Thursday, February 28, 2008

Leadership Development Planning

Leadership Development Planning

http://www.managementhelp.org/ldr_dev/ldr_dev.htm

Written by Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Copyright 1997-2007.
Adapted from the Field Guide to Leadership and Supervision.

Simply put, leadership development is an effort (hopefully, planned in nature) that enhances the learner's capacity to lead people. Very simply put, leading is setting direction and guiding others to follow that direction. A critical skill for leaders is the ability to manage their own learning. The highly motivated, self-directed reader can gain a great deal of learning and other results from using the guidelines and materials in this library topic.

(Note that there are separate topics about Management Development Planning and Supervisoral Development Planning.)

Sections of This Topic Include:

Preparation for Learning

Optional: Suggested Readings from the Library
Before Leadership Development, Get an Impression of What "Leadership" Is
What Does Leadership Development Look Like?
Strong Value of Self-Directed Learning

Informal Activities to Learn About Leadership in Organizations

Attempt to Go Beyond Reading Books ...
Ideas for Activities to Learn About Leadership

Customizing Your Own Leadership Development Program

Preparation for Designing Your Leadership Training Plan
Determining Your Overall Goals in Leadership Training
Determining Your Learning Objectives and Activities
Developing Any Materials You May Need
Planning Implementation of Your Leadership Training Plan
Evaluating Your Leadership Training Plan and Experiences
Follow-Up After Completion of Your Plan

Basic Guide to Management and Supervision

Basic Guide to Management and Supervision (html)



PREPARATION FOR LEARNING

Optional: Suggested Readings from the Library

To gain broad perspective on leadership development, the reader would benefit most from first reading the following information.
Introduction to Organizations (read documents referenced from the section titled "Basics")
Basic Definitions and Roles in Management
Training Basics -- Ways to View Training and Development
Training Basics -- Getting Most from Training and Development

Before Leadership Development, Get Sense of What "Leadership" Is

The first place to start learning about leadership is to get some sense of what leadership is -- in particular, understand get an impression of the areas of knowledge and skills recommended for effective leadership in organizations. Review information in:
Overview of Organizational Leadership
Suggested Competencies for Effective Leadership in Organizations

What Does Leadership Development Look Like?

If you read the information in the section Training Basics -- Ways to View Training and Development listed above, you learned about training programs that are informal and formal,and other-directed or self-directed. Leadership development programs come in all of these combinations, as well. You can learn about leadership in informal "programs", for example, by reading some articles, discussing leadership with a friend, etc. You can attend formal training, for example, a course, seminar or workshop. At this point, it might help you to get some perspective on the nature of leadership development programs by looking at some. See
Samples of Leadership Development Programs

Strong Value of Self-Directed Learning

The ability to manage one's own learning is an increasingly critical skill. Bouchard explains, “Over the years, it has become increasingly clear that traditional approaches to [training!!] program design and delivery in the workplace and in associative organizations present some important weaknesses. Problem areas include: coping with the short life span of useful knowledge; passing down acquired competencies to succeeding cohorts; accommodating the demands of productivity while providing for a continuity of learning; [and!!] enabling learners to pursue activities that correspond to their learning styles and needs” (in Self-Directed Learning in Organizational Settings (working paper), Concordia University, Montreal, Canada, p. 1).

This topic in the library provides an excellent opportunity to begin managing your learning. To learn more about self-directed learning, see
Strong Value of Self-Directed Learning in the Workplace



INFORMAL ACTIVITIES TO LEARN ABOUT LEADERSHIP

Informal Activities to Learn About Leadership

Attempt to Go Beyond Reading Books ...

The activity of leading is a very human activity. Therefore, there are a wide range of everyday and on-the-job activities from which you can learn about leadership and even enhance your leadership skills. Informal methods can include, for example, reading books, having discussions with friends, on-the-job training, keeping a diary with thoughts about leadership, etc. Note that you're not likely to develop much for leadership skills merely by reading, talking or attending a course unless you actually apply new materials and methods, and continue to reflect on what you're learning along the way.

Ideas for Activities to Learn About Leadership

One of the most effective and reliable ways to learn is to do so consciously, in a planned fashion. Therefore, be sure to consider customizing your own leadership training plan. Complete guidelines are provided in the next section, Customizing Your Own Leadership Development Plan.

The following table includes numerous ideas for activities from which to learn about setting direction and influencing others to follow the direction.

