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Roselinde Torres: What it takes to be a great leader
There are many leadership programs available today, from 1-day workshops to corporate training programs. But chances are, these won’t really help. In this clear, candid talk, Roselinde Torres describes 25 years observing truly great leaders at work, and shares the three simple but crucial questions would-be company chiefs need to ask to thrive in the future.
BCG’s Roselinde Torres studies what makes great leaders tick — and figures out how to teach others the same skills.
WHY YOU SHOULD LISTEN TO HER?
Roselinde Torres is a senior partner and managing director at the consulting firm, BCG. A senior leader in the firm’s “people and organization” practice area, she is also the company’s resident expert on leadership, a topic she has studied her entire career.
Questions she likes to ask include, “what innovative methods can help prepare the next generation of leaders?” and “how do we enable leaders to unlearn past modes and habits of success?”
Prior to joining BCG in 2006, Roselinde was a senior partner at Mercer Delta Consulting, while she has also led internal consulting teams at Johnson & Johnson and Connecticut Mutual Life. She speaks frequently about organizational transformation and leadership; her work and thinking have been featured in publications such as BusinessWeek and The Economist.
“The best leadership development doesn’t happen by just going off to a course or a seminar … The best leadership development happens when people are learning in the context of their own strategic, economic agenda, with the actual people that they are going to influence and lead.” Roselinde Torres
Are leaders born or made? I have the answer! Baron A Rohbock
Baron graduated with honors in Business Administration and Leadership. With a passion for training and working with teams, he entered the Learning and Development field as Director of Training for Taylor Hartman, author of The People Code (previously published as The Color Code).
With a wide breadth of knowledge in leadership, Baron returned to the training industry to combine first hand management and executive leadership experience with a passion for working with people to shape results while revealing individual and collective talent. In 2011 he started Core MotivAction, an innovative brilliant training company dedicated to people and team development.
What if… We knew the difference between leadership and management?
Presenter: Tony Mortensen, Director of the Executive Development Programmes
· What is strategic leadership?
· What is effective management?
· Do organisations know the difference?
· What is best for achieving sustainable growth?
The last decade has seen an exponential increase in the number of courses offered in the area of organisational leadership, with almost every major business school worldwide now offering specialised training in this area. Do organisations truly understand the key difference between leadership and management? Do they understand what is needed in their organisation to achieve efficiency, profitability and sustainable growth? If we employ skilled people to undertake the different tasks in an organisation do we really need to manage those people or are we better off allowing them to do what we employed them to do. The flip side of this is that if we do not manage these people effectively then the organisation runs the risk of becoming less efficient and effective at providing society with the desired outcomes.
At odds with both these ideas is the fact that New Zealand is now seen as one of the hardest working countries in the OECD, yet our productivity continues to fall. Therefore, are organisations getting the best from their human resource or are we as a society destined to be out-performed?
Tony has over 18 years’ experience in accounting, management and education and is now responsible for executive training through the Master of Business Administration (MBA), Postgraduate Certificate in Strategic Leadership, Master of Business Management (MBM), Master of Professional Accounting (MPA) and Executive Education (short courses).
Dick Ruhe | Leadership Speaker
Dr. Dick Ruhe is a cherished motivational speaker, as well as a celebrated corporate consultant and trainer. Throughout his highly spirited presentations on productivity improvement, change, and customer loyalty, Dick insightfully connects with attendees’
core issues and inspires a deep desire for success. Based on his extensive management and supervisory experience in the private and public sectors, Dick shares a myriad of amusing stories that absorb audiences and create an unforgettable experience.
As a senior consulting partner for The Ken Blanchard Companies®, Dick Ruhe is the author of the training program Total Quality Leadership. He has also worked with Tom Peters, Gordon Lippit, and Paul Hersey. Dick has served as a regular columnist for Sales and Marketing magazine and has been published in Training and Development, Western Business Systems Journal, Proceedings of the Academy of Management, and Executive Excellence.
A past chapter president of Sales and Marketing Executives, Dick Ruhe is a member of the International Customer Service Association, the National Speakers Association, the International Platform Association, the American Society for Training and Development, and the American Society of Quality Control.
