Leadership Development And Training

First Published in 2003. Routledge is an imprint of Taylor & Francis, an informa company.

Like a great leader, a great leadership training aligns the right people to the right task at the right time. Whether you are developing a first-rate leadership development program from scratch or adding to an existing workshop, let leadership expert and master trainer Lou Russell be your guide. The second book in the ATD Workshop Series, Leadership Training presents a step-by-step blueprint to developing and delivering dynamic, powerful leadership training. Complete with effective training methodologies, this book helps you accelerate learning and leverage technology for maximum efficiency. You’ll also find tools to assess leadership strengths and weaknesses. Half-day, full-day, and two-day workshop programs found in this volume make planning easy and can be tailored for the unique needs of your organization. Supplemental resources are available online and include downloadable and customizable presentation slides, handouts, assessments, and tools. About the series The ATD Workshop Series is written for trainers by trainers, because no one knows workshops as well as the practitioners who have experienced it all. Each publication weaves in today's technology and accessibility considerations and provides a wealth of new content that can be used to create a training experience like no other.

Written from a practitioner viewpoint with case studies and examples from a wide variety of industries, this is a practical text for Learning & Development and Human Resource practitioners, providing an in-depth treatment of all the aspects of people development within today’s organizations. Readers will want more than just the theory – they want to know how to apply it as an internal consultant and what the potential pitfalls can be. Most importantly, they want practical strategies for introducing and implementing new management development practices. The text shows how to apply new approaches to old problems and provide new ways of creating high performance within an organization. This book offers an in-depth explanation of the key principles, problems to be addressed and strategies for success in developing effective managers and leaders. The style is both pragmatic and tactical, based on academic theory but grounded in the day to day reality of what is possible in today’s organizations.

Is Silence Killing Your Strategy? In his thirty years of working in corporations, Harvard Business School professor Michael Beer has witnessed firsthand how organizational silence derails strategic objectives. When employees can't speak truth to power, senior leaders don't hear what they need to hear about their company's fitness to compete, and employees lose trust in those leaders and become less committed to change. In Fit to Compete, Beer presents an antidote to silence--principles and a time-tested innovative process for holding honest conversations with everyone in your organization. Used by over eight hundred organizations across the globe, the strategic fitness process has helped leaders in a diverse range of industries--including medical technology, information technology, banking, restaurant chains, and pharmaceuticals--hear the raw but necessary truth about the sources of misalignment between their strategies and their organizations. In addition to step-by-step instructions, Beer offers detailed and illustrative case studies of companies that have conducted honest conversations to great effect. He also shows how to apply the process more broadly to a variety of strategic challenges and at multiple levels throughout the organization. Practical, enlightening, and comprehensive, Fit to Compete is the book you should turn to if you to want create winning strategies that your entire company will rally behind.

The only language you need to know to change your results. Inside each of us is a vision of how things could be. Yet most people remain frustrated by a lack of impact, unable to connect and inspire the people they care about the most. Why? There’s a language we understand, but rarely use. A language that’s sincere. Powerful. Compelling. A language of words—and actions—that can’t be denied. Leadership Language will help you to peel back the ineffective “business speak”, so you can change the conversation. And change your results. Imagine what could happen when you replace frustration with an irresistible vision—for yourself, your team and your organization. Today’s leaders face so many challenges—employee retention, operational efficiency, culture, collaboration, leading across generations, and more—but communication is at the heart of every one of those issues. A clear message with a powerful delivery gets you halfway home. Honing in on your next conversation can drive more impact, better relationships, and greater overall effectiveness. For yourself. Your career. Your company. They say there’s nothing that can stop an idea whose time has come. So, take the lead. It’s time for you to create what’s missing. And Leadership Language will show you how. Get clear on your vision, get aligned with your story, and get others engaged with your message Connect with the people that matter most, in a way that invites innovation and new outcomes Find the courage to move forward, conquer change, and create powerful impact—while you help others do the same From student leaders to the C-suite, there is only one way for a leader to make an impact: communication. Leadership Language is your personal guide to mastering critical skills and unveiling your authentic potential.

During times of personal and professional growth, you feel as if your learning and development were accelerated. What caused that acceleration? How do you keep the learning momentum going once the experience ends? This guidebook shows you how to enhance the value and impact of developmental experiences.