Get guidance and assistance:
· Seek to find a mentor
· Hire a personal/professional coach

Readings to consider:
· Read general advice (articles on leadership)
· Read leading yourself
· Read core competencies to lead others
· Read leading individuals
· Read leading groups
· Read leading organization-wide efforts
· Review the basics of organizational change
· Review the self-management for new managers and supervisors
· Read books on leadership
· Read self-assessments about leadership
· Read suggested competencies in leadership

Skills to practice:
· In your next assignment or in a personal plan, design and word goals to be SMARTER
· Learn to be a mentor
· Learn to coach others
· Give a presentation
· Practice basic skills in delegation
· Practice basic skills in listening and sharing feedback
· Customize personal guidelines for some basics in leading, for example, problem solving, · Decision Making, · planning, and managing your power and influence
· Plan a meeting and facilitate a meeting
· Clarify your personal values and how you live them out -- develop your codes of ethics and codes of conduct

Some workplace activities for learning:
· Start (and stick to) a new project at work or in your life, ideally a projec that includes your setting direction and influencing others to follow the direction
· Ask your supervisor, peers and subordinates for ideas to develop your leadership skills
· Ask to be assigned to a leadership position
· Regularly solicit feedback from others about your leadership skills

Other sources for learning:
· Identify traits and behaviors of your favorite leaders
· Design a personal development plan
· Take strong participation in a course, apprenticeship or internship that involves persistence, risk and initiative
· Take a leadership role in a management association
· Volunteer to lead a work or community project, or join a board of directors

Capturing your learning:
· Schedule (and stick to) ongoing periods for private reflection; record them in a journal
· Consider designing a formal training plan ((see below)

· also consider Ideas for Activities to Learn About Supervision
· also consider Ideas for Activities to Learn About Management



CUSTOMIZING YOUR OWN LEADERSHIP DEVELOPMENT PLAN

Your are much more likely to learn useful skills in leadership if you develop and implement a training plan. The following sections will guide you to develop your own complete, highly integrated (and performance-oriented) leadership development plan. Each section includes reference to particular sections in the Complete Guidelines to Design Your Training and Development Plan (hereafter called the "Guidelines"). That document includes guidelines for you to identify your overall training goals and the learning objectives and activities to achieve the goals. Guidelines are also provided for carrying out the learning activities and evaluating your entire learning experience.

Preparation for Designing Your Leadership Training Plan

Read the following two initial sections of the Guidelines (up to "Determining Your Overall Goals in Training") and then return to the next section below.
Directions to Use "Complete Guideline ..."
Preparation for Designing Your Training Plan

Identifying Your Overall Goals in Leadership Training

Purpose of this Section

This section helps you identify what you want to be able to do as a result of implementing your training plan, for example, qualify for a certain job, overcome a performance problem, meet a goal in your career development plan, etc. Learners are often better off to work towards at most two to four goals at a time. There are a variety of ways to identify your training goals, depending on what you want to be able to accomplish as a result of implementing your training plan.

Begin Identifying Your Training Goals

Consider Performance Gaps, Growth Gaps or Opportunities Gaps
Performance gaps are areas of knowledge and skills need to improve performance and are usually indicated during performance reviews with your supervisor. Growth gaps are areas of knowledge and skills need to reach a career goal. Opportunity gaps are areas of knowledge and skills needed to take advantage of an upcoming opportunity.

Conduct Self-Assessments
The following online, self-assessments may help, as well, by helping you assess certain areas of your own leadership abilities.
Various Needs Assessments to Help Identify Leadership Development Goals

Collect Input From Others
Ask others for ideas to improve your leadership skills. Try get their input in terms of behaviors you can show. Consider input from performance reviews. See
Performance Reviews / Appraisals
[360-Degree Employee Performance Reviews / Appraisals|Performance Reviews: 360-Degree]

Reference Lists of Areas of Knowledge and Skills Needed in Variety of Roles and Function
Competencies are lists of the general abilities needed to perform a role. Consider the following lists for leading yourself, other individuals, groups and organization-wide efforts.
Suggested Competencies for Effective Leadership in Organizations

Reference Books and Other Materials About Leadership
There is a vast amount of information available regarding leadership and leadership skills. However, much of it is in regard to character traits that leadership should have. When determining your training goals, translate these character traits to behaviors that you and others can recognize. See
General Advice About Traits and Characteristics That Leaders Should Have

Look at Goals and Objectives of Leadership Development Programs
These programs can offer good ideas about traits and characteristics needed by leaders, and methods to achieve those traits and characteristics. Be careful not to simply adopt suggestions and methods without first considering if they'd really be useful to you.
Samples of Leadership Development Programs

Don't Forget to Lead Yourself!
Developing skills in leadership involves changing yourself, stretching yourself. Therefore, you may want to include developing skills in
Self-Confidence
Assertiveness

On to Refining and Writing Your Training Goals in Your Plan ...

The Guidelines provides additional advice for identifying your training goals. Follow the steps in the following section of the Guidelines until you come to its section titled "Determining Your Learning Objectives and Activities " and then return to the next section below.
Determining Your Overall Goals in Training

Determining Your Learning Objectives and Activities

Purpose of this Section

The purpose of this section is to identify the various learning objectives you should achieve and learning activities you should undertake in order to achieve the overall training goals in your plan.

Identifying Your Learning Objectives

Carefully consider each of your training goals. What specifically must be accomplished (that is, what objectives must be reached) in order for you to reach those goals? Which of these objectives require learning new areas of knowledge or skills? These objectives are likely to become learning objectives in your training plan. To get a stronger sense for learning objectives, see Basic Guidelines and Examples for Writing Learning Objectives.

