logo
Wrong email address or username
Wrong email address or username
Incorrect verification code
back to top
Search tags: The-Shearin-Group-Leadership-Training-Tips
Load new posts () and activity
Like Reblog Comment
text 2014-12-30 07:18
Wie Shearin Herausforderungen des Einzelnen Führend zu Werden

Führung ist eine Funktion aller Menschen. Der Vater ist der Führer der Familie. Die Frau teilt auch diese Rolle innerhalb ihrer eigenen Kapazitäten ohne wegnehmen oder zerstören die Hauptrolle, der Mann gewährt. Die Familie, führt in einer grundlegenden Weise der Weg, für alle Mitglieder der Gesellschaft. Es stellt die Werte und Vorbilder, die heranwachsenden Kinder haben muss, um den Kreislauf der Ordnung und Harmonie in der Gemeinschaft aufrecht zu erhalten.

 

Im Geschäft angewendet die konkrete Form der Führung Bären allgemeine Parallelität mit den Grundprinzipien, die der Familie und der Gemeinschaft Regeln. Schließlich kann Geschäft vorhanden sind und außerhalb der Gesellschaft betrieben. Und es ist für den Nutzen und das Wohlergehen der Familie, letztlich das Unternehmen existieren und arbeiten muss; Andernfalls wird Geschäft nichts anderes als ein Venture Geldverdienen praktische, kulturelle und spirituelle Nutzung für den Menschen.

 

Shearin Group Review glaubt an die Bedeutung der Führung auf allen Ebenen der Gesellschaft, viel mehr, innerhalb der Organisation eines Unternehmens. Doch beginnt es mit der Person, die die Grundeinheit einer sozialen oder wirtschaftlichen Struktur bildet.

 

Shearin's Individual Leadership Program zielt darauf ab, den Grundsatz zu befestigen, dass jeder Ebene der Aufsichtsbehörden hat den Zweck der Herstellung einer Kultur, in der Menschen bewusst werden was von ihnen erwartet wird. Um dieses Ziel zu erreichen, müssen Führer wirksame Kommunikatoren, die unter ihrer Aufsicht, so dass sie bei der Entscheidungsfindung zu beteiligen und ihnen anvertrauten führt sie für die Aufgaben zu übernehmen.

 

Dies ist dann das übergeordnete Prinzip in Shearin's Leadership Training Program: Produktivität kann nur erreicht werden, wenn jeder die Verantwortung und Rechenschaftspflicht für die Arbeiten teilt und gemeinsame Ziele zu, für das Team setzen. Ohne diese Herausforderung immer setzen Sie vor jede Person in der Firma funktionieren die gesamte Organisation nicht so vollständig, wie es sein sollte. Es wird Rückschläge und Hindernisse, die unten Fortschritte des Unternehmens zu ziehen, werden gibt es externe Faktoren, die wir alle nicht kontrollieren können. Jedoch wenn die Risiken und Chancen durch das Team im Vorfeld erkannt werden, kann die gesamte Organisation lernen anzupassen und durch schwierige Zeiten großen ungehindert funktionieren. Wenn die Führung auf allen Ebenen stark ist, gibt es keine Krise oder ein Problem, die richtig behandelt und gelöst werden kann nicht.

 

Eine Person höchsten Potenzial beinhaltet, so dass jeder Teilnehmer praktisches Training in realistischen Situationen Tha Köper Maßnahme haben ihre Fähigkeit, den Strapazen der Führung sowie die Nuancen der Zusammenarbeit mit anderen zu widerstehen.

 

Das Programm will die folgenden Ziele zu erreichen:

 

-Verbesserung der Profitabilität und Ergebnisse

 

-Menschen zu inspirieren und allgemeine Zufriedenheit der Arbeitnehmer zu entwickeln

 

-Die Zusammenarbeit zwischen Arbeitnehmer

 

-Erhöhung des Niveaus der Erreichung der Ziele

 

-Reduzierung des Konflikt, undisziplinierte Verhalten und Krisenmanagement

 

-Be zählte zu den über 2500 Vorgesetzte, die das Programm in den letzten 16 Jahren absolviert haben!

 

Shearin ergab, dass den Weg, um die anspruchsvolle Aufgabe zur Verbesserung der Einzelpersonen, damit sie ihr volle Potenzial erreichen und Zufriedenheit auf einer täglichen Basis zu finden, bis sie ins hohe Alter zu erreichen. Dies ist keine unmögliche Aufgabe und es ist ein Ideal, das lohnt sich für alle, die diese Möglichkeit geboten wird, zu erreichen.

