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The Trainer Certification Program uses a multi-tiered approach to address the needs of the trainer’s specific organizational objective. Whether to obtain information about the basics of facilitation or to learn how to create an impartial and effective summative assessment, the multi-tiered approach was the best option to ensure that we could maintain our clients’ requests while furthering the education of our support team members.
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Cisco continues to transfer and we need to continue to transfer our program. The most important element of this program is our community element, bring in new talents and make them part of our community, develop the cohort and make them continue to have impact for our business transformation.
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You might be surprised to find that leadership presence is not an attribute automatically assigned to you because of your business results. Nor is it necessarily reflective of your true qualities and potential. Instead, it depends almost entirely on how others perceive you. And that, in turn, depends primarily on how favorably you impress people and how convincingly you deliver your messages, both verbally and nonverbally.
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“Sir, so you’re really going to do this?” typified the response General Robert VanAntwerp recalled from the front-line soldiers when they learned that their commanding officers scheduled themselves into a shift rotation to help complete the cold, dirty work that was being performed in the middle of the night in the Saudi desert, after Desert Storm. VanAntwerp later shared with me that this single experience was among his most important lessons in leadership and the process of getting others to manifest the leader’s Vision.
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Progressive organizations consistently lament the dearth of capable leaders who can take up the reins at the top and sustain a robust stride towards continued prosperity. One of the challenges facing organizations in the respective context is the changing role and skill set of leaders that are expected to thrive in a ubiquitous Digital world. For example, a significant requirement for tomorrow’s leaders is the penchant for service that goes beyond the professional demands of the assigned function and opens horizons for permeation of altruistic thought and meaningful contributions to the wider goal of ensuring a harmonious existence within the global community for mitigating/eliminating the chance of a misstep that might jeopardize an organization’s future in an increasingly ‘sensitized’ and ‘connected’ world.
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Creating culture, like personal character, is an essential factor for businesses and brands today. Not only does having a strong culture act as a magnet for customers and attracting top talent, there’s nothing more foundational or influential in unlocking your company’s success. Even the founders of today’s largest companies worry about losing the magic that accelerated their company’s growth.
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In Part 1 of this Series, I explained the difference between responsible and accountable, cited research showing that accountable organizations outperform unaccountable ones, and suggested that accountability in the workplace is crucial at all job levels. In Part 2, I’ll expand on this foundation with some examples of unaccountable behavior and further develop the case for accountability across the organization.
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If you have been in business and, in particular, in management for a certain amount of time, you’ve probably heard of Jim Collins’ seminal bestseller, Good to Great: Why Some Companies Make the Leap...and Others Don’t. The book uses a bus as a metaphor for your organization and tells you that, in order to become great, you must build a great team by getting the right people on the bus and in the right seats, and by getting the wrong people off the bus. Plenty of CEOs have latched onto this concept thinking it’s the greatest thing since sliced bread. All you need to achieve greatness for your organization is effective talent management.
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Despite the best of intentions and a solid strategic plan, leaders can sometimes find their organizations in the throes of an unexpected major crisis that threatens their enterprise survival. Whether it is the culmination of changing market forces, a self-inflicted incident or the result of a catastrophe brought about by an unexpected event, enhancing opportunities for enterprise survival are paramount. The most effective crisis management strategies focus on addressing the critical elements that will enhance the survival potential of your enterprise during a significant strategic disruption.
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Not long ago I stood in front of a room full of “emerging leaders”: young executives from companies all over America who were identified as “high potential” by their organizations. On the screen behind me were sets of values pulled from the websites of their companies.
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