were inherited and my inbox was full of messages from internal and external contractors.
Making these choices is really the essence of strategy.Being decisive becomes part of your brand.
How does a senior HR leader demonstrate this kind of strategic value when so much of what they deliver to the organization is tactical in nature? Leaders who help build individual competence and organization capabilities are more likely to succeed than those who do not.
How to align, integrate and innovate HR practices related to people, performance, information and work; 3. He has helped generate award-winning databases that assess alignment between strategies, human resource practices and HR competencies. He will explain why it is central to neuro-endocrine renewal in the human body (which is the only antidote to the ravages of chronic stress). The Center for Creative Leadership, in partnership with Continuum, a leading design and innovation company, continues to explore overlaps between design, innovation, leadership and leadership culture – with a focus on helping leaders develop the thinking skills and practices of designers and apply these to the leadership of organizational innovation. Horth is a Subject Matter Expert on the confluence between leadership, creativity, and innovation. What knowledge a global leader integrates, and how, are a quantum leap from the old models for domestic or expat leaders, for whom "cultural awareness” was an adequate starting point. Baltzley is a psychologist by training and has spent a great deal of time inside large organizations helping senior leaders both with using learning as a lever and integrating mechanism for strategy, and with their personal effectiveness.
Baltzley was the Global Head of Leadership Development for Royal Dutch Shell and managed the Shell learning staff and Learning Centre in the Hague.
The book was the recent winner of the Society for Industrial and Organizational Psychology’s (SIOP) award competition for "The M. He has designed and taught a variety of executive development courses, offered and facilitated workshops, conducted consulting projects and made presentations in 22 countries around the world. He was directly involved in the acquisition of a $15 billion corporation, at the time the largest such merger in Canada. As a pioneer of Networked Learning, Elizabeth is focused on the evolution of learning in organizations today. Through their work, the presenters have discovered some iconoclastic HRD professionals who achieved breakthrough results by having the courage to break away from the usual approaches to development and to identify what really works. He has provided consultation to dozens of major companies and organizations in the United States, Europe, South Africa, Australia, South Africa, New Zealand and Singapore. Pharmaceutical Distribution organization, and ensure that day-to-day decisions were aligned with corporate strategy. Learn how this program supported the business model shift and has already led to significant quantifiable results in the areas of finance, operations, workforce and customer service. Since joining DDI more than 10 years ago, Boyd has helped numerous companies address organizational needs such as competency modeling, reengineering, culture change, work teams, employee involvement, leadership assessment, selection and development. Focus on the keys to creating successful strategic executive development programs and learn about leading practices from the organizations who rate themselves exceptionally high in this critical area.
Jim's Harvard Business Review article, "Tailor Executive Development to Strategy”, introduced the concept of using executive development to execute business strategy. Conaty GE Professor of Strategic Human Resources in the School of ILR at Cornell University. To accomplish this, many more organizations are turning back to a familiar tool – leadership assessment – for leadership selection and development. He has developed and delivered cutting-edge executive development programs at organizations including HCSC - Blue Cross Blue Shield, Great Plains Energy, PricewaterhouseCoopers, Sears, Guardian Life, and Whirlpool. Prior to assuming his roles at IIT, Bruce was a partner in a Chicago-based consulting firm. While most companies have mastered the two dimensional matrix of functions and business units, the three and four dimensional ( customers) structures are a real challenge.
Eighty-six percent of 128 executives and leaders in a recent CCL study stated that it is "extremely important" for them to collaborate effectively across boundaries. He is also the author of When Goliaths Clash: Managing Executive Conflict to Build a More Dynamic Organization. Attendees will learn all there is to know about trust in both profit and not-for-profit organizations.
Shockley-Zalabak was the lead researcher who developed the model of trust presented in this Webcast. He brings a unique perspective grounded in the knowledge that organizations — and leaders — must clearly understand and drive their value proposition throughout the organization to create and sustain success. The department was an internal consulting and research group that successfully helped Corning's managers make a number of significant innovations in organizing and managing at the corporate and business unit level. The frequency and availability of face-to-face communication has been dramatically curtailed, which has led to massive changes in the ways people interact, produce, collaborate and resolve conflicts. Taking away the visual, the tone and the energy of interactions demands a new communications consciousness. Levine teaches communication, relationship management and conflict management skills for The American Management Association and The International Partnering Institute. In addition to his role as Associate Editor for HRPS' People & Strategy Journal, he has been published in major business magazines and is frequently quoted in business publications and newspapers. She serves as an editor of the journal, People & Strategy, and has consulted and taught on the topic of organization design with companies around the world for over 15 years. It takes a long term approach to organizational effectiveness and focuses on how organizations can perform well in three areas: economic, social and environment. He has consulted withmore thanone hundred organizations and has been honored as a top contributor to the fields of organizational development, organizational behavior, corporate governance, and human resource management. We know that you cannot always lighten the load placed upon your leaders, but there are ways you can strengthen leaders to help them effectively carry that load. He currently manages CCL’s assessment database which contains leadership data on over eighty thousand individual leaders. She came to CCL via the Olympic Training Center where she worked as an exercise physiologist.