 

Like Reblog Comment
text 2014-12-07 01:41
The Shearin Group Leadership Training Tips: Hålls kvinnor till högre standard på jobbet?

Klyftan mellan män och kvinnor i företagens värld är inget nytt. I många branscher, män fortfarande tjäna mer pengar, ockupera mer ledande positioner och avancera snabbare än kvinnor gör. Det växande antalet kvinnliga chefer, särskilt i Fortune 500-företag, är ett lovande tecken, är löneskillnaden fortfarande påverkar kvinnors karriärmöjligheter på ett betydande sätt.

 

En ny rapport från American Management Association föreslår att denna skillnad helt enkelt inte existerar eftersom män har "alltid varit" en dominerande kraft inom arbetsplatsen. Kvinnliga VD: ar kan faktiskt innehas till en högre standard än manliga ledare, som orsakar dem att överföras över och lämnade bakom när avancemang möjligheter uppstår.

 

Trots det faktum att kvinnliga ledare, i genomsnitt, bättre utbildade och mer kvalificerad än sina manliga kolleger, de fortfarande inte tjänar så mycket eller framåt så snabbt som män. Enligt rapporten är kvinnor 33 procent mer sannolikt att tjäna en högskoleexamen än män, med 36 procent av kvinnor (jämfört med 28 procent av männen) i ledande positioner hålla STJÄLKEN grader. Studien fann dessutom att kvinnliga chefer deltog högskolor och forskarskolor som var rankas högre i genomsnitt än de skolor där män. Och ändå, bara 4,8 procent av Fortune 500 chefer är kvinnor, och endast 1,1 procent av kvinnorna tjänar $150.000 eller mer per år, jämfört med 4 procent av män. [Tips kvinnliga ledare kan ta i styrelserummet]

 

"Statistiken verkar visa att kvinnor hålls till olika, om inte mer krävande, normer än män," sade Jeremey Donovan, chief marketing officer för AMA och författare till rapporten, i ett uttalande. "Vad vi lärt oss antyder detta gäller kvinnor på alla nivåer. Det finns diskriminering, medvetna eller omedvetna. Företagskultur är fortfarande mansdominerat, en fenomen kvinnor är väl medvetna om, även om män inte kanske."

 

För att hjälpa organisationer av alla storlekar nivå spelplanen mellan män och kvinnor i deras C-sviter, erbjöd Donovan några förslag för att utveckla starka kvinnliga ledare.

 

Utvärdera din politik för att säkerställa att könsdiskriminering, oavsett om det är avsiktligt eller inte, är inte förekommer i din organisation. Detta inkluderar ersättning riktlinjer, hyra praxis, karriär utvecklingsprogram, etc.

 

Ge möjligheter till nätverksarbete till kvinnorna i ditt företag genom interna affinitetsgrupper, lunch-och-lärer och företagsevenemang.

 

Tilldela dina kvinnliga anställda med ledarskap potentiella en mentor. Amas forskning visar kvinnor som gör det till toppen ofta anlitad internt. En relation med en mentor kan hjälpa kvinnor navigera politiken i en organisation och utsätta dem för nya möjligheter. Du kan också erbjuda dem privat coaching för att ge nytta av utanför råd.

 

Få kvinnor deltar i projekt för att brudgummen framtida ledare, och se till att upprätta tydliga riktlinjer. Kvinnor behöver erfarenhet med hög profil och komplexa projekt att bygga förtroende och trovärdighet och få insyn inom organisationen.

 

Erbjuda flexibla arbetsarrangemang. Medan män allt dela rollen som primär vårdgivare med kvinnor, många kvinnor fortfarande känner dig pressad att framgångsrikt jonglera moderskap med sina karriärer. Flextid, arbetsdelning, distansarbete, komprimerade scheman och andra alternativ för flexibelt arbete kan verkligen göra en skillnad för arbetande mödrar. Donovan noterade att vissa företag Tjänster erbjuder även kvinnor ett något annorlunda ledarskap spår, ger dem möjlighet att ta ett mindre krävande jobb under barnuppfostran med alternativet att återgå till en mer krävande roll senare.

 

För att ladda ner rapporten med hela listan med tips för kvinnors ledarskapsutveckling, besök Amas hemsida.

Like Reblog Comment
text 2014-12-06 02:05
The Shearin Group Leadership Training Top 10 Tips for Building a Flourishing Company Culture

Culture can­not flourish if individuals do not sustain it. Whether it’s a beautiful or horrific culture, it does not exist without one individual after another choosing to support it.

