February 2, 2011
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Steve Trautman, principle in the Steve Trautman Company, advocates an outcomes-focused, “ready workforce” approach. In this presentation he advocates a strategic framework for action based upon a series of clearly defined steps: assessing and redefining the manager’s role, creating an executive framework for talent management with sponsors, aligning talent management efforts with business strategy, assessing and prioritizing ready workforce risks, using a Knowledge Silo Matrix (KSM) to inventory talent and initiate key actions, and mentoring for goal achievement.
Top executives need to know how to positively lead strategic talent management efforts, how to ask the right questions, and how to provide a baseline of support to their talent management teams. Senior executives frequently rely on their management teams to address talent shortages and put together processes designed to recruit, develop and retain top talent. But today, the talent management process is one job whose success depends on the involvement of senior leaders who understand their role and the cost of major talent gaps. Compounding this is the fact that senior executives don’t always know what to do to ensure that their talent initiatives reduce the risks and deliver what the organization needs for future success. Steve Trautman’s goal is to help executives gain a perspective on talent management that is relevant across sectors, business units and functions, and to provide the framework and tools executives need to take effective action.
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March 2, 2011
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Everyone realizes men and women are different and that gender-different styles, modes of operating, and leadership skills all interact in powerful ways in the workplace. Smart companies now know that positively leveraging these differences can result in a distinct advantage. Expert in Leadership and Gender, Barbara Annis has combined gender-study brain scan results with compelling business examples gleaned from years of work with inclusive leadership and gender initiatives to create an effective methodology for integrating gender in the workplace.
In this thoughtful, eye-opening and often humorous presentation, Barbara Annis presents the results of scientific studies about the biological difference between male and female thinking, and how that plays out in their approaches to life. These gender differences condition the individual’s approach to world view, work, and conflict resolution, and can create misconceptions that get in the way of useful communication and collaboration. Annis concluded by providing a clarification tool that any of us can use to be more effective when dealing with the opposite sex in business and at home. Her recurring theme: strength in differences.
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April 6, 2011
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Why is it that some leaders seem to drain the life out of an organization, leaving team members exhausted and devoid of creativity, while other leaders appear to amplify their teams’ capabilities and intelligence, yielding consistently better results? Because some leaders are Diminishers, idea-killers who sap the energy from their teams
and only get the job done at an enormous cost of wasted talent and lost commitment. In contrast, leaders who are Multipliers not only recognize the talent and capability in those around them, they encourage it and inspire their employees to stretch themselves to deliver results that surpass expectations. If your organization is faced with doing more with less, if you’re looking for that competitive edge, let Liz Wiseman show you how to become a Multiplier.
Liz Wiseman shows how new or seasoned managers can use five basic skills that everyone can master to bring people together, give team members more freedom, power and responsibility, and create an environment where ideas can be heard, where intelligence can be stretched, and where everyone is smarter and more capable.
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May 4, 2011
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In a world where old business models no longer suffice, where predictability and time-tested assumptions no longer hold true, business-as-usual is rapidly being reshaped by powerful, fast-paced processes. To meet the demands of this new era, a new type of leader is emerging—one whose agility and creativity not only propel individuals and organizations to peak performance, but who consistently produces extraordinary results in the face of highly complex challenges.
In this presentation, Suzanne Frindt advocates for Vision-Focused Leadership – focused and informed by a shared vision – built on a foundation of mutual trust, respect, safety, shared values and shared operating principles. Her deceptively simple, insightful approach introduces a practical collaborative methodology, crafted from years of hands-on experience with global business executives and designed to drive productivity. Using proven practices, leaders will learn to expand their capacity for productive thought and interaction. Unlike other approaches, Frindt’s work begins with who to BE, rather than what to DO, to produce effective leadership. Leaders will learn to reduce friction and waste in daily conversations and inspire highly productive teams that regularly deliver on bold commitments with a sustainable shared vision.
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June 8, 2011
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Today, business cycles are measured in months, not years, and the only way to sustain long-term innovation and growth is through creativity—at all levels of an organization. According to Jordan Broad, creativity may be just about the only competitive advantage we have left. Many companies try to encourage creativity, but few actually succeed in helping employees build a creative skill set that works. We have processes and systems for just about everything else, but developing and managing creativity is left to chance.