She has another foot in the custom world where she designs and delivers innovative leadership development programs for clients around the world.
Mojo can be defined as the positive spirit toward what you are doing now that starts on the inside and radiates to the outside. Can we leverage our infrastructure to gain more capability, value, and efficiency from support functions? He has also held positions at Durham, Glasgow and Manchester, and was an internal strategy consultant at Tesco PLC (1985-92). Stephen joined Warwick in 2008 having previously been Professor of Business Innovation at Aston Business School. He spun out the Institute in 1985 forming Wolfson Microelectronics Ltd an independent company of which he was CEO until retiring in 2007. Prior to that he held the Dixons Chair in Entrepreneurship and Innovation at University of Edinburgh, and has held senior academic positions at Aberdeen, Ulster and Queen's. Before working with CDS, Glen held senior positions within sales, operations and general management. He has spent over 30 years researching strategic approaches to globalisation, comparing 21 countries worldwide through extensive field research, in over 300 companies including particularly the automotive sector.
From 1990 he was Convenor of Economic Development, a position he held until the Scottish Local Government Reorganisation in 1995, when he was elected to the City of Edinburgh Council. The Council’s response was recognised by the Chartered Institute of Public Relations, with the award of their Grand Prix award in 2006. As CEO of Dixon's B2B operation Martin built up the largest Apple reseller business in the UK as well as developing a £100m public sector business. He takes an evolutionary and institutional perspective towards the geography of entreprenerurship by studying how different entrepreneurial enviornments develop and evolove within places and how this influences firm startup strategy.
Through designed collaborative innovation DiA has developed a pipeline of funded SMEs creating value and employment in the Scottish economy. John is also motoring correspondent for the Daily Record, an expert on low carbon vehicles and is a broadcaster and business advisor. It’s likely that yours is too no matter where you are working.First things first, I meet with my executive assistant to determine how we are going to work together. It’s likely that you feel that everyone wants a piece of you, and you may be a little unsure about how to interact with others.The overarching theme for your first month is ‘people’. At CUA, we had a number of procurement concerns – one in particular was ‘shelfware’ that had been purchased and never actually used. I spend 15 per cent of my time in operational meetings and on field visits, and 10 per cent visiting external customers and learning best practices.After I completed my first 90 days at CUA, I made sure my progress was very visible to my team and my manager.Was it a mistake to then not create a next 90-day plan? Reproduction in whole or in part in any form or medium without express written permission of IDG Communications is prohibited. The work of HR touches every facet of the organization and an HR department has a unique perspective not shared by any other function. He has 20 years of experience with Hewitt in business leadership roles in North America and Europe in HR consulting, client relationship management, and outsourcing.
Societal and political trends compel companies to lobby for and respond to legislative and social realities. Award-winning author Steve Denning will explain the underlying reasons why traditional management has become unproductive, and why business leaders and writers are increasingly exploring a fundamental rethinking of the basic tenets of management. In effect, the thinking skills of a designer and those of a successful innovation leader are two sides of the same coin.
He is co-author of a CCL product used to support group sense-making called Visual Explorer™: Picturing Approaches to Complex Challenges and Leadership Metaphor Explorer™. While at Shell, he helped the organization create an enterprise-wide learning architecture and build leaders across all levels who are highly effective in moving Shell's businesses forward. He established a process for new business development that involved more than 200 employees throughout the company and produced new business ideas estimated to produce $50 million in net after-tax earnings. By taking a strategic and process approach to development, they have been able to consistently double and triple the business results they achieve from training.
His clients include The World Bank, Motorola, Cisco, American Express, Ingersoll Rand and Anglo-American.
Focusing on a case study with McKesson Corp., this Webcast offers a new approach to executive development and accelerating senior leadership transitions to ensure your executives are executing business priorities successfully. These executives were also expected to support revenue growth, build leadership capability, and drive operational excellence. Previously, Kricher served as vice president, learning and organizational development, for the McKesson Technology Division and as director of training and development at Suntory Water Group in Atlanta, Ga. He teaches and conducts research in the area of Strategic Human Resource Management, with a particular focus on how HR practices, the HR function, and HR leaders can impact firm performance. He provides one-on-one executive coaching to CEOs and senior executives at Fortune 500 companies as well as at smaller private companies. He has served on the faculty of Loyola University of Chicago and Illinois Institute of Technology. GDS has been ranked as a top Leadership Development consulting firm by Leadership Excellence magazine, which also named Mr.