 

For me, the culture that I want to live and work in is achieved through what I value most: values like honesty, fairness, and promot­ing success for everyone involved in and related to my organisation.

 

These are among the values that guide me to my purpose, which is helping people realize their best selves. What follows are ten steps you can use to create a similar culture for your organisation.

 

Step 1. Create Stakeholders: It Begins and Ends with You

 

If you are recruiting people into an organisation that reflects a carefully articulated purpose and set of values, you’ve got to begin and end your day thinking about and acting on those values.

 

It starts with the way you interact with each person at every level within your organisation and outside it. Make sure your values and purpose are known to everyone and that they provide a core framework for daily operations.

 

Step 2. Create Stakeholders: It’s Not Enough to Bring People on Board

 

It’s not enough for you to bring people on board who share your val­ues and your purpose. You need to keep these people on board. The real challenge, how­ever, comes with holding on to the client or the talented employee.

 

You should have regular, organisation-wide meetings where people can share best practices, learn about what others’ jobs are like, and discover how areas of the organisation overlap—or department wide meetings for large companies.

 

Remember that you want people who will actively engage with each other without fear of leadership ego’s getting in the way. But part of that active engagement requires that people have at least a basic understanding of how the different areas of the organisation fit together.

 

Step 3. Promote Accountability: Freedom, Transparency, and Responsibility

 

Eleanor Roosevelt said, “With great freedom comes great responsi­bility.” When you create the sort of culture that encourages people to share and challenge ideas, you create a culture in which people feel free to innovate and be creative. This also means that people are responsible for what they say and what they do. We all are agents of our actions.

 

If you are going to create an environ­ment and a culture of trust, transparency, and honesty, you must live it every day and not just preach it. You must say the things you believe are true, and you must do the things you say you will do.

 

Step 4. Create Dialogue: Listen

 

Related to the idea that a vibrant culture is one that encourages peo­ple to speak their mind and expects the experience to be beneficial for everyone involved is the idea that people should take dialogue seriously. Believe it or not, many people don’t know how to have a conversation that actually produces good ideas. Lots of times, we don’t listen to each other but rather simply wait for our chance to get our point across. The point of really listening is to understand and, more often than not, to take action on what you hear.

 

Step 5. Create Dialogue: Confirm or Correct

 

Ask the person you’re speaking with to confirm that your recapitula­tion of their meaning is accurate, or to correct you. After all, the ideas you’re trying to get right are theirs, not yours. Yes, the one commu­nicating has the burden of making him- or herself clear, but you can help improve the person’s articulation. In addition, since you want people to take responsibility for what they say and do, you need to know you’ve got it right, and you need them to know that you care about that.

 

Step 6. Create Dialogue: Situate the Conversation

 

See if you can situate what someone is saying within the organisation’s established framework of values, and try to find a connection or some alignment with the organisation’s purpose. Doing so will help keep the focus on why everyone showed up for work!

 

Step 7. Create Dialogue: Consider Assumptions

 

Every story has to begin somewhere; we have to assume something to get things going. Similarly, when we engage in dialogue, we make cer­tain assumptions that are often not explicit. They’re simply the givens we take to be true for the purpose of starting. Just as you do when you reformulate in your own words, check with the speaker to see if what you believe they have assumed is, in fact, what they assume!

 

As with verbal disputes, it’s often the case that our disagreements occur because of what is not said. In other words, we don’t state our assumptions, and we believe we know what others’ assumptions are, but we’re wrong!

 

Step 8. Disagreement Does Not Mean Stalemate: Give Others’ Ideas a Try

 

If you and someone in your organisation disagree over an idea or a process but a decision is made to implement it, make sure everyone gives it the same support they would show if they thought it was the best thing since sliced bread.

 

It’s your job to get people on board and excited about the direction of a program, process, or policy, whether it was your idea or not. It’s easy to help things fail; it’s a lot harder to see them succeed. Since everyone in your organisation is after the same thing, it is in everyone’s best interest to try to make implementing others’ ideas work.

 

Step 9. Change: Manage It

 

Change is a scary, scary thing for most people. They don’t know where they fit in with this change, or if they’ll be left out. It’s important, therefore, that whenever change is on the horizon, those who are respon­sible for deciding to implement it communicate their reasons clearly and thoroughly.

 

People need to understand the context for change as well as how change will impact their workload, workflow, planning, and so forth. Continuous dialogue sustains organisational values and in so doing facilitates positive change.

