Topics: Leadership, Learning Excellence, Align, Capability Planning, Strategy Integration, Performance Consulting, Organize, Technology & Infrastructure, Governance & Structure, Branding, Execute, Program Design & Delivery, Operations, Partnerships, Measure, Personal Outcomes, Business Outcomes, Cultural Outcomes, Social Learning
Are you preparing leaders properly?
This recent article in Talent Management magazine connects data from IBM's recent studies on leadership development with practices implemented by AT&T University and the Interior Health Department of British Columbia that reflect the needs to groom tomorrow's leaders to drive business-improving change through the organization: (1) encouraging creative solutions; (2) collaborating across the organization; and (3) providing support for self-directed learning. Read "Preparing High Potentials for Tomorrow"
So what skills do you need to modify or leave behind to grow?
During the discussion on the topic of "Next Generation Leadership" at Harvard's Center for Public Leadership, one of the panelists, Rosalinde Torres, asked the question: "What has made you successful in the past that you need to change to move forward as a leader?" As we go through different phases in our personal and professional lives, we're called upon to adapt, to marshal skills different than those we've used in the past. And in the modern world — where the pace of technological and social change is as fast as at any time in human history, those demands on our adaptability are greater. Few suggestions are suggested by the moderator of the discussion: 1) Stop seeking answers; start asking questions; 2) Focus on people, not problems; and 3) Stop working as a generalist. Read HBR article "To Grow, Leave what you know behind"
How do you define the responsibility of corporate management?
Polls have shown that Americans — especially young Americans — are increasingly skeptical about the concept of capitalism, and are mistrustful of the leaders of large corporations. David Waldman, a researcher on leadership at W. P. Carey School of Business, points to a lack of what he terms "responsible leadership" at the top of many large corporations as one of the reasons for this erosion of public confidence. He argues that a too-narrow definition of corporate responsibility is at least partly to blame. Listen to the Podcast "A Broader View of the Stakeholder: The Way to More Responsible Leadership?"
How is your organization guiding the social learning workplace, or are you crossing your fingers that it will all work out okay?
Social workforce learning is considered the pull method of social learning because it is not forced onto anyone, but is instead sought out for personal development at the most informal level. Whereas social training is meant to build competency, social workforce learning is all about job enhancement. Likewise social training is all about learning; social workforce learning is about doing one's job better. Both are social learning, just of a different nature. The author of the article Matthew Harrington suggests that whether it is social training or social workforce learning, all have to meet the requirements of the 4 channels of social learning - research and gathering, creating and developing, communication and feedback, and collaboration and sharing. Read "BLOG: Social Learning: Social Training and Social Workforce Learning"
Encouraging managers and leaders to develop others — starts at home
This recent post in Forbes highlights what many of us have known for some time: developing talent across an organization works best when it is supported by leaders across the organization. Before finger-pointing or shoulder-shrugging, however, we should each consider our own personal responsibility to this matter. That is, the five keys it mentions to develop talent — (1) act as a role model, (2) reinforce the value of learning, (3) build sustainable processes to support development, (4) reinforce shared values, (5) leverage problems as opportunities for real world learning and development — may be worth renewed commitment and starting, before the new year. Read "5 Keys for Developing Talent In Your Organization"
More IT organizations are bypassing the desktop when building new applications, especially for external customers. Here's what you need to know to create a strategy for mobile-application development.
According to data Gartner published in June as part of its report "Magic Quadrant for Mobile Consumer Application Platforms," 5 billion smartphones were in use worldwide in 2010, and that number was projected to exceed 6.7 billion by 2015, creating huge opportunities for consumer-oriented businesses. Consumer-facing mobile app development will continue to outpace development of Web apps and application development in general through 2014, the report says. Meanwhile, a recent CIO magazine survey of 261 IT leaders found that 54 percent of respondents plan to boost spending on mobile applications. IT leaders must also ensure that the server and network systems have the capacity to meet the growing demand from mobile apps. Our survey found that 52 percent of respondents have infrastructure upgrades in production for smartphones, and 25 percent do for tablets. Read CIO review "How to Craft a Mobile-Application Strategy"
Talent Management 2.0: organic, mathetic, wonderful.