Identifying Your Learning Activities

Learning activities are the activities you will conduct in order to reach the learning objectives. The activities should help you work toward your training goal, accommodate your particular learning styles, be accessible to you and be enjoyable as well. The following link might help you.
Ideas for Activities to Learn About Leadership

On to Refining and Writing Your Learning Objectives and Activities in Your Plan ...

The Guidelines provide additional advice for identifying your learning objectives and activities. Follow the steps in the following section of the Guidelines until you come to its section titled "Developing Any Materials You May Need" and then return to the next section below.
Determining Your Learning Objectives and Activities

Developing Any Materials You May Need

Developing materials might include, for example, getting books, signing up for courses, reserving rooms, getting coaches, etc. The Guidelines provides additional guidance to develop any materials you may need. Follow the steps in the following section of the Guidelines until you come to its section titled "Planning Implementation of Your Training Plan" and then return to the next section below.
Developing Any Materials You May Need

Planning Implementation of Your Leadership Training Plan

During implementation, you should think about whether you're really understanding the materials or not, need additional support, etc. The Guidelines provides additional guidance to you during implementation of your plan. Follow the steps in the following section of the Guidelines until you come to its section titled "Planning Quality Control and Evaluation of Your Training Plan and Experiences" and then return to the next section below.
Planning Implementation of Your Training Plan

Evaluating Your Leadership Training Plan and Experiences

Evaluation includes assessing and making value judgments on whether you achieved your training goals or not, and on the quality of the process to reach those goals. Follow the steps in the following section of the Guidelines until you come to its section titled "Follow-Up After Completion of Your Plan" and then return to the next section below.
Planning Quality Control and Evaluation of Your Training Plan and Experiences

Follow-Up After Completion of Your Plan

Follow the steps in the following section of the Guidelines.
Follow-Up After Completion of Your Plan


Motivation Skills of HRD Manager by Susan Heathfield

Top 10 Ideas About What Employees Want From Work

http://humanresources.about.com/od/rewardrecognition/tp/recognition.htm

Fom Susan M. Heathfield,
Your Guide to Human Resources.
FREE Newsletter. Sign Up Now!
Every person has different reasons for working. The reasons for working are as individual as the person. But, we all work because we obtain something that we need from work. The something obtained from work impacts morale, employee motivation, and the quality of life. To create positive employee motivation, treat employees as if they matter - because employees matter. These ideas will help you fulfill what people want from work and create employee motivation.

1. What People Want From Work

Some people work for personal fulfillment; others work for love of what they do. Others work to accomplish goals and to feel as if they are contributing to something larger than themselves. The bottom line is that we all work for money and for reasons too individual to assign similarities to all workers. Learn more.

2. How to Demonstrate Respect at Work

Ask anyone in your workplace what treatment they most want at work. They will likely top their list with the desire to be treated with dignity and respect. You can demonstrate respect with simple, yet powerful actions. These ideas will help you avoid needless, insensitive, unmeant disrespect, too. Read more about respect.

3. Provide Feedback That Has an Impact

Make your feedback have the impact it deserves by the manner and approach you use to deliver feedback. Your feedback can make a difference to people if you can avoid a defensive response.

4. Top Ten Ways to Show Appreciation

You can tell your colleagues, coworkers and staff how much you value them and their contribution any day of the year. Trust me. No occasion is necessary. In fact, small surprises and tokens of your appreciation spread throughout the year help the people in your work life feel valued all year long.

5. Trust Rules: The Most Important Secret

Without it, you have nothing. Trust forms the foundation for effective communication, employee retention, and employee motivation and contribution of discretionary energy, the extra effort that people voluntarily invest in work. When trust is present, everything else is easier. Learn more.

6. Provide Motivational Employee Recognition

You can avoid the employee recognition traps that: single out one or a few employees who are mysteriously selected for the recognition; sap the morale of the many who failed to win, place, or even show; confuse people who meet the criteria yet were not selected; or sought votes or other personalized, subjective criteria to determine winners. Learn more.

7. Employee Recognition Rocks

Employee recognition is limited in most organizations. Employees complain about the lack of recognition regularly. Managers ask, “Why should I recognize or thank him? He’s just doing his job.” And, life at work is busy, busy, busy. These factors combine to create work places that fail to provide recognition for employees. Managers who prioritize employee recognition understand the power of recognition.

8. Top Ten Ways to Retain Your Great Employees

Key employee retention is critical to the long term health and success of your business. Managers readily agree that their role is key in retaining your best employees to ensure business success. If managers can cite this fact so well, why do many behave in ways that so frequently encourage great employees to quit their job? Here are ten more tips for employee retention.

9. Team Building and Delegation: How and When to Empower People

Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their jobs. Team building occurs when the manager knows when to tell, sell, consult, join, or delegate to staff. For employee involvement and empowerment, both team building and delegation rule. Learn more.

10. Build a Mentoring Culture

What does it take to develop people? More than writing “equal opportunity” into your organization’s mission statement. More than sending someone to a training class. More than hard work on the part of employees. What development does take is people who are willing to listen and help their colleagues. Development takes coaches, guides and advocates. People development needs mentors. Learn more.