Jordan shows how having a system, instead of ‘winging it,’ allows creativity to become both more effective and less risky. He turns the mystery of creativity into a simple-to-use, 5-part process that will make creativity easy for you and your organization. His unique process empowers individuals, teams and organizations to meet creative challenges. Find out how you can ‘grow creative muscles’ and use creativity for everything from innovative, game-shifting breakthroughs to incremental advances and daily improvements in business processes.
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Management Forum Series 2010 Season
February 3, 2010
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Recent examples ranging from Enron to Bear Stearns, Lehman Brothers, and AIG, support the notion that without trust organizations cannot thrive. High-trust organizations have increased value, accelerated growth, enhanced innovation, improved collaboration, stronger partnering, better execution, and heightened loyalty. Dr. Michael Hackman's interest in organizational trust began more than a decade ago. He became convinced that trust played a significant role in impacting overall organizational effectiveness. His consulting experiences and observations of the widespread "trust crash" that occurred over the past few years, as well as research for his book, Building the High Trust Organization: Strategies for Supporting Five Key Dimensions of Trust, have only served to convince him that trust is not just critically important - it is the main thing - the essential element of organizational success.
Dr. Hackman will discuss the five key drivers of organizational trust: competence, openness and honesty, concern for employees/stakeholders, reliability, and identification. He will take us through detailed strategies for building each driver of trust, helping you to develop your own comprehensive plan to enhance organizational trust.
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March 3, 2010
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Why are outstanding leadership, managing change, and success so elusive? The answers and the solutions to these everyday plights are revealed in stunning new lessons about the power of instincts and their capacity to transform lives from merely surviving to actually thriving in every area of life. Instinctual leadership, a concept introduced in Dr. Weisinger's new book The Genius of Instinct, presents a dramatic new way of understanding the most important attribute for any organization - leadership. Dr. Hendrie Weisinger builds on his earlier work, Emotional Intelligence at Work, using dramatic new scientific findings, he identifies the six most indispensable instinctual behaviors, and illuminates the necessity of following their instinctual command for thriving.
Today, unfortunately, most of us are disconnected from our basic instincts and all too often cautiously rely on our rational mind to cope with life's challenges. Dr. Weisinger explains exactly how people can reconnect with these hard-wired behaviors and wisely re-establish the links between our everyday actions and these powerful natural forces. In a step by step fashion, he'll show us how to strategically use the genius of our instinctual tools, and in doing so, thrive personally and professionally. Using your instinctual tools to solve adaptive problems is the essence of instinctual leadership, and according to natural selection, those individuals who can apply their instinctual tools most broadly are the most effective leaders and thereby increase their organization's ecological niche - the role it plays in its environment.
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April 6, 2010
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We are all facing unprecedented challenges in today's world - in business, in our personal lives, as a society. Co-author of the book The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life, Dave Logan will relate how he has seen companies and individuals revive passion for accomplishment, and create pathways to unprecedented organizational and personal success. In Three Laws of Performance, Dave will focus on the promise of the title: three immutable laws that determine performance in any human endeavor. He will show how leadership built on the foundation of the laws can transform situations, delivering greater results, increased satisfaction, and enhanced effectiveness.
Dave's book has been endorsed by people as varied as Nobel Peace Prize Laureate Desmond Tutu, famed Harvard economist Michael Jensen and leadership guru Warren Bennis, who stated "I believe this book may be one of the most important written in many years. The ideas are much larger than we normally see in business books. They aren't tips, tools, or steps, but are in fact laws that govern individual, group and organizational behavior . . . Leaders would be well served to think about these laws and find ways to apply their insights."
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May 5, 2010
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Ideally, everyone has had the experience of having a great coach / leader / mentor at some time in their life. These leaders / mentors usually have two invaluable things to share with you: 1) lots of great experiences, and 2) their reflections and learnings tying their experience to a leadership lesson. Robert Ginnett will focus on helping us learn how to make these connections.