This is an Amazon #1 Best Selling Book. Welcome to Ultimate Leadership: 10 Rules for Leadership Success. These 10 rules were created out of my successes, achievements, mistakes and failures. These were hard-won lessons I learned on my journey to becoming a successful leader. The pinnacle of my leadership career occurred during the summer of 2014. On this particular Saturday, it started off like any normal Saturday, mowing the lawn, washing my 100 pound Akita "Grace," which was always a task in itself, and preparing to barbeque some steaks for lunch. Just about that time, the phone rings and my second in charge is on the line. He told me we had a situation at work. After that call, I made the decision to forgo my plans for grilling and head to the office. My career for the past 30 years was in the medical field. I specialized as a Paramedic and worked in some very busy EMS systems across the United States. During this time, my tenure was as Chief of Emergency Medical Services for Christian Hospital, a role I had for 4 years at this point. Little did I know that once I arrived on scene to assess the situation, my leadership skills were going to be tested to their maximum limit. On this day in August, a white police officer shot an unarmed African American teen named Mike Brown, and the city of Ferguson, MO was getting ready to be thrust into the international spotlight for rioting, looting and assaults. I arrived on scene approximately three hours after the shooting, and our ambulances were in an area about a mile away from where the shooting took place at the Canfield Apartments. The Canfield Apartments were already a powder keg ready to explode. For our safety, police asked us to leave and find a safer place to "stage" and wait for further instructions. Mike Brown's body lay in the middle of the road on this hot August day for more than 4 hours, and the protests grew louder, more heated, and eventually aggressive. Once I arrived at the staging area, my needle of concern for employee safety was immediately pegged in the red. Even though we moved to a so called "safe area," there were more than 300 yelling and screaming protesters with signs that read, "Kill the police," "Stop murdering our kids" and "The police just murdered my son." Along with the protesters, there were also regional SWAT teams, armored vehicles, and news cameras that were trying to capture the emotion of the event. I can share with you now that this was a scary, stressful time and there were many times I questioned the decisions I needed to make to ensure the safety of my workforce and leadership team. In the end, none of our folks were hurt, everyone went home safely and we were recognized for an outstanding job well done. Even though the decisions made during the Ferguson crisis allowed us to deliver exceptional service and remain professional. I can share with you that my leadership skills were not always as tight as they could have been. To be honest, it was quite the opposite for a long time. In the beginning, my leadership style was based on egotism, ignorance, and wanting to advance my career instead of growing my team. Over this time frame, mistakes mounted and lessons were learned. You always hear that Leadership is both an art and a science, and if you do not know the science of leadership, you will not be able to paint the portrait of success. My leadership journey eventually allowed me to learn the necessary science that allowed me to develop an award-winning organization and be recognized as an international leader. Join me on my leadership journey and learn from my hard-won lessons. If you follow each of these 10 rules and you will increase your leadership effectiveness, enjoy a positive reputation, and have an organization whose workforce is engaged with a high level of employee satisfaction. Thank you for allowing me to join you on your leadership journey.

Accelerating Through the Crisis Curve Leadership is all about others—inspiring them to believe, then enabling that belief to become reality. That’s the essence of Leadership U: it starts with ‘U’ but it’s not about ‘U.’ Those timeless words are timelier than ever today, as leaders look to accelerate through the crisis curve. As author Gary Burnison observes, “There will likely be more change in the next two years than we have seen in the last twenty.” Now, in Leadership U: Accelerating Through the Crisis Curve, Burnison lays out a framework—his “Six Degrees of Leadership”—to show leaders how to create change. Anticipate – foreseeing what lies ahead, amid ambiguity and uncertainty that are throttled up like never before Navigate – course-correcting in real time, to keep the organization on an even keel Communication – constantly connecting with others; the leader is both the messenger and the message Listen – breaking down the organizational hierarchy to gather insights at all levels—especially what the leader doesn’t want to hear Learn – applying learning agility, to “know what to do when you don’t know what to do” Lead – empowering others in a bottom-up culture that is more nimble, agile, innovative, and entrepreneurial than ever before. Only by embracing these truths can leaders master another ‘U’—the “crisis curve” that will completely disrupt the business landscape. The world has changed—forever. The old days are fine to reminiscence about, but you can’t stay there. Today leadership means becoming comfortable with being uncomfortable. As Burnison says, when a door closes, leaders cannot afford to stand there, staring at it. It’s a “get up or give up” moment. For leaders, the only choice is to find and open another door. Leadership U defines and inspires the pathway through that door.