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LRMG LOGO PAGE. Igniting performance in Africa through Creative Leadership. Irwin van Stavel Master of Ceremonies 30 March 2012. Thank You and Welcome!. Current LRMG clients Future LRMG clients  Clem Sunter - Keynote speaker JF Goldstyn - Director: Harvard Business Publishing

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slide2

Igniting performance in Africa through Creative Leadership

Irwin van Stavel

Master of Ceremonies

30 March 2012

thank you and welcome
Thank You and Welcome!

Current LRMG clients

Future LRMG clients 

Clem Sunter - Keynote speaker

JF Goldstyn - Director: Harvard Business Publishing

Taryn Haynes-Smart - Senior Learning Consultant

LRMG DreamStars

positioning lrmg performance agency
Positioning LRMG Performance Agency

14-year track record of delivering measurable business impact

51% black owned

Certified AAA rating as a Level 2 contributor to BBBEE (Empowerdex)

ISO 9001 accredited

Fully Accredited Training Services SETA provider

Over 80 specialist HR & Learning Practitioners

Largest and exclusive providers of Harvard & SkillSoft eLearning in Africa

186 eLearning clients in Africa with a 92% yearly renewal rate

Nationally represented in South Africa & in 20 countries in Africa

lrmg performance agency golden circle
LRMG Performance Agency – Golden Circle

= Moving the

performance needle

introducing clem sunter
Introducing Clem Sunter

Clem Sunter was born in Suffolk, England in 1944

He was educated at Winchester Collegeand went to Oxford where he read Politics, Philosophy and Economics

He moved to Lusaka (Zambia) in 1971 and worked for Anglo American Corporation

He served as Chairman and CEO of an Anglo American division from 1990 to 1996

Since 1987, he has authored 14 books some of which have been bestsellers.

He was recently awarded an Honorary Doctorate by the University of Cape Town for his work in scenario planning

Clem has been married for 43yrs with 3 children and his hobbies include music and golf

slide8

Creative leadership and current and future global leadership trends

JF Goldstyn

Director: Harvard Business Publishing

harvard business school who we are
HARVARD BUSINESS sCHOOL – WHO WE ARE

Harvard Business School

  • MBA Program
    • Individual Focus
    • On Campus Experience
    • Candidate Pool
  • Executive Education
    • Highly Targeted Audience
    • On Campus Experience
    • Develop Highest Levels
  • Harvard Business Publishing
    • Scalable Audience
    • Wherever You Are
    • Drive Learning at All Levels
harvard business publishing at a glance
HARVARD BUSINESS PUBLISHING at a glance

Harvard Business

Review Group

Higher

Education

Corporate

Learning

Individual

Managers

Institutions of

Higher Education

Corporations and Government

© 2011 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

what we do delivering on the l d professionals agenda
What we do – Delivering on the L&D professionals agenda…
  • Build Your Skills
  • Increase reach and scale with impactful solutions
    • Target key skills and competencies
    • Integrate learning into your culture and workplace values
    • Develop a sustaining system of leaders-as-teachers
  • Build Your Pipeline
    • Develop next generation of leaders
    • Accelerate development of high-potential and emerging leaders
    • Build effectiveness at critical stages of management
    • Support newly promoted leaders and leaders in transition
  • Build Your Business
  • Drive key initiatives
    • Target vital populations and skill sets
    • Address key business challenges
    • Drive action and results with strategically-focused programs

© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

evolving landscape for leadership development
Evolving landscape for Leadership Development

Macro trends influencing Leadership Development

© 2011 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

twilight of the lecture
Twilight of the lecture?

The trend toward “active learning” may overthrow the style of teaching that has ruled universities for 600 years

© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

best practices
Best Practices

Clients

Manufacturing

Professional Services

Biotech/Pharma

Retail

Banking

Healthcare

Learning Design

Blended Architectures

Action Learning

Leadership Portals

Leader-as-Teacher

© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

implementation strategy
Implementation Strategy

© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

alignment to competencies
Alignment to Competencies

Program Outline

LEARNGROWACT

slide23

The High Potential Development Process: Development Planning

Top Companies focus on accelerated development of high potentials; driven from the top

Global Assignments

Leaders as Teachers/ Mentors

Rotational Assignments

Special Project Teams

Developmental Assignments

Internal Leadership Training

All Others Top Companies

Source: Hewitt’s Global Top Companies for Leaders Study, 2009

Responses represent 4 and 5; 5=always

leader led development
Leader Led Development
  • What’s the Value to Organizations/Leaders and Learners?
  • How can Leaders Engage Learners
    • Create a teachable POV
    • Tell Stories
    • Ask Questions and Listen
  • Overcoming Obstacles to Creating the Culture
  • What’s the Expectation in Organizations

© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

slide28

Questions and Answers

Developing Your Next Generation of Leaders

Learn more: http://ww3.harvardbusiness.org/corporate/

© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

slide30

Insights gleaned from Harvard Business Publishing resources

Taryn Haynes-Smart

Senior Learning Consultant

the importance of creativity findings from the 2010 global ceo study
The importance of creativity:Findings from the 2010 Global CEO Study
  • Global business is becoming increasingly complex
    • 79% of CEOs expect a more complex business environment
  • We have to think very differently about how to run organizations
    • More than ½ of CEOs doubt their ability to manage this escalating complexity
    • Shifting economic power and heavier regulation foreseen
  • Creativity is a strategic issue
    • It is the most important skill required to navigate the new landscape
characteristics of the top performing organisations and their creative leaders
Characteristics of the top performing organisations and their creative leaders

Findings from the 2010 Global CEO Study

Top performers focus on:

Developing creative leaders

Deepening partnerships with employees and customers

Achieving operational agility

Their creative leaders:

Willing to make deeper business model changes

Take more calculated risks

Keep innovating in how they lead and communicate

Ready to upset the status quo

developing creative leaders
Developing creative leaders

A new breed of visionary and empathetic leaders, who act less as commanders and more as coaches, less as managers and more as facilitators, who foster self-respect rather than demanding respect, and who ignite the imagination and encourage contribution from the whole organisation

developing creative leaders 5 critical areas for consideration
Developing creative leaders 5 critical areas for consideration

Cultural, political, organisational and technological barriers

Supporting structures, reward systems, processes, metrics and goals

Risk taking and learning from failure

Best practice vs. Next practice

Partnerships with customers, suppliers, employees and competition

tips for managing for creativity
Tips for managing for creativity
  • Draw on the right minds
    • Tap ideas from all ranks
    • Encourage and enable collaboration
    • Open the organisation to diverse perspectives
  • Facilitate the creative process
    • Construct a clear set of goals
    • Provide paths through bureaucracy
    • Create filtering mechanisms
  • Fan the flames of motivation
    • Provide intellectual challenge
    • Allow people to pursue their passions
    • Be an appreciative audience
    • Embrace the certainty of failure
    • Provide setting for ‘good work’
helpful hbr resources
Helpful HBR resources
  • Harvard Business Review Blog (http://blogs.hbr.org/)
    • Why are creative leaders so rare?
    • How to ignite creative leadership in your organisation?
  • Harvard Business Review Articles
    • Creativity and the role of the leader – Teresa Amabile and Mukti Khaire
    • Directing creativity: The art and craft of leadership – Piers Ibbotson and Lotte Darse
    • How Pixar fosters Collective Creativity – Ed Catmull
  • Harvard Management Update
    • Creative leadership: Be your team’s chief innovation officer – Judith A. Ross
  • Harvard ManageMentor
slide39

Innovative and Creative Blends for Leadership Development

Irwin van Stavel

Senior Partner and Managing Executive

research the global leadership forecast 2010
Research: The Global Leadership Forecast (2010)

Why confidence in leaders is declining despite a heightened focus on developing leadership talent. The study surveyed almost 1,500 HR professionals and more than 12,000 leaders from 76 countries. The key findings of this research is as follows:

Although 75% of the executives surveyed said that improving leadership talent was a top business priority, just 40% were satisfied with what their organizations were actually doing to help them, a decline of 12% since the last Leadership Forecast was published two years ago.

“… what emerges from the report is a clear message that executives want more opportunities to learn on the job, such as special projects or moving to a new assignment, their senior management seldom takes responsibility for making this happen".”

Almost 60% of the executives said that they and their manager had not agreed on a formal written plan for their leadership development.

And only around 35% of senior managers were held accountable for the success of leadership development programs.

Only 25% of organizations monitor their leadership development programs or formally measure their results. "Great leadership doesn’t happen by accident – organizations need to start listening to their leaders and make the right development investments if they want different results than they’re getting now,"

HR professionals indicated that one in three succession candidates fail.”

