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Cross-Functional Collaboration – Action-learning based leadership development. Instead of pulling new and experienced supervisors into a series of classes and lectures, we wanted to engage in action-learning. The approach combines vertical leadership development with an ActionLearning philosophy.
And it is managers’ ability to innovate, collaborate and adapt to a constantly changing environment that are the leadership skills we most need to develop. Like most large organizations, one of their biggest challenges was creating and innovative and entrepreneurial culture. In this brave new world, the only constant is change.
To compete effectively, speed, innovation and intense customer focus are of essence. So how do agile organizations square the circle – obtaining the speed, innovation and flexibility they want – while employees get the fair deal, at least in terms of development, flexibility and empowerment, they want?
Participants: 10 – 25. Preparation: Break the group into teams of 3 – 5 participants. Ask each team of 3 – 5 participants to sit at separate round tables (the round tables help although are not necessary). . "How " Flow: Ask each team of 3-5 participants to sit at the tables. Time: 10 – 45 minutes.
As heads of the business units and the direct managers of the program participants, the business unit leaders directly impact the mindset participants will have in the program, as well as the environment they will return to when the program is over. Clarify why participants are in the program. It’s all about alignment.
Before the meeting it may prove helpful to decide on a goal (what-by-when) to be achieved or to send some pre-work to the participants for then to think about. Mike will come to you to facilitate the actionlearning and processing, or can just send you a document with videos and photos of how to do everything you need.
and more… Contact Create-Learning to discuss how to make your DiSC team building and leadership program effective. __. For participants to experience an S – Steadiness type culture. When people are exchanging cards, some groups will think of “innovative strategies” for circumnavigating the intent of the shuffle rule.
We heard this leadership dilemma from multiple companies that participated in our research on the leadership perspectives of C-suite executives and millennial leaders, which was co-produced by our three organizations, The Conference Board, RW2 Enterprises, and DDI. American Express.
It originated in the military as a way to learn quickly in rapidly changing situations and to address mistakes or changes on the field. In business, debriefing has been widely documented as critical to accelerating projects, innovating novel approaches, and hitting difficult objectives. Review four key questions.
These employee-initiated action-learning projects ended up bringing about an impressive modernization of the firm’s talent management processes (specifically, the institutionalization of formalized learning and development programs), an increased sense of team cohesion and innovative capacity, and improvements in each participant’s performance (..)
In fact, the most effective approach keeps participants right in the plant or at the conference table. This is what organizational development types call "actionlearning," and it has two essential ingredients. Participantslearn genuine collaboration while tackling the task at hand. Talent management'
Before I go any further, today’s rant should not be construed as a call for elitism, but rather a call for authenticity, innovation and professionalism. As leadership advisors and coaches we counsel our clients on the need for change and innovation, but have we become the proverbial shoe maker without shoes?
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