His third book, Coach Yourself to Win: 7 Steps to Breakthrough Performance on the Job and in Your Life, is based on the proven process that he and his consultants have used to coach thousands of executives, in major organizations around the world, to higher levels of performance. Real-world examples of trust building will be provided based on the speakers' extensive consulting work with major national and international organizations. Mike has authored nine books, written numerous book chapters and articles in academic and business journals. He often collaborates with, and speaks before, organizations including HRPS, SHRM, The Mayflower Group, ASTD, ABA, AGA and NEDA, on major research topics related to the future of people management.
Companies with a range of product lines selling into differentiated markets across multiple geographies are going to have complex strategies and complicated organizations. The author ofmore than350 articles and 43 books, his articles have appeared in leading academic journals as well as Fortune, Harvard Business Review and leading newspapers including USA Today and the Financial Times. Worley is coauthor of Built to Change, Integrated Strategic Change and Organization Development and Change, the leading textbook on organization development. Her research background includes immune function and exercise, stress and coping strategies of elite athletes, physiological factors associated with improved endurance performance and executive fitness. Participants will learn how to experience more happiness and meaning in their lives – both at work and outside of work. Goldsmith’s books have sold over one million copies and been translated into over 25 languages. Stephen’s research interests include small business development and policy, mid-market firms, innovation policy and evaluation and regional development.
Laura started her Purchasing career as a Graduate at Polaroid after gaining a degree in Technology and Business Studies from Strathclyde University.
Prior to this he worked in industry for over 10 years with British Aerospace and then GKN, Britain's two largest engineering companies.
Although these successful businesses are primarily found as part of the German Mittelstand, Alessa was one of the first to formally identify equivalents in Britain. Donald was given responsibility for Economic Development in the new Council and in 1998 he left the Health Service to become a full time politician.
Martin was part of the team that brought the 5 radio authorities together to create Ofcom and worked with the London Borough of Hackney on developing its infrastructure for the 2012 Olympics.
He is also currently carrying out research on entrepreneurship in resource economies such as Aberdeen and Newfoundland.
We discuss when I need some ‘think time’, the priorities in my schedule, how to best deal with vendors and other external requests, and my overall plans for the next three months.Setting out my own agenda was the most important task I completed during this period at CUA and in other previous roles. I engaged a peer to provide a better solution for next to nothing.This was a quick win and having one in your first 90 days is always going to be a preferred approach.
Probably, but as we know events do overtake best intentions and the important thing is that you establish a pattern that you and your team understands.David Gee's 90-day plan is encapsulated in the graphic below. The recognition that this unique perspective offers a strategic role for HR is long overdue; acting on this recognition is an even more pressing issue. She is the Global lead and Americas Program Manager for the Experienced Talent Program, a global, cross-divisional talent program for UBS's Executive Director Key Talent. He edited Human Resource Management for 10 years, served on editorial board of four journals, the board of directors for Herman Miller, and the board of trustees at Southern Virginia University.
In November 2000, Steve Denning was selected as one of the world's ten Most Admired Knowledge Leaders (Teleos). This Webcast presents an overview of the practices they used to guarantee their training initiatives really made a difference in the business. Brinkerhoff is a professor emeritus at Western Michigan University and has written numerous articles and books about evaluation and training effectiveness including High Impact Learning, The Success Case Method, Telling Training’s Story, and Courageous Training. He has over 60 refereed publications and has co-authored or co-edited over 15 books and volumes. He has co-authored chapters in two books, including The Human Resources Program Evaluation Handbook and The Future of Leadership Development. He is also a frequent contributor to professional journals such as Harvard Management Update, Human Resource Executive, Chief Executive, and Leader to Leader. Webcast participants will learn about and engage in actually analyzing the state of trust in their own organizations and workplaces. Join Jay Jamrog as he reveals trends in agile leadership today and the results of relevant research studies paving the path for organizations to become more agile and achieve high performance. The new competency for business leaders – and the human resource professionals who support them in designing, developing, and staffing their organizations – is to understand and harness the inherent tensions in complex strategies.
It calls for creating organizations that differ in almost every feature from traditional command and control organizations. Her most recent publication, a book on leadership stress, was based on survey research indicating that leaders today are facing ever-increasing levels of stress.
His New York Times bestseller, What Got You Here Won’t Get You There, is a Wall Street Journal #1 best seller and Harold Longman Award Winner for Business Book of the Year.
Current projects focus on innovation and exporting, innovation and survival and institutional supports for open innovation.
I liked the feel of the day, it was relaxed and the chance to mingle with others was helpful, not only during the group discussion but also in the market place. Martin is also a keen lecturer and academic and has written a number of papers covering areas as diverse as CSR and Emotional Intelligence in management development. You’ll also be well aware that your new team is anxiously waiting to engage with you, so getting this balance right will be your challenge.Engage your peers and staffBe sure to meet with as many people as you can at the organisation as early as possible.