MIT Open Courseware Videos

MIT Open Courseware Videos

mitopencw.jpg

http://ocw.mit.edu/OcwWeb/Global/OCWHelp/avocw.htm

The service

MIT Open Courseware has been a trailblazing initiative to bring free university sector courses to the public via the Internet. While the content is primarily syllabus and reading list based, of late they have added some great video content across the range of their courses.

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Monday, February 25, 2008

How to use giving to make profit?

AS HRD Profession, we have a lot to give to the society. We can motivate the young ones, train the needy people and pass on learning skills to students.

Sunday, February 24, 2008

The Strategist Notebook



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Strictly for personal development book summaries, practical business ideas, concepts, leadership and management strategies. With the occasional hints of humour and crap talks.


For Example: Be a People Person by John Maxwell

Title : Be a People Person
Author : John C. Maxwell
Publisher : Magna Publishing Co., Ltd. 2002
ISBN : 81 7809 128 3
Pages : 156

The Big Idea

Interpersonal relationships can make or break people. This is most true for leaders. Since leaders work with different kinds of people, developing the essential “people skills” will enable them to bring out the best in people.

Be a People Person is a book of help. Its life-enriching and life-changing ideas will be most helpful in your family, social, and business life. More importantly, the “people principles” shared by this book will help you gain a deeper understanding of yourself and of other people.

I. The Importance of Being a “People Person”

People are the most precious of resources. Your success, fulfillment, and happiness depend on your ability to relate well to different kinds of people. This is why it is very important for you to become a “people person.”

A. The Golden Rule

The key to successful interpersonal relationships is to treat people the way you want to be treated. This is called the Golden Rule. Instead of putting people in their place, learn to put yourself in their place and see life the way they see it.

To become an effective leader, learn to tap and develop people. Make a concerted effort towards creating a positive change in the way you relate to others. The best way to go about it is to develop in yourself the same qualities that draw you to other people -- the very same qualities that you look for and enjoy in others.

B. The Qualities You Enjoy in Others
People, no matter what their station in life is, are mostly drawn to those who know how to:

-encourage;
-appreciate;
-forgive;
-listen; and
-understand

These qualities make relationships right. Build on these qualities and you will surely help other people realize their potential, and ultimately help them excel and succeed. Moreover, regard people as assets. In so doing, you will become allies instead of adversaries in life.

C. The Qualities People Like About You

People are drawn to charismatic individuals. Charismatic individuals have a personality that makes people respond to them positively. To become a “people person,” you need to develop charisma.

Charisma is inherent in all people. Regardless of what most believe and think about charisma, all people have the innate ability to develop that appealing personality that bring about that special sense of loyalty or enthusiasm in others.

The key to developing charisma is to make other people feel good about themselves, rather than to make them feel good about you. The following are the outstanding traits of charismatic people:


C – ONCERN (The Ability to Care)

Charismatic people are truly concerned about people’s deepest needs and interests. They truly care and leave you feeling important.

H – ELP (The Ability to Reach Out)

Charismatic people help other people with their problems. They inspire them to face their problems, and offer creative solutions and hope.

A – CTION (The Ability to Make Things Happen)

Charismatic people are never boring. They are always creative and confident in the way they present ideas or solutions.

R – ESULTS (The Ability to Produce)

Charismatic people are other-centered and genuinely wish for other people to succeed. This trait inspires productivity in people

I – NFLUENCE (The Ability to Lead)

Charismatic people are natural leaders. They know how to influence people and make them follow their lead.

S – ENSITIVITY (The Ability to Feel and Respond)

Charismatic people are sensitive to changing situations. They are adept at responding appropriately to the mood, feeling, and spirit of any situation.

M – OTIVATION (The Ability to Give Hope)

Charismatic people are good motivators. They are good at encouraging, believing, and supporting people in the face of despair and adversities.

A – FFIRMATION (The Ability to Build Up)

Charismatic people are good at acknowledging the accomplishments of other people. They think the best, believe the best, and express the best in others.

D. On Becoming Confident with People

Confidence in oneself is the cornerstone of success. More often than not, a clear direction or goal is not enough to convince others to follow. Self-confidence is what makes others believe in a leader. It breeds confidence in others.

Confidence makes you strong and stable in times of great ordeals. Moreover, it enables you to grow as a person and face life’s uncertainties bravely. As a result, you exude a sense of security and contentment, which in turn brings about a positive change in people.

Conversely, insecure leaders have no confidence in themselves or in other people. They are incapable of causing positive change in people, much less lead them towards a common goal. Furthermore, they are incapable of giving encouragement. Thus, they only pull down people instead of lifting them up.

Six ways to develop confidence

-Establish your worth according to God’s value system
-Focus on God; not on your situation
-Develop friendship with confident people
-Put a few wins under your belt
-Become an expert on the one thing you’re good at
-Develop a knowledge of people and the product

II. Becoming a Person People Respect

Leaders must live and follow a higher standard than their followers. At the same time, the fewer options available to them the higher they go up the leadership ladder.