Dick Ruhe received his MBA from the University of New Haven and his doctorate in human resource development from George Washington University. He is the author of Getting Major Results, a field book for change and leadership.
Lessons In Leadership – Episode 2 – Family Businesses
When it comes to family-run businesses, there’s a common saying that the first generation creates a business, the second builds it and the third squanders it away.
Is there any truth to that? Bloomberg TV India’s Mini Menon discusses how best family run businesses survive generations as she speaks to Professor John Davis, Senior Lecturer of Business Administration, Harvard Business School on Lessons In Leadership.
Seth Godin on the Difference Between Leadership and Management
Bestselling author Seth Godin says that “Management and leadership are totally different things. You think you are being a leader, but you are probably being a manager.”
He goes on to say, “Managers figure out what they want done and get people to do it. Managers try to get people to do what they did yesterday, but a little faster and a little cheaper with a few less defects.” But this is not leadership.
Truly human leadership: Bob Chapman
Robert Chapman is chairman and CEO of Barry-Wehmiller Companies, Inc., a $1.5 billion global manufacturer of capital equipment and provider of engineering consulting. Under Chapman’s leadership, Barry-Wehmiller has used strategic acquisitions and organic growth to achieve a 20% compound growth rate during the past 20 years. At the heart of its successful economic model, however, are more than 7000 outstanding team members worldwide. The company prides itself and is fiercely committed to building great people through its distinctive people-centric leadership initiatives and innovative learning institute, Barry-Wehmiller University.The 127-year-old company was named one of the Best Places to Work in St. Louis because of its programs in leadership and motivation.
The rarest commodity is leadership without ego: Bob Davids
Ivan Lansberg on “Ambidextrous Leadership”
Ivan Lansberg contends that effective leadership of a family enterprise requires a skill set which has not been adequately described in the business literature.
More specifically, he notes that leaders in a family enterprise are required to attend to the leadership needs of both the enterprise and the family. The enterprise needs the leader to lead, for example, the process of succession, while the family needs the leader to lead, for example, the nurturing and development of the next generation, the support of elderly parents, and the planning of family events. Most leaders are better at leading either the enterprise or the family, but few are naturally inclined in both areas. Lansberg calls for family enterprise leaders to become “ambidextrous leaders” — to build their skills in both arenas. This can allow the family enterprise to take advantage of the paradoxes of a family enterprise and turn these potentially confounding ambiguities into strategic advantages.
Dorie Clark: “Reinventing You: Define Your Brand, Imagine Your Future”
A step-by-step guide to reinventing you – Whether you want to advance faster at your present company, change jobs, or make the jump to a new field entirely, the goal is clear: to build a career that thrives on your unique passions and talents. But to achieve this in today’s competitive job market, it’s almost certain that at some point you’ll need to reinvent yourself professionally. Consider this book your road map for the next phase of your career journey.
In Reinventing You, branding expert Dorie Clark provides a step-by-step guide to help you assess your unique strengths, develop a compelling personal brand, and ensure that others recognize the powerful contribution you can make.
Mixing personal stories with engaging interviews and examples from well-known personalities—Mark Zuckerberg, Al Gore, Tim Ferriss, Seth Godin, and others—Reinventing You shows how to think big about your professional goals, take control of your career, build a reputation that opens doors for you, and finally live the life you want.
About the Author: Dorie Clark, a former presidential campaign spokeswoman, is the author of the newly-released Harvard Business Review Publishing book Reinventing You: Define Your Brand, Imagine Your Future. She is a frequent contributor to the Harvard Business Review, Forbes, and the American Management Association’s publications. She is also a columnist for Mint, India’s second-largest business newspaper. She is a consultant and is an adjunct professor of business administration at Duke University’s Fuqua School of Business.
Her work has been published in the Harvard Business Review Guide to Getting the Right Job and the Harvard Business Review Guide to Networking. Recognized as a “branding expert” by the Associated Press, Clark has taught marketing and communications at Emerson College, Tufts University, Suffolk University, Smith College Executive Education, the University of North Carolina’s Kenan-Flagler School of Business, and HEC-Paris, which is ranked #2 worldwide in executive education by the Financial Times.
At age 18, Clark graduated Phi Beta Kappa from Smith College, and two years later received a Master of Theological Studies from Harvard Divinity School.