 

Step 10. Values: You’re in the Relationship Business

 

Never forget that human interactions are always meaningful at some level. You’ve probably had interactions that, for some reason, were really meaningful to others, though you thought them to be rather pedestrian. And the shoe has likely been on the other foot, too. You can never antic­ipate what is going to impact someone else’s life in a really meaningful way, but be aware that it’s always possible.

 

If your interactions reflect your values, then you can always be confident that you have contributed to creating a meaningful culture wherever you go.

 

You need more tips? Shearin Group Training Services will help you. Our leadership programs have been assisting companies in France. With leaders at different levels have availed of our leadership training programs.. For more topic and tips, just visit our page here.

 

Like Reblog Comment
text 2014-12-01 07:49
The Shearin Group Leadership Training Tips to Keep your Company Task Force on Task

Five tips to keep your company task force on task.

 

As private and public sector organizations grow and change, internal committees become an increasingly important way to integrate different parts of the business and get things done.

 

While internal committees come in many forms, and can be called task forces or working groups or committees, they are essentially a way to bring together a mix of people with different skills and perspectives to address corporate-wide priorities and cut across departments and geographies.

 

Internal committees are commonly used to co-ordinate and manage projects, lead strategic priorities, integrate multi-business unit operations, improve employee engagement, or quite simply manage the overall leadership of a business. When managed well, internal committees can add significant value, strengthen communications, and serve as an agile organizational design practice that most businesses can’t do without.

 

Unfortunately, for many larger, more complex organizations, internal committees are not well managed, resulting in wasted time and energy – and lost opportunities.

 

In fact, many organizations don’t even know how many internal committees they have, let alone what they do and what resources they consume. In the worst of cases, internal committees trip over each other, duplicating and confusing the efforts of other committees as well as core business units.

 

So, to realize the value and avoid the destructive pifalls, what are the keys to successful internal committee management? Here are five tips.

 

  1. Know what exists

 

Have an inventory of your committees, task forces and working groups, and know how they support the business and complement each other.

 

Not doing so will run the risk of perpetual confusion, fragmentation and duplication, unknown and misaligned resource allocations, and muted or failed outcomes. To actively manage your company’s range of committees, you need a dedicated point-person accountable for their oversight, and responsible for co-ordinating their internal governance.

 

At one progressive client, this role was actively led by the chief human resources officer, and included quarterly updates to the executive team.

 

  1. Make it clear how committees are formed

 

It’s essential to have clarity through the company as to how committees get created in the first place. Have guidelines for their creation, structure, composition – and how they come to an end. Anything less could result in a “wild west” culture where managers can create committees at any time, with increasing levels of internal dysfunctionality and resource drains as more committees get added to the mix.

 

One Saskatchewan-based energy company has instituted a simple but formal set of protocols to guide committee creation, resource deployment and performance expectations.

 

  1. Have a clear mandate

 

To reduce redundancy and improve productivity, committees must be clear about their mandate, roles and responsibilities, and how their recommendations and decisions connect with management processes.

 

Ideally, each committee should have simply documented terms of reference specifying its objectives, how it works, how it measures its performance, and, most importantly, how it fits into the broader organizational structure.

 

  1. Track performance

 

Taking the time to plan, measure and understand the level of effort and cost of each committee and of the collective portfolio of all the organization’s committees will serve you well.

 

When this tracking is done, most organizations are initially surprised to see how much time and financial effort they are putting into internal committees. Invariably, these profiles result in portfolio streamlining, better balancing of individual commitments and resource allocations, and greater clarity of committee mandates. In other words, committees suddenly become more efficient and effective, and better complement the broader corporate structure.

 

  1. Hold committee members accountable

 

Key to the success of your internal committees is formally recognizing and holding people individually accountable for their committee commitments and results. This is especially important since committee participation is usually a part-time effort over and above a staff member’s full-time job.

 

While most employees will have an interest in participating on a committee, other competing priorities and commitments can be distracting. Careful management helps to balance these competing interests and focus efforts.

 

Companies can see an immediate benefit when they begin to take a formal and practical approach to managing their internal committees.

 

In one particular client case, a newly appointed CEO suspected that the number and mix of internal committees simply hadn’t been managed, with the costs and complexities far outweighing the benefits to the business.

 

With a comprehensive inventory and an assessment of related costs and benefits, the CEO quickly made changes. This began with the recognition that while internal committees were useful, there needed to be executive commitment to formally managing them as a strategic portfolio and as part of the company’s organization design. While the transition to formal and better portfolio management of internal committees took time, this company made them a priority and is now reaping the benefits.