They are also judged differently because their gifts and responsibilities are different. They may be forgiven for their mistakes and trespasses, but they may not recover their lost credibility that easily. This is because leadership is a position that one earns by proving faithful to their calling and duties.

A. Be a Credible Leader

Credible leaders lead a disciplined life. A disciplined life is the best protection against sin. Moreover, be a person of integrity. Effective leaders establish a system of values that is consistent with God. At the same time, make yourself accountable to people in authority. Effective leaders understand that no good ever comes out of authority without accountability.

Furthermore, effective leaders understand that the dangers of structuring their lives and their leadership style according to the “Lone Ranger” ideal. People tend to develop a distorted perception of their selves and their organization, as well as of other people, when they live according to this ideal.

B. Be Aware of Your Weaknesses

Effective leaders must be aware of their weaknesses. This helps them become vigilant against the things that could lead them astray. Remember, to be forewarned is to be forearmed.

III. Becoming a Person People Trust

Trust is very important in any type of relationship. It depends very little on the person’s name or station in life. When there is trust, a strong, positive relationship is built.

Principles in Developing Trust

-Demonstrate what you want to instill and be consistent about it. Be what you teach or ask others to do, especially when disciplining them.

-Encourage people, and hold faultfinding to a minimum. A person, no matter what his or her station in life is, performs better under a spirit of approval than criticism.

-Believe the best in people. By believing in them, you encourage them to do their best and help them realize their potentials.

-Help others succeed. Their success is also your success.

-Give people the tools and skills they need to grow and develop. By believing in people and helping them to believe in themselves, you establish a relationship in which everyone wins.

IV. Qualities of an Effective Leader

Leadership sets the standard in any organization. The higher the standard, the more effective the leadership is. Also, the kind of leadership in an organization has a tremendous bearing on group relationships.

An Effective Leader Must Feel a Sense of Calling

Effective leaders feel a strong calling to lead and have a deep sense of responsibility. They are driven to declare an idea, point people in some direction, or lead others on a mission.

They don’t quit. They also have the right answers. They stand out and tend to reproduce other “called leaders.” In addition, called leaders have the ability to speak to the times and issues.

An Effective Leader Must Be Able to Communicate

Effective leaders are able to visually and verbally communicate their message or vision to the people. They have a clear picture of that vision and are able to convey it creatively to the people. Moreover, they are able to constantly remind people of that vision and confidently lead them toward its attainment.

They have a strong belief in people, and they are able to find ways to help them grow and become better with each passing day. They understand the necessity of sharing their message or vision with others who can help them make their visions a reality.

An Effective Leader Is Creative Handling Problems

Effective leaders know how to use a crisis or problem to their advantage. Instead of throwing their hands in defeat, they are able to use a crisis as an opportunity for change.

An Effective Leader Is a Generous Contributor

True leaders are servants. Effective leaders are great givers and they give freely.

An Effective Leader Acts Consistently

Effective leaders must be consistent in three areas: people, principles, and projects. They must be consistent in their dealings with people –- this helps build security. They must be consistent in their principles –- this provides direction. Last but not least, they must be consistent in their projects -– this builds morale.

V. The Art of Motivating People for their Benefit

An effective leader must learn to motivate and persuade people. They must learn to speak to the heart, not only to the head. At the same time, an effective leader must learn how to draw out the best in people.

A. How to Establish and Accomplish Goals

To persuade is to use “sweetness” to get people to do things for you out of their own volition. However, you need to know exactly what it is that you want to accomplish before you can persuade others. You also need to determine what you are willing to give up in achieving your goal. Finally, you need to implement your plans and work hard in achieving your goal. Keep in mind the Five “C’s” when trying to motivate or persuade people:

1. Consideration – What is the needed response?
2. Credibility – What must you do to get it?
3. Content – What must you say to get the needed response?
4. Conviction – How should you convey the message to other people?
5. Conclusion – What steps do you need to take?

B. Place Yourself in the Other Person’s Shoes

If you want to persuade people to your view, start where they are and work from that position. By putting yourself in their “shoes,” you develop a sensitivity to their needs. This allows you to better address the issues concerning them.

Ask people about the things that are important to them. Also, take into account their feelings about an issue. On top of that, inquire into their needs and expectations. Remember, you can get everything that you want in life if you help people get what they want.

C. Focus on the Problem

Always deal with the issues only; try to get all the unwanted emotions out of any issue. This establishes a base of trust which is crucial in any relationship. Failure to recognize and handle problems at the outset only creates credibility gap and negative feelings.

Equally important, proceed bravely when advancing a point of view persuasively. Remember, effective-risk taking leadership happen when there is conviction and confidence in the persuader.

D. Appeal to a Higher Vision

Make people understand and empathize with the human values represented by your position. In doing so, you will be able to arouse the crucial emotions in people that will give birth to the kind of response you are seeking. You simply help people become what they really want to be whenever you appeal to a higher vision.