shifting in leadership competencies
Shifting in Leadership Competencies

Core Leadership Competencies

21st Century Leadership Competencies

  • Integrity/Ethics - This is the foundation; you must tell the truth and do the right thing.
  • Visioning/Strategy - Leaders need to point out the way and develop compelling plans.
  • Results Focus - Leaders must have bias for action and be relentless about getting things done.
  • Judgement - A great differentiator, it seems you either have it or you do not.
  • Passion/Optimism - Effective leaders exude positive energy.
  • Team Building - Great leaders hire and surround themselves with great talent
  • People Development - People flock to leaders who have a reputation for growing talent.
  • Accountability - Leaders have to accept and create a culture of accountabilty
  • Innovation - Leaders must think creatively, while taking initiative and calculated risks, have vision beyond the immediate situation, explore and integrate diverse perspectives, and recognise unexpected opportunities.
  • Agility - Visionary, collaborative, creative and proactive learning from prior experiences enables leaders to direct sustained success.
  • Global Acumen - Leaders must have global business acumen, world views and perspectives, and global people leadership and global business knowledge.
  • Emotional Intelligence - A leader must recognise and understand emotions, and manage personal, individual and team performance using such awareness.
  • Management of Diverse Workforce - This competency describes how leaders perceive others, and how those perceptions affect their interactions, communication, adaptability and change management.
the evolution of blended learning
The evolution of blended learning

Expand, Blend

Improve e-Learning

Solve Talent

Problems

Informal Learning

Skills & Specialisation

Get Materials

Online

Mobile, Gaming, Social

Learning and Performance Integrated

Rich Catalog

University

Learning Paths

Role-based

Competency-Based

Learning

Career Development

Deep Specialisation

Leadership Development

Instructional Design

Kirkpatrick

Rapid e-Learning

Information vs. Instruction

Search, Collaboration,

Community

Information Architecture

E-Learning

Get Materials Online

Interactivity Simulation

Blended

Learning

Collaborative/Social

Learning, Content Mgmt.,

Rich Media

LMS

e-Learning Platform

Learning Portal

Blogs, Wikis, Twitter,

Mobile and Social networks

LMS

Enterprise Learning Platform

2007

2001

2004

2011

2015

the new way adults learn
The new way adults learn

10%

Training,

Reading,

Course

work

20%

Feedback, Coaching, and

Learning from others

70%

Job Rotations, project teams

and challenging work assignments

modern challenges with leadership and management development programs
Modern challenges with Leadership and Management development programs
  • It happens mainly in a classroom
  • And usually outside the place of work
  • It’s reserved for the ‘special few’
  • The shift from Boomers to X’ers
  • Lack of timeto apply leadership principles
  • Influence of company or regional cultures in approach
  • Not aligned to active learning time (2hrs to 30mins)
  • Insufficient time to network and collaborate
  • A lack of inside coaching opportunities
  • Ability to create and cascade the leadership culture
  • Recognition for the various leadership styles
  • Very costly with limited impact on performance (ROI)
lrmg transitional leadership xperiences
LRMG Transitional Leadership Xperiences

Creating the Future

Creating Competitive

Advantage

Driving Productivity

Enabling Strategy

leadership google custom portals
“Leadership Google” – Custom Portals

Target Audiences

Executives

Senior Managers

CLP

Mid-Managers

New Managers

sample transitional leadership xperience
Sample Transitional Leadership Xperience

Modular Blended Experience

Target Audiences

Generic Leadership

Themes

Outputs

Self

Assessment

Leading

Change

Executives

Online/Video Learning (1hr)

Leading

People

Harvard Certificate

Of Completion

Senior Managers

Power Session (2hrs)

Results

Driven

Workplace

Assignment

Mid-Managers

Business Acumen

Management

Workplace

Tools

Workplace Coaching (1hr)

New Managers

Managing Diversity

Post-Assessment

lrmgs innovative blended learning methodologies and tools
LRMGs Innovative blended learning methodologies and tools
  • eLearning as knowledge and performance support
  • V-Learning (lessons from Global leaders)
  • Storytelling (strategic dialogue)
  • Rotational Mentoring and Coaching
  • Collaboration and Social learning forums
  • Mobile learning (iPhone and iPad)
  • Leadership Reflections
slide50

M-Learning: HBP evolution to iPod, iPad and mobile

JF Goldstyn

Director: Harvard Business Publishing

mobile learning
Mobile learning

© 2011 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

product development strategy
Product Development strategy

TYPE OUT INTO LIST

© 2011 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

mobile managementor
Mobile managementor

Full Text Search for quick access to management tips, learning, content, and audio/video content

Browse 11 categories covering a range of management topics

mobile managementor1
Mobile managementor

Learn More content provides opportunities to explore topics in more depth

Management Tips provide concise advice for addressing pressing management issues

Video/Audio provides on the go access to multimedia content

what s next for mobile learning
What’s next for mobile learning
  • Augmented Reality (Avatars)
  • Kinect (
  • Others that you may have heard of?

© 2011 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

concluding comments
Concluding comments….

Winner of the Harvard Business online subscription

slide58

LRMG

Performance Agency

thanks you