Habits can Build a Dream, Elite Team

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The ultimate aim of an organization has to be to build a dream team that can synchronize, coordinate and communicate with the confidence and aplomb of elite SEAL teams of the US navy, which are known for these qualities. This certainly is not wishful thinking. Corporate teams that go on to become this can indeed be built.

It takes time, effort, practice and perseverance to do it. Elite teams are a dream objective of any organization, but building and achieving such a team is by no means a dream. With all the qualities mentioned above, it is possible to mold a team to elite levels. It takes time, repetition and expert coaching and execution to do so.

Elite at all levels

An organization that does this is an elite employer, because the employer who coaches a team to such levels finds the task of having built such a team for the organization extremely rewarding and satisfying. Coaches and motivational gurus find nothing more valuable gratifying than in building another person by giving that person sincere, caring, thoughtful and accountable one on one time.

On the other hand, the team or individual that is raised to that level by persistent coaching feels that the effort has been worth the while, because the effort has helped the employee raise the bar of performance.

The result is that the organization is a valued one, which everyone likes to be a part of. It becomes known for its ability to leverage the talent of its employees through effective coaching and make them better professionals and employees.

Learn the ways of building an elite team

The ways of doing this important exercise of building elite teams will be taught at a webinar that is being organized by TrainHR, a leading provider of professional trainings for the human resources industry. At this webinar, David Rohlander, author of Amazon-bestselling book, The CEO Code and Idiot’s Guides: Management Skills, published by Alpha Books/Penguin in November 2014, will be the speaker.

In order to gain the benefit of this valuable learning session, please visit TrainHR

to enroll for this webinar and start implementing this important learning into your organization so that it has elite teams in its ranks.

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program.

This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Contents of the learning session

Building and nurturing an elite team is a kind of step-by-step process that builds over time. It requires proper focus and channelization of talents and energies. It starts with inculcating a valuable and useful habit that will transform every person the coach directly works with. David will show how this can be done.

In time this habit will pervade the whole organization. As a result, communication will improve, and each member of the team will define the clarity of purpose. This will lead to dynamic results that will translate to an improved bottom line. The skills necessary for building and using this habit will be demonstrated at this webinar.

Breaking down the elements for effective implementation

This learning will lead participants to gradually enhance their ability and impact by constant practice. Since quality communication skills are a prerequisite for effective team building, David will break down each element to smaller pieces so the team is able to quickly implement this learning.

The habit that David will bring about among the participants is already being used by successful companies and has differentiated them from their competition. Participants of this webinar too, will have the chance to learn this habit and become unique in their settings, be it their industry or peer group. This will equip them with the ability to stay ahead of any kind of competition. It is all about the power of unlocking the potential of the organization’s people.

David will cover the following areas at this webinar:

  • Deliberate and Planned Appointment Setting, one on one
  • Having an Agenda that Matters
  • Exhibiting and Practicing TRUER Communication
  • The Art of Asking Questions
  • Reading Between the Lines and Hearing what’s not being said
  • Record Keeping, Responsibility, Accountability and Initiative
  • Feedback, 360s and Performance Metrics, Charts & Graphs
  • Organizational Culture, Values and the big Picture
  • Measuring Results and Training the Trainer
  • Let’s look at how to Form a habit. Why bother?

This webinar will be of very high value to anyone who wants to become part of or build an elite team, such as CEO, Vice President, President, Manager, Supervisor, and any high potential employee who is interested in self-improvement.

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Succession Planning is Important. It is more Important to get it Right.

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Among the many epithets that have been part of organizational lore is that invaluable one from Peter Drucker, of change being the only constant. We heard this adage decades back, but it is worth repeating many times over, because the truth behind this dictum is not likely to change.

When organizations know that change is a certainty about any aspect of their business; it makes sense to keep in mind that leadership is also going to change with time. No matter how strong leadership is, and no matter how great the results it has provided are; it is always important for organizations to understand the simple truth that leadership also has to change.

Organizations that pass leadership from one generation to the next without much pain are highly successful. Such organizations realize that change is certain, and the smoother the leadership transition happens, the better. Succession planning is likely to become successful when the organization is able to identify leadership for the next generation even while the present one is in full bloom.