D. Be Enthusiastic When Persuading

Approaching an issue objectively is usually the best way to convince people to your view; however, when all else fails be enthusiastic in your arguments. Nevertheless, know when to stop. The number one reason why most people lose an argument is that they do not know when to quit. Incessantly hammering the person you are trying to convince will only produce resentment toward you.

VI. Loving Difficult People

Learn to understand and help people with difficult personalities. Be responsible in the way you treat others. More importantly, be responsible for how you treat or react to those around you. You cannot choose how people treat you, but you can choose how you respond to them.

Understanding the Different Personality Types

The “Sherman Tank”

These people intimidate others because of their “I’m right, you’re wrong” attitude. They are often aggressive and hostile in their relations, and people are apt to fight with them because “tanks” are insensitive and hard to reason with.

To deal with them, first consider this person’s influence and the issue at hand. If the issue is not worth fighting over, do not confront them about it. Nevertheless, if a confrontation is unavoidable, be direct and meet the specific issues head-on.

The “Space Cadet”

These people live in their own worlds. They do not respond to motivations and frustration is the normal feeling which you get when working with these people. Typically, they are people you label as “weird.”

If you have to work with them, do not evaluate your leadership by their response. In fact, do not even ask their opinion about something because chances are, you will just get an off-the-wall answer. Similarly, do not place them in teams or positions of leadership because they are incapable of determining the heartbeat of others.

Nonetheless, do not consider them a lost cause. They are often extremely intelligent and creative, and they usually work best alone. Just find the key to their uniqueness and capitalize on it.

The “Volcano”

These people tend to be unapproachable because of their explosive, unpredictable personality type. It is stressful working with them for you cannot predict what might set them off.

In dealing with “Volcanoes,” calmness is the key. Try to get the facts straight and minimize exaggerations or eliminate hearsays from the conversation. Then, give them a soft, clear answer and hold them accountable for the things they say and the people they hurt.

The “Thumb Suckers”

These people are full of self-pity. They are often moody and pout to get what they want. They also use pouting as a leverage to manipulate people.

To handle “thumb suckers,” make them aware of the fact that moodiness is a choice. They can change all that if they choose to do so.

It may also help if you expose them to people who have real problems. It may cause them to see themselves in a different light and create a positive change in them.

Above all, never give them the opportunity to exhibit their negative attitudes publicly. Ignore them when they are pouting.

The “Wet Blanket”

These people are the classic negative thinkers. They are always down and find problems in everything. Likewise, they do not take responsibility for their negative attitude and behavior; instead they just keep making excuses.

To help these people, it is important that you do not provide them the opportunity to make excuses. Kindly, yet firmly tell them that their attitude is hindering the group’s progress.

In addition, point out to them that you are confident in their abilities, but if they do not change their attitudes and behavior you will have to let them go.

The “Garbage Collector”

These people have totally surrendered their lives to negative emotions. They love to rehearse and replay the injuries they suffered from other people. They hold on to their injuries and nurse their wounded spirits like it was a sick puppy.

In handling people with this personality type, confront them about the way they try to represent other people. When they tell you about the many people who feel that way too, ask them to name names. This one question takes out the “stink” in their declarations because it usually boils down to one or two individuals who share their affinity for garbage.

This generally makes them realize that their statements are mere generalizations and exaggerations. In some extreme cases, it may be necessary to destroy their credibility to the decision-making body.

The “User”

These people manipulate others for their own gain. They avoid responsibility, while demand time and energy from others. They often use the “guilt trick” to get what they want.

Set a predetermined limit on how far you are willing to help them. What's more, require responsibility from them and make them answerable for some job. Most of all, never feel obligated to them or guilty for not feeling obligated. If you let them push your guilt button, they will definitely take advantage of your weakness.

VII. Learning to Handle Criticism

Leaders and change agents are the two kinds of people who are most susceptible to criticism -- leaders because they stand apart from the crowd; change agents because they bring unwelcome and uncomfortable change in people’s lives.

Develop a positive attitude towards criticism, so you can be more relaxed when confronted with it. Surround yourself with positive people. Also, learn to laugh at yourself. Remember, the best of people also gets criticized.

Moreover, learn to look beyond the criticism and see the critic. Sometimes knowing who the critic is will help you determine whether to pay the criticism its due attention or not. However, be wary of crowds behind the critic. It might be more prudent to take heed of them.

Furthermore, when receiving criticism concentrate on changing your mistakes, and not your mission. If you run from your task each time you are criticized, you sz will never accomplish anything.

On the other hand, when it is you who is giving the criticism check your motives. Never attack the person. Always focus your critique on the problem. Be specific and be sure to confront people when the time is right. Above all, always sandwich criticism between praise at the beginning and encouragement at the end.

VIII. Developing a Winning Team

Unity of purpose is the glue that holds teams together. It is the key to successful teamwork. To build a successful team, all members must share a common goal, which must be communicated to each and everyone in the team.

The Major Attributes of a Winning Team
-They play to win.
-They take risks. One must risk failure to win.
-They keep on improving. They become better persons in the process.
-Each member cares about the success of every other member.

