Beruflich Dokumente
Kultur Dokumente
Why do our headaches persist after taking a one-cent aspirin but disappear when we take
a fifty-cent aspirin? Why does recalling the Ten Commandments reduce our tendency to
lie, even when we couldn't possibly be caught? Why do we splurge on a lavish meal but cut
coupons to save twenty-five cents on a can of soup? Why do we go back for second
helpings at the unlimited buffet, even when our stomachs are already full? And how did we
ever start spending $4.15 on a cup of coffee when, just a few years ago, we used to pay
less than a dollar? When it comes to making decisions in our lives, we think we're in
control. We think we're making smart, rational choices. But are we?
Ariely discovers that not only do we make astonishingly simple mistakes every day, but we make the same types of
mistakes. We consistently overpay, underestimate, and procrastinate. We fail to understand the profound effects
of our emotions on what we want, and we overvalue what we already own. Yet these misguided behaviors are
neither random nor senseless. They're systematic and predictable making us predictably irrational. From drinking
coffee to losing weight, from buying a car to choosing a romantic partner, Ariely explains how to breakthrough
these systematic patterns of thought to make better decisions. Predictably Irrational will change the way we interact
with the world--one small decision at a time.
Renowned loyalty experts Timothy Keiningham and Lerzan Aksoy combine their own groundbreaking
research with the leading thinking in philosophy, sociology, psychology, economics and management to
provide a better understanding of what loyalty is, what it isn’t and how to unlock its power in your
personal and professional life.
The most successful leaders adapt their leadership style as conditions change in their organizations. You
may be facing the ―hidden transitions‖ that are part of normal growth and downsizing or coping with a
merger, reorganization, or new leadership. Filled with actionable takeaways, Michael will explain the
critical relevance of leadership style, and how you can master the art of adaptive and inspirational
leadership for ongoing success.
These (and other mantras) may look like best practices for sharpening your
company's competitive edge. But they’re not. For years these mantras have been
blindly adopted by business leaders everywhere. In fact, says Susan Scott, the best-
selling author of Fierce Conversations, these widely-accepted practices are not only
ineffective, they are actually escalating your company’s costs, driving valuable
employees away, alienating profitable customers and eroding performance. Yet
they are so deeply ingrained in our organizational culture that no one has
questioned them.
How do you stop the destruction that supposed "best" practices are inflicting on your company? Become a fierce
leader-spotting the signs that your company has fallen prey to seemingly sensible but actually dangerous practices,
and destroying each practice by applying the right antidote. Only then can you unleash the force truly essential for
exponential growth: human connectivity. In her refreshingly candid, no-nonsense style, leadership development
expert Susan Scott explains how to root out six worst "best" practices lurking in your firm and replace them with
far more potent practices. You'll discover how to:
Combat 360-degree anonymous feedback with daily, face-to-face feedback.
Replace hiring for smarts with hiring for smart-plus-heart.
Root out holding people accountable to modeling accountability and holding people able.
Drop all those employee engagement programs and shift to actually engaging people.
Eradicate customer centricity with customer connectivity.
Replace legislated optimism with radical transparency.
Talk with your customers. Listen to your employees. These are long-time, well
tested truisms of business. But many executives grow nervous at the thought of
engaging with customers on Facebook, or allowing employees to openly blog or
use Twitter.
The key to leadership in this new era of social technologies is the ability to practice "open leadership", a
rigorous approach to strategy and management that can be studied, emulated, developed, and
importantly, measured. This is not about vague buzzwords of being "transparent" or "authentic." Indeed,
being open requires much more work, planning, effort than the status quo of hanging on to the illusion
of control.
This session will lay out a process by which leaders can develop a strategic, objective-driven approach to
leveraging the open world. We'll also look at the skills, behaviors, and mindsets that open leaders must
have if they are to survive and thrive.
Looming between the strategy and the outcomes desired is the organization: roughly
defined by people, management, and structure. Of these three components, structure
is the easiest to change – and that alone explains corporation’s fondness for re-
organization and process improvement. Re-structuring certainly does create change,
but often the end results are not entirely predictable. Rather than closing the gap,
structure and process change often create a larger one in terms of business results.
The real gain relative to the ―strategy gap‖ can only be overcome by changing the way
people work, individually and collectively. People and managers are the building blocks
of culture.
Dissonance between what is and what could be is the fuel for change. Every
leadership team faces this challenge – the gap between their current state and the strategy-inspired vision of the
future. Does your organization have a strategy gap? Would your employees agree? Does it bridge the gap between
your strategic plan and your culture? Does your engagement stop at measurement? Or do you strive for more?
Engagement is not a survey. It’s a gut feeling about your work. A great place to work is not what you say it is – it’s
what they say it is.
Your strategy is market driven, logical and future focused. Your organizational culture is people driven, emotional
and historical. It’s amazing it works at all! This program will help you understand the importance of building a
strong organizational culture, some key ways in which you can align your culture with your strategy, and a new
approach to building a collaborative culture that bridges the strategy gap.
Curt Coffman is a New York Times Bestselling Author; Curt currently serves
as a Senior Partner of The Coffman Organization. Curt spent over 22 years at The Gallup
Organization and was the Global Practice Leader for employee and customer engagement
consulting. He is the co-author of one of the best-selling business books of all time, “First Break
All the Rules” with Marcus Buckingham. Curt also serves as Executive Fellow at The Daniels
School of Business at the University of Denver.
After more than thirty years of research in two dozen industries involving more than 25,000
individuals, Joseph Grenny has observed leaders struggle with poor performance, stalled
change initiatives, low productivity, strained relationships, and general lack of results. Joseph's
observations confirm that leaders who avoid talking honestly with the right people about the
right issues can expect poor results. On the other hand, top-rated leaders routinely employ
skills that turn diverse thought into synergy and synergy into results by mastering Crucial
Conversations.
