Created: 14 November 2007 | Joined by: 9 people | Comments: 0 comments
Industry sector: Management

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  The Art and Science of Leadership 

  http://www.nwlink.com/~Donclark/leader/leader.html

  Soldiers patrol during a field training exercise in the final phase of the Primary Leadership Development Course in Kosovo. The course allows junior enlisted Soldiers deployed to receive the professional ... development training they need to become noncommissioned officers. - U.S. Army photo by Spc. Jorge Lozada.   [More...] [Less...]

  First added: 29 November 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, management

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  John Adair 

  http://www.johnadair.co.uk/

  is the world’s leading authority on leadership and leadership development. Over a million managers worldwide have taken part in the Action-Centred Leadership programmes he pioneered. John has had a colourful ... early career. He served as a platoon commander in the Scots Guards in Egypt, and then became the only national serviceman to serve in the Arab Legion, where he became adjutant of Bedouin regiment. He was virtually in command of the garrison of Jerusalem in the front line for six weeks. After national service he qualified as a deckhand in Hull and sailed an Artic steam trawler to Iceland. He then worked as a hospital orderly in the operating theatre of a hospital. After being senior lecturer in military history and adviser in leadership training at the Royal Military Academy Sandhurst, and Associate Director of The Industrial Society, in 1979 John became the world’s first Professor of Leadership Studies at the University of Surrey. Between 1981 and 1986 John worked with Sir John Har   [More...] [Less...]

  First added: 5 December 2007, by: Neil Stevens  [Report as spam]

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  Tags:  adair, leadership

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  Performance, Learning, Leadership, & Knowledge Site 

  http://www.nwlink.com/~donclark/index.html

  To navigate this site, click on the above concept map for desired topic, use the content page , or click on the menu bar at the very top of this page. A door is what a dog is perpetually on the wrong side ... of. - Ogden Nash   [More...] [Less...]

  First added: 29 November 2007, by: Nick Slowe  [Report as spam]

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  Tags:  knowledge management, leadership, performamnce management

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  Leadership 

  http://www.see.ed.ac.uk/~gerard/MENG/ME96/index.html

  If you are reading this, then you have no frames. Please follow this link to a simpler interface. Thanks ME96

  First added: 1 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, management, project management

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  Peter Drucker On Leadership - Forbes.com 

  http://www.forbes.com/2004/11/19/cz_rk_1119drucker.html

  Ideas Peter Drucker On Leadership Rich Karlgaard, 11.19.04, 6:00 AM ET NEW YORK - Peter F. Drucker was born 95 years ago today--can it be possible?--in Vienna. The universally known writer, thinker and ... lecturer now is nearly deaf and doesn't get around like he used to. He stopped giving media interviews about a year ago. But in late October, Drucker granted an exception to Forbes.com at the urging of Dr. Rick Warren , the founder and head of the Christian evangelical Saddleback Community Church in Lake Forest, Calif. The Drucker-Warren relationship may surprise many readers, but it goes back two decades, to when the young minister came to Drucker for advice. Under Drucker's tutelage, Warren's own success as a spiritual entrepreneur has been considerable. Saddleback has grown to 15,000 members and has helped start another 60 churches throughout the world. Warren's 2001 book, The Purpose-Driven Life , is this decade's best seller with 19.5 million copies sold so far and compiling at the   [More...] [Less...]

  First added: 8 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  business strategy, programme management, strategy, leadership

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  Microsoft Word - VV&TA Program Management v7.doc [pdf]

  http://www.tipuake.org.nz/stories/program_management.pdf

  © Te Whaiti Nui-a-Toi , Author: Peter Goldsbury Adapted from that originally published in the 2004 PMI Global Congress Proceedings – Anaheim, California 1 Vision, Verbs and Tipu Ake Potent Visioning and ... Program Leadership Tools for growing Living Organisations Peter Goldsbury, Coordinator - Tipu Ake Team Abstract What can the exceptional performances of a tiny school and indigenous Maori community in the backblocks of New Zealand teach us about organisational visioning and real world program and project leadership? – Step outside the square and into their rainforest to find out. An organisation that confines itself to linear analytical processes to define its vision and manage the portfolio of projects it needs to move towards it, can struggle in the real environment of complexity, apparent chaos, interconnectedness, intense competition, change, uncertainty and ambiguity. Too often we treat organisations as a machine and try to micro manage at levels of detail far below the ambient noi   [More...] [Less...]

  First added: 2 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, management, programme management, project management

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  OGC - Senior responsible owner 

  http://www.ogc.gov.uk/User_roles_in_the_toolkit_senior_responsible_owner.asp

  Senior responsible owner Purpose The Senior Responsible Owner (SRO) is the individual responsible for ensuring that a project or programme of change meets its objectives and delivers the projected benefits. ... They should be the owner of the overall business change that is being supported by the project. The SRO/PO should ensure that the change maintains its business focus, has clear authority and that the context, including risks, is actively managed. This individual must be senior and must take personal responsibility for successfully delivery of the project. They should be recognised as the owner throughout the organisation. An individual's responsibilities as an SRO should be explicitly included in their personal objectives and the individual should remain in place throughout the project or programme or change only when a distinct phase of benefit delivery has been completed. The SRO should be prepared to take decisions and should be proactive in providing leadership and direction thr   [More...] [Less...]

  First added: 1 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, programme management, project management

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  Civilized Work | Slow Leadership 

  http://www.slowleadership.org/blog/?cat=21

  Here’s Saying “thank you” for work well done seems such an obvious action, both from politeness and as a (free, simple, and powerful) motivator. Yet it’s quite uncommon in many organizations, especially ... those afflicted by Hamburger Management. Maybe Hamburger Managers feel it doesn’t fit with their “hard guy” image? Maybe they just don’t have enough empathy or interest in others to bother? Here’s part of what the article said: Only one in 10 employees say their supervisors have said “thank you” for a job well done, according to a survey from global staff motivation consultants Maritz. Indeed, one in four are thanked seldom or never, and only 29 per cent get the occasional pat on the back. What’s interesting is that we get a very different picture from the bosses. They seem to be on another planet. According to the survey, 34 per cent of supervisors said they praise their “direct reports” every day and 37 per cent said they do it once a week. All of which suggests that bosses might thin   [More...] [Less...]

  First added: 8 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, management, programme management, project management

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  10 Principles of Change Management 

  http://www.strategy-business.com/resilience/rr00006

  4/15/04 Tools and techniques to help companies transform quickly. Way back when (pick your date), senior executives in large companies had a simple goal for themselves and their organizations: stability. ... Shareholders wanted little more than predictable earnings growth. Because so many markets were either closed or undeveloped, leaders could deliver on those expectations through annual exercises that offered only modest modifications to the strategic plan. Prices stayed in check; people stayed in their jobs; life was good. Market transparency, labor mobility, global capital flows, and instantaneous communications have blown that comfortable scenario to smithereens. In most industries — and in almost all companies, from giants on down — heightened global competition has concentrated management’s collective mind on something that, in the past, it happily avoided: change. Successful companies, as Harvard Business School professor Rosabeth Moss Kanter told s+b in 1999, develop “a culture th   [More...] [Less...]

  First added: 4 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  6 sigma, change management, kaizen, leadership, programme management , project management   [More...] [Less...]