Advertised as individual development program with continuous feedback and coaching, most talent management programs are nothing but standardized, boring, linear and interchangeable. In most cases, their sole purpose is to produce line managers best prepared to take over their bosses' job when it eventually becomes vacant. To implement talent management 2.0, a shift of paradigm in the talent mindset has to take place. Talent management 2.0 has to support the unfolding of employees' individual talent. Successful talent management 2.0 is deeply rooted in an organizations identity and strategy, spreads through the entire organization and aims at improving its ability to learn and achieve like a true learning organization. Talent management 2.0 embraces diversity of talent input and prepares the ground for diverse talent to transform into diverse competencies. This concept is contrary to the assembly line model of talent management 1.0 where every candidate gets taught more or less the same in corporate development programs and diversity of talent is essentially ignored. Read "The war for talent is over — talent won"
Responding to increased use of tablets within workplaces, IBM will release on Wednesday several mobile applications designed to let employees use IBM enterprise social collaboration software with iPads and other mobile devices. The new applications, free to customers with active licenses of the IBM software being tapped, have been built specifically for tablet interfaces and have security, IT management and compliance features. One of the applications lets employees use IBM Connections via iPads, while another one is for LotusLive Meeting users to participate in online meetings using iPhone or Android, BlackBerry or iPad tablets. Read "IBM Launches Enterprise Social Collaboration Apps for Tablets"
For quite some time now, senior managers have expected their HR departments to go beyond mere administrative duties, and become fully integrated in the business, more involved in the organization's internal aspects and more devoted to employee development. This expanded role is explored in a book "Retos de la dirección de personas desde la alta dirección" that IESE professors Javier Quintanilla and Carlos Sánchez-Runde have co-written with two HR practitioners, Gloria Poal and Susana Gutiérrez. The authors interviewed CEOs, board chairs and general managers of leading firms in Spain. Since these are the ones who hire the individuals tasked with HR, their opinions matter, say the authors. The interviews revealed three key roles that today's HR managers are expected to fulfill: (1) to act as a strategic partner alongside senior management; (2) to defend the company's culture, values and mission; and (3) to serve as the resident expert in leading HR practices. Buy Now
In Book Leadership: Theory, Application, & Skill Development, Robert N. Lussier (Professor of Management at Springfield College) and Christopher F. Achua describe a unique three-pronged approach to teach leadership concepts and theory, and takes students to the next level by developing their competencies in applying the concepts and development leadership skills they can immediately start using in their personal and professional lives. The authors combine traditional theory with cutting-edge leadership topics in a concise presentation that is packed with real-world examples. The text constantly puts the student in the leadership role engaging them in applying the concepts, as well as providing step-by-step behavior models for effectively handling leadership functions. LEADERSHIP's innovative three-pronged approach provides the greatest array and quality of learning opportunities. Buy Now
Looking at LinkedIn from the Corporate Angle
Date: Thursday, December 15, 2011 1:00 PM - 2:00 PM GMT Register now
Boost Regulatory Compliance and Reduce Business Risk with A LMS
Presenters: Narendra Patil
Date: Thursday, 15 December 2011, 1:00 PM - 2:00 PM Eastern Time Register now
2012 International Conference on Innovation and Information Management (ICIIM 2012)
Date: 7 to 8 January 2012
Location: Chengdu, China Register now
3rd National Conference on INNOVATION AND CHALLENGES IN MANAGEMENT PRACTICES
Date: 17 to 18 February 2012
Location: Delhi, India Register now
“I’m grateful to be in this network. The calls I had with other members gave me the information I needed to move my project forward.”Annette RollsLeadership Development Program Designer, Boeing
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“In my particular case, I certainly care about the HR functions, but that’s not why I wake up every day. I care about advancing the ball down the field with our people’s professional development skills and knowledge. You guys focus 100% on the learning piece, and that’s what I like.”Jim StewartCLO, Teradata