In the groundbreaking study, Silence Fails: The Five Crucial Conversations for Flawless Execution, researchers found that
project failures are almost always preceded by conversation failures. Specifically, they found that success and failure
can be predicted with 85 percent accuracy based on how well participants — from the executive suites to cross-
functional teams — perform in five crucial conversations. More importantly, these five conversations are not just a
predictor of, but an inoculation against shockingly high rates of failure to execute on ambitious and otherwise
right-headed plans. When leaders are skilled at holding these five conversations, the odds of success increase 50-
80 percent.
Grenny will guide you through the steps to mastering crucial conversations and harnessing the power of turning
every employee interaction into an experience that achieves synergy, alignment, and agreement. You will walk
away from this session with a new set of high-leverage tools to effectively achieve breakthrough results.
Joseph Grenny has taught and advised more than 100,000 leaders on every major continent from the
boardrooms of Fortune 500 companies to the slums of Nairobi, Kenya. He has advised CEOs and senior executives
on more than a dozen major change initiatives — receiving credit from Lockheed Martin Aeronautics' President as
a key factor in helping the organization win the $200 billion Joint Strike Fighter program.
Joseph is co-author and contributor to eight books, including three New York Times bestsellers, Influencer: The
Power to Change Anything; Crucial Conversations: Tools for Talking when Stakes are High; and Crucial Confrontations: Tools
for Resolving Broken Promises, Violated Expectations, and Bad Behavior. Joseph has been cited in dozens of newspapers
including the New York Times, Los Angeles Times, Washington Post and the Wall Street Journal. He has also appeared
on more than 100 radio and television programs including CNN, Bloomberg, CNBC, and the Today Show.
Formerly, Joseph was president of California Computer Corporation and an executive for the Covey Leadership
Center.
We all need to be influencers. Hardly a day passes that we don’t try to influence
ourselves or others to do something new and different. Whether you’re looking
to improve your relationships with your direct reports or motivate your
employees to demonstrate more concern for profitability, you are continually
working on ways to exert influence.
And yet, in spite of the fact that we are routinely trying to help ourselves and others alter their
behavior, few of us can articulate a model of what it takes to do so. It’s time this changed.
Joseph Grenny has taught and advised more than 100,000 leaders on
every major continent from the boardrooms of Fortune 500 companies to the
slums of Nairobi, Kenya. He has advised CEOs and senior executives on more
than a dozen major change initiatives — receiving credit from Lockheed Martin
Aeronautics' President as a key factor in helping the organization win the $200
billion Joint Strike Fighter program.
Joseph is co-author and contributor to eight books, including three New York
Times bestsellers, Influencer: The Power to Change Anything; Crucial Conversations:
Tools for Talking when Stakes are High; and Crucial Confrontations: Tools for Resolving
Broken Promises, Violated Expectations, and Bad Behavior. Joseph has been cited in dozens of newspapers
including the New York Times, Los Angeles Times, Washington Post and the Wall Street Journal. He has also
appeared on more than 100 radio and television programs including CNN, Bloomberg, CNBC, and the
Today Show. Formerly, Joseph was president of California Computer Corporation and an executive for
the Covey Leadership Center.
In the best of times, 70% of significant change initiatives fail to deliver on their
promises—despite excellent planning and honorable intentions. Today, the stakes
are much higher, and even fewer initiatives will succeed. In this executive exchange,
we will explore how to successfully lead the strategic change your company needs
to survive. We’ll discuss the top three risks to successful execution, and the
fundamentals of executing major change. How well your organization survives the
current economic downturn will depend on your ability to plan for and mitigate
execution risks.
All change is difficult. The more ―major‖ the change, the greater the difficulty. The greater the difficulty, the more
critical it is to allocate sufficient senior executive time and attention. But, c’mon—in these chaotic times, we can’t
devote significant amounts of executive resource to every major change, so how do we decide which ones require
Herculean effort? We follow our instincts—our gut tells us. Unfortunately, our gut is often wrong.
Doug is a best-selling author of four books on courage, creativity and innovation including Jump Start Your Business
Brain named one of the 100 best business books of all time by business book expert, Jack Covert. Broadcast media
appearances include: co-host Brain Brew Radio on Public Radio International, Truth Teller Judge on the first
season of ABC’s American Inventor plus feature stories on NBC, CNB, CNN, CBS, NPR and CBC. Doug serves
on a number of boards and holds an honorary Doctorate of Engineering from the University of
Maine and an honorary Doctorate of Laws from the University of Prince Edward Island, Canada.
Nearly all leadership development centers on helping individuals improve their abilities.
From the front line to middle management the growth components are predictable:
developing individual credibility, increasing interpersonal skills, strengthening the ability
to strategize and promote goals, learning to coach others, gaining industry experience,
and expanding negotiation skills.
Somewhere between being a first line and fourth-line manager, a massive leadership
shift takes place that requires developing a different skill set. The middle management
crunch comes from the increasing expectations to not just be able to lead direct
reports against common goals, but to influence the growth and survivorship of the
entire enterprise. This shift from individual to organizational leadership is tough and yet
most leadership development and reward systems remain overly devoted to individual
leadership models.
When it comes to organizational leadership some argue culture is king. Others stake their fortunes on navigating
through changing times. Strategic decision-making and understanding predictable irrationality is a perennial favorite.
And maintaining customer loyalty and expanding brand penetration is an inarguable dictum. The reality is that each
of these arenas is part of how organizational significance (meaningful viability) is maintained. Understanding the shift
from individual to organizational leadership is more than simply acquiring the skill to lead more and more
individuals. It is rooted in the mentality that any leader is an actor in an organization’s stream of history and that
organizational significance is not the product of any one person.