To be an effective leader, you need to have a valid map of the leadership world (which we get from understanding leadership research). You will also need to have a leadership or followership experience which either works well for you or is problematic. Having both a valid map and an impactful experience, you will then need to connect the two to inform your understanding of leadership and potentially allow you to improve your leadership behaviors.
Robert Ginnett will demonstrate how to use this approach to improve your leadership potential at both the individual and team levels. First, we will take a well-known personality characteristic and turn it into actionable leadership behaviors useful in dealing with stress and in decision-making. Most everyone has experienced a team that is struggling; Robert will then show how to diagnose a problem at the team level which is the first step toward improving team leadership skills.
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Management Forum Series 2008-2009 Season
October 1, 2008
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Strategic planning is essential, but why does it always take so long to develop a plan and get all the key players to commit to its execution? Tony Silbert demonstrates how participatory and strengths-based strategic planning and implementation can shorten the time to develop your plan and gain widespread buy-in and engagement across the organization. Create more enthusiasm, see positive action and get faster results with SOAR.
Tony is the co-founder of Innovation Partners International, a global consulting firm focused on promoting positive change in organizations and communities. For nearly 20 years he has focused on large-scale change/transformation, strategic planning, organization design, teaming/collaboration, innovation, and group process facilitation. Tony is Dean for the NTL/Case Western's AI Certificate Program and has worked extensively in international development. His work has spanned government, financial, IT, healthcare, non-profit, insurance, telecommunications, and logistics industries. He holds an MS in Organizational Development from American University.
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November 5, 2008
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Why do businesses consistently fail to execute their strategies? Because leaders seldom work with project leaders to prioritize strategic investments and assure that needed resources are applied in priority order. Former Stanford Program Director William Malek demonstrates the crucial role of project management in executing strategy, and presents a systematic process for aligning and creating linkage between key areas of the enterprise.
William Malek is Strategy Execution Officer for Strategy2Reality LLC, co-author of Executing Your Strategy: How to Break it Down & Get it Done, and former director of Stanford's Advanced Project Management program. His mastery of effective group planning techniques, strategic leadership and dynamic presence has earned him an international reputation as a keynote speaker, workshop leader, strategic consultant and author. Formerly CEO of the professional services firm, IP Solutions, he has facilitated Fortune 500 senior management teams at Cisco, McKesson and the Library of Congress.
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December 2, 2008
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No matter how good your plans may seem on paper, your organization's culture will determine how the plan is played out in day-to-day organizational life. Culture-strategy expert Sherrill Burns shows how you can create a better fit between culture and the goals of your organization. By aligning them, you can focus resources on the most critical areas with the highest impact for strategic gain, strengthen your competitive advantage, and effectively execute strategy.
Sherrill is a founding partner, of Culture-Strategy Fit Inc., a leading global expert in leveraging culture to drive strategy and performance. She assists organizations seeking breakthrough results and performance improvements by providing culture alignment diagnostics and culture change services. Her broad experience in a range of sectors and industries, combined with her academic background in psychology, education and organizational development, gives her invaluable insights into the subtleties of organizational culture, its effect on strategy implementation and performance, and the processes needed to identify and implement solutions to complex problems.
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March 4, 2009
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Why do some leaders have such loyal followers? How do some manage to build highly-motivated organizations that set the standard of performance in their industries? Organizational dynamics expert Dave Logan demonstrates how corporate tribes -- groups within a company that come together on their own rather than through management decisions -- can be used effectively by leaders to maximize productivity and profit.
Dave is co-founder/senior partner of CultureSync, a management consulting firm specializing in cultural change, strategy, and negotiation, whose clients include Intel, Colliers International, American Express, Prudential, and Health Net. He is professor at the Marshall School of Business at USC, teaching leadership and negotiation in the USC Executive MBA (ranked fifth in the world), and is on faculty at the Center for Medical Excellence in Portland and the International Center for Leadership in Finance in Kuala Lumpur. Widely published, his current book is Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. He has a Ph.D. in Organizational Communication from the
Annenberg
School at USC.
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Management Forum Series 2011 Season
Larry Johnson
Maryann Billington, M.B.A.