B. Three Key Areas that Determine a Team’s Success

Hire the Right People. It is the leader’s job to ensure that only the right kind of people gets hired. Bear in mind that the quality of an organization’s staff is its most important feature. When hiring staff, use this formula to RATE individuals: Relationship + Attitude x Talent + Expectation = Production

Dismiss/fire workers only after careful and prayerful consideration. Do it tactfully and be sure to have strong, solid grounds for dismissing workers. If possible, assist with their transition towards their new life.

Inspire your people to work together as a team and to aspire for a common goal. Motivate the team by continually reminding the team of the overall vision and the importance of accomplishing that goal.

The Measurable Impact of a Chief Learning Officer

The Measurable Impact of a Chief Learning Officer

This post was written by Jacob McNulty

In an e-seminar hosted by CLO Magazine yesterday, presenter Josh Bersin of Bersin and Associates facilitated a talk titled, “Increasing the Strategic Value of Learning Organizations.” You can find the slides here - the recording should be available here shortly.

Note: If you wish you had known about this e-seminar, we keep an up-to-date calendar on Orbital RPM’s site where you can search for events (big as small) throughout the learning and development field and send reminders directly to your calendar or email.

There are many good nuggets of information contained in Josh’s talk but in the interest of focus I will highlight one. Bersin and Associates is known for their quantitative research in the field of learning and development and the statistics from one of Josh’s slides was intriguing to me.

The following percentages indicate how much more effective or efficient organizations were (in the areas listed) that have a highly effective Cheif Learning Officer (CLO) in their ranks:

* Partnering with Lines of Business: + 12%
* Measuring the Impact of Learning: + 20%
* Developing Innovative e-Learning: + 14%
* Sharing Best Practices: + 15%
* Making the Most of Resources: +12%
* Developing High Job Satisfaction: +10%

These numbers are compelling. As the strategic role of learning and development continues its climb up the ranks of organizational credibility, it’s studies like these that will give it a boost. Everybody loves data and these are numbers that any Executive would like to see.

Tags: Blended Learning, business training, Chief Learning Officer, CLO, CLO Magazine, corporate training, development, informal learning, learning, learning organization, learning strategies, organizational learning, professional development, workforce development

http://orbitalrpm.com/2006/the-measurable-impact-of-a-chief-learning-officer/

Wiki Example: www.learningwiki.com

CLO Webinar: Learning 2.0: Using Web 2.0 to Create Effective Informal Learning

Learning 2.0: Using Web 2.0 to Create Effective Informal Learning
Wednesday, December 19, 2007
*Note: Online-only event

Download Materials
Webinar Slideshow
Webinar Recording


sponsored by Saba

Wednesday, December 19, 2007
11 am Pacific/2 pm Eastern



Today’s organizations see strategic people management programs as key to developing, empowering and managing their people to increase performance, reduce costs, be more adaptable and ensure business success. But organizations eager to leverage people management solutions to enhance performance may be surprised to discover that informal learning has the potential to have an even greater impact on an organization’s success than classes and classic training offerings. This seismic shift, made possible by the emergence of so-called Web 2.0 technologies, has resulted in a concept frequently referred to as Learning 2.0.

Join us for this complimentary Chief Learning Officer magazine Webinar, sponsored by Saba, and learn how your organization can:

· Create a blended informal and formal learning model to meet the needs of today’s multigenerational workforce

· Understand the use of Web 2.0 tools, such as wikis, blogs, video capturing and editing applications, and virtual worlds for informal learning purposes

· Use technology for just-in-time information, accelerated time to competency, extended global reach and increased resource productivity
Amar Dhaliwal




Amar Dhaliwal
Senior Vice President, Product Operations Group
Saba

Amar Dhaliwal is the senior vice president of Saba’s product operations group. Dhaliwal has been with Saba since May 2005 and initially served as the vice president of engineering. Prior to Saba, Dhaliwal was chief technology officer and a co-founder of THINQ Learning Systems. With more than 10 years of human capital management and enterprise software experience, Dhaliwal is an established expert on learning technologies and how they can be used to improve productivity.


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Ben Willis

Ben Willis
Director, Product Strategy
Saba

Ben Willis is the director of product strategy for learning & collaboration solutions. Willis has been with Saba for more than seven years. Before his current role, he served in Saba’s professional services group for five years, where he was involved in more than 40 Saba implementations (both local and multinational) across a wide range of industries. Prior to joining Saba, Willis was at PricewaterhouseCoopers, where he was a principal consultant in the learning practice.

http://www.clomedia.com/events/Webinars/2007/December/105/index.php

CLO Webinar: Competencies: Gateway to Integrated Talent Management

Competencies: Gateway to Integrated Talent Management
Thursday, February 7, 2008
*Note: Online-only event

Download Materials
Webinar Slideshow
Hear Webinar Recording

sponsored by
TEDS Inc.

