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1000 tulosta hakusanalla Center for Creative Leadership (CCL); Kerry Bunker

Responses to Change

Responses to Change

Center for Creative Leadership (CCL); Kerry Bunker

Centre for Creative Leadership
2008
nidottu
The ongoing state of many organizations is one of change. People who experience major change tend to exhibit one of four patterns of response: entrenched, overwhelmed, poser, or learner. The people in each group need different kinds of help in order to make the transition. This guidebook will help you understand how people, including yourself, are responding to change and what you can do to help them move forward.
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Leadership Wisdom

Leadership Wisdom

Center for Creative Leadership (CCL); Rola Ruohong Wei; Jeffrey Yip

Centre for Creative Leadership
2008
nidottu
In a fast-paced global economy emphasizing innovation and productivity, leaders need to bring as much wisdom as possible to bear on their daily decisions. They often find themselves pulled between making decisions quickly and making them well. The processes described in this guidebook, inquiry and reflection, can help you develop your capacity to make wise choices. You will begin to see a broad range of possible responses and wisely choose the ones that will work best.
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Leadership Coaching

Leadership Coaching

Center for Creative Leadership (CCL); Douglas Riddle

Centre for Creative Leadership
2008
nidottu
As managers move higher in an organization, it can be more difficult for them to get accurate and unbiased input about their performance and leadership skills. Many managers recognize that to focus their personal development plans they need the uninterrupted time and attention of a skilled, objective professional - a coach. This publication extends and improves on CCL's knowledge first articulated in the Ideas Into Action Guidebook Choosing an Executive Coach, and it draws from CCL's extensive coaching practice as detailed in The CCL Handbook of Coaching: A Guide for the Leader Coach. Leadership Coaching places coaching in its proper place as a means of leadership development to be integrated with other methods. It helps readers figure out how to evaluate their readiness for coaching and how to engage a coach to achieve the most benefit. It also provides practical guidance for executives who are being urged to take coaching or who have coaching provided for them as part of a leadership development initiative.
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Preparing for Development

Preparing for Development

Center for Creative Leadership (CCL); Jennifer W. Martineau; Ellie Johnson

Centre for Creative Leadership
2007
nidottu
If you are scheduled to participate in a leadership development program, or if you're considering such a program, you can substantially increase the benefits to yourself and to your organization by preparing for the development experience. This guidebook will show you how to prepare yourself and how you can help prepare your colleagues and your work environment to make the most of a formal development program.
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Social Identity

Social Identity

Center for Creative Leadership (CCL); Kelly Hannum

Centre for Creative Leadership
2008
nidottu
The context of leadership has changed. Traditionally, leaders worked in organizations in which people largely shared a common culture and set of values. Today, leaders must bring together groups of people with very different histories, perspectives, values, and cultures. The people you lead are likely to be different from you and from each other in significant ways. Leaders today need an awareness of social identity, their own and that of others.
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Raising Sensitive Issues in a Team

Raising Sensitive Issues in a Team

Center for Creative Leadership (CCL); Dennis Lindoerfer

Centre for Creative Leadership
2008
nidottu
Have you ever wondered how to deal with a sensitive issue within your team? For example, how do you raise the issue that the women rarely get listened to? How do you bring up your observation that the team members from Marketing always dominate the meetings? This guidebook focuses on ways to determine whether to raise such an issue in a team meeting - and if so, how.
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Changing Yourself and Your Reputation

Changing Yourself and Your Reputation

Center for Creative Leadership (CCL); Talula Cartwright

Centre for Creative Leadership
2009
nidottu
This book offers help in making changes - and in getting people to notice them. It's hard work deciding to change and then making the change happen. But what if you're doing all that work and making significant changes - and no one notices? It can be very discouraging But take heart This book shows you how to move on with the follow-through: getting people to notice that you are changing.
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Giving Feedback to Subordinates

Giving Feedback to Subordinates

Center for Creative Leadership (CCL); Raoul J. Buron; Dana McDonald–Mann

Centre for Creative Leadership
1999
nidottu
Providing specific information about performance is key to developing the people who report to you. This guidebook tells you how to give your subordinates effective feedback so they can work more effectively, develop new skills, and grow professionally.
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Communicating Across Cultures

Communicating Across Cultures

Center for Creative Leadership (CCL); Don W. Prince; Michael H. Hoppe

Centre for Creative Leadership
2000
nidottu
If you are a manager anywhere in the world, you are almost certainly dealing with people of nationalities and cultures different from your own. This guidebook will help you become aware of cultural differences and show you how to adapt your communication style to enhance your managerial effectiveness.
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Learning from Life