However from a bigger picture standpoint, you have a personal stake in creating a culture of innovation and continuous improvement.Thus setting this environment and having a series of quick wins can start your team on that journey. To succeed, you need to learn to recognize and monitor trends that impact your industry and your company's competitive advantage. She has been at UBS for 9 years with a primary focus on developing and managing various talent development programs from graduate level up through Managing Director.
Increased investor awareness of intangibles shifts attention to the processes of creating profit and financial returns. In the Fall of 2009, Steve was a Visiting Fellow at All Souls Colleges, Oxford University, UK.
He now is director of research and evaluation for Advantage Performance Group, a wholly owned subsidiary of BTS Group AB. He has been an online columnist for Fast Company, and is editor of the 2007 Pfeiffer Leadership Development Annual.
He has served on the Board of Directors for Human Resource Planning Society, World at Work, and the Society for Human Resource Foundation. She has spearheaded organizational realignment and strategic transformation, and implemented numerous employee-focused initiatives to enhance operational efficiency and productivity at M&F Bank. His previous book, The Critical Path to Corporate Renewal, won the Johnson, Smith & Kinsley Award for the best book on executive leadership that year, and was a finalist for the Academy of Management's Terry Book Award.
His recent consulting clients include Microsoft, American Healthways, The Hartford, and BP. Marshall is one of a select few advisors who have been asked to work with over 120 CEOs and their management teams. In 2011 she was seconded to Essential Edinburgh as interim Chief Executive.Awards Outstanding Scottish Businesswoman of the Year 1999.
At these meetings, tell them what you stand for, how you like to work and what you expect.Share your 30, 60, and 90-day plan with them.
Once these wins or changes are agreed, be sure to market them widely.Don’t ever be afraid to self promote yourself and your team.
This know-how will help you identify and leverage your company strengths and speak the language top executives value. She has also had experience in the area of Merger Integration, Performance Management, and Large Scale Change Enablement. Dan Buchner is Vice President of Organizational Innovation at Continuum and is an award winning designer, entrepreneur and innovation consultant. Tim Mooney is a partner with the Advantage Performance Group, a wholly owned subsidiary of BTS Group AB. He has served as a Distinguished Academic Visitor for the Ministry of Manpower in Singapore, as a Senior Research Fellow in Taiwan, and currently holds a secondary position at Tilburg University in the Netherlands as a Senior Research Fellow. The session will emphasize the planning process leading to shared goals and objectives and the importance of rotational assignments. With more than 25 years of experience in banking — including servicing as CEO of Consolidated Bank in Richmond, Virginia, as well as executive vice president for City First Bank of D.C. Professor Beer has taught in many executive education programs at HBS, including the Advanced Management Program, the International Senior Management Program, and founded and led Managing Organizational Effectiveness and Change and Strategic Human Resource Management.
Leadership is shared and strategies are developed that focus on long term sustainable effectiveness instead of short term profitability. While some of this will be sensitive, remember that telling them what you are focusing on will eliminate much of their personal anxiety.I remember sharing a short list of 5 things that I expected from my team when I started at CUA.
He is a seasoned performance consulting expert who specializes in assessment and organizational change. I will give examples of what are the best practices that are emerging.An internationally recognized expert on complex organization design, Dr. Organizations structures are created that facilitate lateral communication and coordination by putting employees in contact with their organizations' external environment.
Your honeymoon period ends quickly so the sooner you are seen to be taking charge, the better.My advice here is to ask your direct manager where he or she expects you to be from a broader leadership standpoint. It was interesting to see that many staff later printed out this and stuck this on their cubicles.In one-on-one and group meetings, I smile but ask many questions, some of these interactions are to learn about the culture and the people. For nearly 30 years, Buchner has been developing innovative new products, creating compelling new services and helping organizations establish design and innovation capabilities to drive their success. He works directly with clients on consulting projects and is the practice leader for The Advantage WaySM. Finally, the challenges involved in creating sustainable effective organizations will be considered and approaches to it considered.
These innocent discussions get repeated and whatever I ask is shared around and this helps staff form their perceptions of me as a person and my agenda.Engaging your peers and the business in introductory discussions is going to be what seems like an endless series of one-on-one meetings. He has won 11 design awards including a bronze and gold BusinessWeek IDEA award and has been published in Innovations and Product Development Best Practices.
Mooney is a frequent speaker and writer on the topic of achieving measurable business impact from training. Galbraith has developed many frameworks, such as the Star Model™ and the Front-Back organization structure, that are used by multinational companies across a broad spectrum of industries.
He holds more than 25 US and Canadian design and mechanical patents and a degree in industrial design from the Fanshawe School of Design.
Creating your own brand is important and you will need to consider what will be particularly valued and expected of you. His roles included vice president of sales and marketing for assessment and regional vice president.



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