Thursday, February 7, 2008
11 am Pacific/2 pm Eastern

Competencies play a significant and foundational role for all aspects of talent management. In fact, Bersin & Associates research shows that the identification and implementation of key competencies deliver the highest levels of business value. In this complimentary Chief Learning Officer magazine Webinar, sponsored by TEDS, Kim Lamoureux of Bersin & Associates will explore the role competencies have in recruiting, performance management, succession planning and learning and development. She will define the different types of competencies, discuss how each type is used and address the key aspects for selecting and defining those most important to your organization. Lamoureux will present best practices for efficient and practical implementation of competency initiatives and review detailed research findings that demonstrate how competency processes can improve business performance.
Kim Lamoureux

Kim Lamoureux
Senior Analyst, Leadership Development
Bersin & Associates

Bersin & Associates

Kim Lamoureux is a senior analyst at Bersin & Associates and directs the company’s research in management and leadership development. She has more than a decade of experience in human resources and talent management, which includes managing worldwide leadership programs, executive education and leading cross-functional teams. Lamoureux's functional areas of expertise include senior leadership training, career development, 360-degree feedback, performance management, succession planning and business process improvement. Prior to joining Bersin & Associates, Lamoureux held several training and development management positions at Textron Inc., a global multi-industry manufacturer and service provider. She was a primary contributor in establishing Textron’s corporate university and defining a training administration outsourcing solution. Lamoureux holds a bachelor's degree in human resource management from Rhode Island College and is an active member of the American Society for Training and Development.

http://www.clomedia.com/events//2008/January/165/index.php

CLO Webinar: A Practical Approach to Introducing Innovative Learning Programs in Your Organization

A Practical Approach to Introducing Innovative Learning Programs in Your Organization
Thursday, February 21, 2008

*Note: Online-only event

Download Materials
Webinar Slideshow


sponsored by RWD

Thursday, February 21, 2008
11 am Pacific/2 pm Eastern

Blogs, gaming, podcasts, wikis — are you overwhelmed with “innovative” learning options but not sure how to apply them to your organization? Learn how to strike a practical balance between cutting-edge approaches and meeting your employees’ learning needs with this complimentary Chief Learning Officer magazine Webinar, sponsored by RWD. By blending RWD’s creative learning solutions and powerful performance support tools, you can breathe new life into your learning programs and more effectively reach today’s growing and diverse workforce.
Mark Deans

Mark Deans
Principal Learning Consultant
RWD Technologies

Mark Deans joined RWD Technologies in 2008. As a principal learning consultant at RWD, Deans maintains an expertise in learning industry trends, requirements of the modern "knowledge worker" and strategic business drivers that clients face on a daily basis. Deans works to design learning solutions that align with clients’ business requirements and maximize return on investment. Deans specializes in employee adoption, time to competency and on-the-job support learning solutions — all key factors in realizing corporate ROI goals in the business world. Prior to joining RWD, Deans led large-scale learning initiatives for Fortune 100 companies in the health care, specialty retail, insurance and banking industries.

http://www.clomedia.com/events/Webinars/2008/January/167/index.php

Learning Organization: Peter M.Senge 演講精華片段 Part1

The Fifth Discipline Book Review




Part 1



Part 2



Part 3



Peter Senge on Sustainability

The Gift of Learning

Tracy Huston- Coaching, Leadership Development, Facilitation

Caterpillar- Collaboration Through Communities of Practice

Satyam- Leadership Development

HSBC- Driving Learning Strategy

Corporate Training & e-Learning Blog

Corporate Training & e-Learning Blog

http://www.cramersweeney.com/cs_id/trainingblog/


Latest news, thoughts, trends, reports, and links focused on learning, instruction and e-Learning in today's corporate world.

Name: Jenna Sweeney

Location: Moorestown, New Jersey, United States

President of CramerSweeney Instructional Design, providing professional instructional design services, customized corporate training materials and custom e-learning solutions. Also on the Business Intelligence Board for Chief Learning Officer.

Saturday, February 23, 2008

Public Speaking Tips from "The Office"

Funny Talking Heads (session 2)



The Office: Top 10 Talking Heads

Interpersonal Skills and Office Management

If you do not have a good example how office can be out of control if we do not have good interpersonal skills training. Look at Jim and Dwight in "The Office"

The Office-The Dwight Scrute/Jim Halpert Relationship



Jim & Dwight: You're my best friend



Jim and Dwight...



Jim and Dwight "We Are Man And Wife"



Jim and Pam and Dwight



Jim and Dwight Moments - Season 3

The Office - Leadership Development

The office provides us how important leadership development is. Michael Scott as Manager in Dundle Miffland potraits that role really well. You can do a TNA or Performance Analysis of his behavior and performance there.

The 5 Best: Michael Scott from The Office



The Office - Michael Scott aka Ladies Man



Michael Scott: It's Not Easy



Michael Scott moments



The Office Clips - Michael Scott Moments




Is your boss like that?

Web 2.0 and your own Learning and Development

In the world today, faster pace of changes require each one of us to learn faster to compete. Web 2.0 provide great opportunities to do that.

Incorporating Employee Development into Performance Reviews

Education and Second Life



Training and Development Specialists Job Description

MIT

MIT
Open Courseware

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