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... also in helping to set the stage for in uencing the design of current and future leadership initiatives within the company. 296 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE ... the direct involvement of partici- pants’ bosses into the development planning process during the program. • Helping participants gain the insight needed to further develop individual leadership ... Having learned the importance of and practicing better listening skills, particularly when working in groups (for example, allowing others to express their opinions, understanding before reacting)...
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... of Business Aviation, a $700 million jet engine business. Jeff holds a Bachelor of science degree in electrical engineering from Arizona State University. 212 BEST PRACTICES IN LEADERSHIP DEVELOPMENT ... all of this activity around organization alignment, culture change, leader- ship development, and training and mentoring into tangible business improvements. For Engines, Systems, and Services ... delivered an in- depth leadership development program, the Leadership Development Forum (LDF), using self-reflection and Action Learning as its primary learning methods. OVERVIEW 214 INTRODUCTION...
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... that in uenced who they are, the vision they have for the organization they manage, and the leadership legacy they intend to leave behind. 220 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION ... Posner. In learning groups, participants share personal stories describing their best leadership efforts. Leadership Practices Inventory results are explained and delivered (group profile and individual ... orientation,” and 222 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE cart_14399_ch09.qxd 10/19/04 12:23 PM Page 222 participants caravan to a rock-climbing location. In learning groups,...
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... (www.tompeters.com) offers global consulting services and in- house training. 11. Ninth House and Instant Advice are trademarks of Ninth House, Inc. Innovation: WOW! Projects TM (and Capturing Brand You TM are trademarks ... Illinois University. Janelle Smith is the LDF Program manager with nine years’ Intel experience. Prior to Intel, she was a captain in the U.S. Air Force, with a B.S. in industrial engineering ... the best learning experience of participants’ careers has resulted in the continuous delivery of LDF regardless of changes in opera- tional priorities, factory ramps, and intense cost-cutting initiatives....
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... behavior change. He needed to make a clear, succinct, and compelling business case for behavior change. That case needed 240 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE cart_14399_ch10.qxd ... they put in place a number of change initiatives. These initiatives included changing the values embedded in the existing appraisal system, improving dys- functional aspects of the organization ... cultural change, develop skills for positively in u- encing others, and identify issues that most needed to be attacked. Opinion 248 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE...
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... headlines, it’s in the cafeteria lines. Opinion leaders reach into every conversation, every meeting, and every decision made in an organization. The question is: Are they in u- encing these interactions ... to increasing employee involvement described in this chapter. Did culture change help with the JSF win? There is no concrete way of answering that question. Did winning the Shingo Prize, Industry ... them assume the role of “teacher” 2. Enlisting informal opinion leaders in leading change by identifying them, listening to them, and involving them in strategic ways APPENDIX EVERETT ROGERS Lessons...
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... new behavior or new medicine, and outlines best prac- tices from ongoing meta-research into the hundreds of available studies of change. In The Leadership Engine: How Winning Companies Build Leaders ... founding partner in VitalSmarts, Inc., a management con- sulting and training company located in Orem, Utah. Prior to starting his own company, he spent six years as an executive with the Covey Leadership ... PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE presentation includes tested products, packaging, merchandising ideas, and a full financial analysis. This was accomplished by choosing twelve...
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... AND ORGANIZATION CHANGE Scene 3, Alignment Improvisation and brainstorming Strengthening bonds Bonds strengthen Wk. 4 Story BrainstormBrainstorm Figure 11.3 Bonds Strengthen. were brought in to ... sight- ings of cubicle walls being taken down, dialogues replacing meetings, stories being told, and gifts being given every day. The appreciation of intuition and the ability to read patterns in ... This was structured in three phases: part- nering, building, and testing. The face-to-face meetings became an essential part of their project planning, and the concept of “stewarding” was implemented....
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... information was gathered in the course of this preliminary work that has proved valuable in guiding the ongoing efforts to design training and development initiatives for regional manager leadership. Key ... 285 286 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE different points in their careers, none of these assessments had been tailored to evaluate the individuals against the ... both changes in the marketplace and within McDonald’s. These changes included heightened com- petition, the increased challenge of growing market share, RMs being given more autonomy as the organization...
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... 300 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Confused, diverse, conflicting, unrealistic, misaligned, uninteresting to members Clear and shared ... 012345678910 A few key members dominating and some members not participating Everyone contributing and involved in discussion and team process Meeting participation/Involvement 012345678910 More ... Page 301 302 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit 12.5. Pros and Cons of Data Collection Methods (Continued) Direct observation Analysis of existing data • You...
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