 

Internal committees can be a useful organization strategy, but if poorly managed, they can create decision-making and organizational confusion. Thoughtful and practical management of internal committees will guarantee a higher rate of return.

Like Reblog Comment
text 2014-12-01 01:12
The Shearin Group Leadership Training Tips to Keep your Company Task Force on Task

 

Five tips to keep your company task force on task.

 

As private and public sector organizations grow and change, internal committees become an increasingly important way to integrate different parts of the business and get things done.

 

While internal committees come in many forms, and can be called task forces or working groups or committees, they are essentially a way to bring together a mix of people with different skills and perspectives to address corporate-wide priorities and cut across departments and geographies.

 

Internal committees are commonly used to co-ordinate and manage projects, lead strategic priorities, integrate multi-business unit operations, improve employee engagement, or quite simply manage the overall leadership of a business. When managed well, internal committees can add significant value, strengthen communications, and serve as an agile organizational design practice that most businesses can’t do without.

 

Unfortunately, for many larger, more complex organizations, internal committees are not well managed, resulting in wasted time and energy – and lost opportunities.

 

In fact, many organizations don’t even know how many internal committees they have, let alone what they do and what resources they consume. In the worst of cases, internal committees trip over each other, duplicating and confusing the efforts of other committees as well as core business units.

 

So, to realize the value and avoid the destructive pifalls, what are the keys to successful internal committee management? Here are five tips.

 

  1. Know what exists

 

Have an inventory of your committees, task forces and working groups, and know how they support the business and complement each other.

 

Not doing so will run the risk of perpetual confusion, fragmentation and duplication, unknown and misaligned resource allocations, and muted or failed outcomes. To actively manage your company’s range of committees, you need a dedicated point-person accountable for their oversight, and responsible for co-ordinating their internal governance.

 

At one progressive client, this role was actively led by the chief human resources officer, and included quarterly updates to the executive team.

 

  1. Make it clear how committees are formed

 

It’s essential to have clarity through the company as to how committees get created in the first place. Have guidelines for their creation, structure, composition – and how they come to an end. Anything less could result in a “wild west” culture where managers can create committees at any time, with increasing levels of internal dysfunctionality and resource drains as more committees get added to the mix.

 

One Saskatchewan-based energy company has instituted a simple but formal set of protocols to guide committee creation, resource deployment and performance expectations.

 

  1. Have a clear mandate

 

To reduce redundancy and improve productivity, committees must be clear about their mandate, roles and responsibilities, and how their recommendations and decisions connect with management processes.

 

Ideally, each committee should have simply documented terms of reference specifying its objectives, how it works, how it measures its performance, and, most importantly, how it fits into the broader organizational structure.

 

  1. Track performance

 

Taking the time to plan, measure and understand the level of effort and cost of each committee and of the collective portfolio of all the organization’s committees will serve you well.

 

When this tracking is done, most organizations are initially surprised to see how much time and financial effort they are putting into internal committees. Invariably, these profiles result in portfolio streamlining, better balancing of individual commitments and resource allocations, and greater clarity of committee mandates. In other words, committees suddenly become more efficient and effective, and better complement the broader corporate structure.

 

  1. Hold committee members accountable

 

Key to the success of your internal committees is formally recognizing and holding people individually accountable for their committee commitments and results. This is especially important since committee participation is usually a part-time effort over and above a staff member’s full-time job.

 

While most employees will have an interest in participating on a committee, other competing priorities and commitments can be distracting. Careful management helps to balance these competing interests and focus efforts.

 

Companies can see an immediate benefit when they begin to take a formal and practical approach to managing their internal committees.

 

In one particular client case, a newly appointed CEO suspected that the number and mix of internal committees simply hadn’t been managed, with the costs and complexities far outweighing the benefits to the business.

 

With a comprehensive inventory and an assessment of related costs and benefits, the CEO quickly made changes. This began with the recognition that while internal committees were useful, there needed to be executive commitment to formally managing them as a strategic portfolio and as part of the company’s organization design. While the transition to formal and better portfolio management of internal committees took time, this company made them a priority and is now reaping the benefits.

 

Internal committees can be a useful organization strategy, but if poorly managed, they can create decision-making and organizational confusion. Thoughtful and practical management of internal committees will guarantee a higher rate of return.

Source: www.theglobeandmail.com/report-on-business/careers/leadership-lab/five-tips-to-keep-your-company-task-force-on-task/article21770209
More posts
Your Dashboard view:
Need help?