Learning from Life

Center for Creative Leadership (CCL); Marian N. Ruderman; Patricia J. Ohlott

Centre for Creative Leadership
2000
nidottu
If you were to ask managers and executives where they get the most influential and effective developmental training, the answer you're likely to get is "on the job." Too often, those same managers and executives discount what can be learned from experiences outside of work. CCL research demonstrates that activities that take place outside of the regular workday contribute to a leader's effectiveness as a manager. This guidebook shows how to see those activities as opportunities for developing key leadership skills in such areas as interpersonal relations, communication, collaboration, and flexibility.
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Setting Your Development Goals

Setting Your Development Goals

Center for Creative Leadership (CCL); Bill Sternbergh; Sloan R. Weitzel

Centre for Creative Leadership
2007
nidottu
This guidebook is about changing the way you think about setting goals. It is about identifying goals that are important and meaningful. Creating those kinds of goals means taking stock of your values--what you believe and how you act to carry out those beliefs--in five key areas of your life: career, self, family, community, and spirit. Once you've identified what's really important you can create goals that will help you improve and carry out those values through your actions. The goals you create will be SMART: specific, measurable, attainable, realistic, and timed. Setting meaningful goals will reward you with real progress toward success in all areas of your life.
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Do You Really Need a Team?

Do You Really Need a Team?

Center for Creative Leadership (CCL); Michael E. Kossler; Kim Kanaga

Centre for Creative Leadership
2008
nidottu
Despite all of the attention and accolades that organizations place on teams, they are not always the most efficient way to meet a business challenge. It's expensive and time consuming to launch a team, and it's a full-time job to lead a team toward achieving organizational objectives. This guidebook was written to help managers determine if a team is the right tool for meeting a business goal, and explains potential obstacles and challenges to forming a team that can operate at its full potential.
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Building Resiliency

Building Resiliency

Center for Creative Leadership (CCL); Mary Lynn Pulley; Michael Wakefield

Titles Supplied by John Wiley Sons Australia
2001
nidottu
It may be human nature to resist change--particularly when it's delivered as a hardship, disappointment, or rejection. But by developing resiliency managers can not only survive change, but also learn, grow, and thrive in it. In fact, for leaders, developing resiliency is critical. Resiliency helps managers deal with the pressures and uncertainties of being in charge in organizations today. This guidebook defines resiliency, explains why it's important, and describes how you can develop your own store of resiliency. It focuses on nine developmental components that, taken together, create a sense of resiliency and increase your ability to handle the unknown and to view change--whether from disappointment or success--as an opportunity for development.
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How to Form a Team

How to Form a Team

Center for Creative Leadership (CCL); Kim Kanaga; Michael E. Kossler

Centre for Creative Leadership
2007
nidottu
One of the first steps to take toward increasing team effectiveness is to pay attention to how the team is formed. You can head off most of the problems that beset teams during the formation stage by setting a clear direction, building organizational support, creating an empowering team design, identifying key relationships, and monitoring external factors. When a team is formed with the five high-performance principles described in this guidebook, it has a head start on achieving success.
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Managing Conflict with Your Boss

Managing Conflict with Your Boss

Center for Creative Leadership (CCL); Davida Sharpe; Elinor Johnson

Centre for Creative Leadership
2007
nidottu
As individuals, we can be creative and ambitious in both our personal and professional lives. But individual efforts can't always match the energy and productivity of a group. Cultures, societies, clubs, schools, and militaries arose out of our need to band together for mutual support. Organizations were created to deal more effectively with the environment - both the natural world and the world of work. But there is a trade-off when we move from individual contributions to group efforts: the relationships necessary for working together can spawn conflict. Both worlds create a landscape where conflict flourishes, but a conflict with your boss doesn't necessarily spell the end of your career with an organization. There are steps you can take to gain perspective on and to manage the conflict so that it focuses your energy and your boss's energy on the needs of the organization, moving both of you toward a more productive working relationship.
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Managing Conflict with Direct Reports

Managing Conflict with Direct Reports

Center for Creative Leadership (CCL); Barbara Popejoy; Brenda J. McManigle

Centre for Creative Leadership
2007
nidottu
Conflict with direct reports is one of the most difficult challenges facing managers today. But it's a challenge that successful leaders must learn to address. Managers who develop an understanding of difference without judging and are willing to see more than one perspective or solution are in a good position to manage such conflict. They are better prepared to understand emotions that can trigger conflict, to clarify performance expectations, and to provide ongoing feedback for the support and development of their direct reports.
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Leading Dispersed Teams

Leading Dispersed Teams

Center for Creative Leadership (CCL); Michael E. Kossler; Sonya Prestridge

Centre for Creative Leadership
2007
nidottu
Dispersed teams have members in different countries, cultures, and time zones. Such teams share some important characteristics with local teams, but they also present unique challenges. Organizations need to prepare for and support them properly to realize their full potential.
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