Succession that is forced is never going to succeed

Successful organizations don’t wait for a disaster to happen to bring about succession planning. They don’t wait for something as important as a resignation from a top leader for the next person to fill her slot. They also don’t wait for a technological or other disruption to force change in leadership, where the current crop of leadership may not be able to comprehend the new wave, prompting the next generation to take over. This in fact, is not succession planning; it is just crisis management.

The essence of successful succession planning is for it to happen willingly, without being forced. The truth that successful organizations change because they want to, and not because they have to, holds perfectly valid for leadership succession.

Successful organizations devise ways to identify the right persons to take up leadership positions in the future. The leadership potential is identified quite early on in the tenure of the future leader. In this sense, leadership planning is not something that happens all of a sudden. Ideally, the emerging leader should be exposed to the realities of the future role in a phased and realistic manner. It could take years for this to happen. When done professionally, neatly and thoroughly; the new leadership should slip into the new position painlessly. Or else, the person in the new role is all at sea in adapting to the new position, and by the time she starts to actually perform as the organization’s new leader; considerable time is lost.

Learn the elements of succession planning

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Want to understand the ways by which to put a proper succession plan in place? Want to know what kind of best practices your organization can adapt to make your succession plan an effective one? A webinar from TrainHR, a leading provider of professional trainings for all the areas of human resources, has the answers. At this webinar, which will have Marcia Zidle, CEO of Leaders At All Levels as the speaker; a complete understanding of how to understand succession planning and the ways to prepare for it will be given. To get a complete understanding of this topic, please enroll for this webinar by visiting TrainHR.  Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program.

This activity has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Making succession painless

This webinar will offer a complete grasp of the ways by which to make succession planning a smooth affair. Marcia will impart best practices that go into this. She will discuss the core areas of succession planning, such as how to identify potential leaders who can assume greater responsibility in the organization, the variety and impact of various development experiences on those that can move into key roles, and how to engage the leadership in supporting the development of high-potential leaders.

In this very absorbing session, which will be of high importance and value to personnel in very important positions in the organization, such as CEO’s, COO’s, VP of Human Resources, Chief Learning Officer, Directors, Project Managers, Operation Managers and Supervisors, Team Leaders, and Human Resources Professionals; Marcia will cover the following areas:

  • Discover the Seven Deadly Sins of Succession Planning: What not to do
  • Examine the Pros and Cons of Insiders vs Outsiders to fill specific positions: Which is better?
  • Understand the 70-20-10 rule for Developing your Future Leaders: What it is and how to use it
  • Identify the 10 best Practices that High Performing organizations use for grooming outstanding leaders
  • Review the 5 steps that must be followed to build a culture that supports development from the top down
  • Utilize the Center for Creative Leadership’s 3 key elements for successful leadership development Assessment – Challenge -Support
  • Recognize a variety of learning and on the job opportunities for professionals and managers and how to implement them for ongoing leadership development.

The three important keys to developing team leadership

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A team is defined as a collection of a small number of individuals who are tasked with carrying out a defined, accountable objective during a specific period of time. They are usually people of complementary or matching skills and aptitudes and work together to achieve a common goal and purpose. Teams usually need leadership to succeed, because their efforts get channelised and focused better with leadership.

Leadership has been defined variously. A commonly accepted definition of leadership is that it is the ability to influence a team into performing its tasks and motivating and guiding it to reach its set goals. It of course, goes without saying that leadership is a group effort, because it cannot exist in a vacuum.

An effective team leader focuses on what the team can achieve together. She believes that the whole is more important than the parts. She will make efforts to identify the potential each team member carries and tries to develop it for the common good of the team. A good leader carries the team members along in her endeavors. She builds trust and teamwork and motivates and inspires the team to reach higher goals.

Three important factors play a role in facilitating team leadership:

  • Team members’ roles
  • Behavioral and communication styles in teams
  • Problem solving techniques to enable teams to reach their goal

Get to understand these three skills

How does a leader bring these about? What are the ways by which these factors can be utilized to bring about leadership that is useful for the organization? It is these topics that will be explained in-depth at a webinar that is being organized by TrainHR, a leading provider of professional trainings for the human resources areas.

Valerie Pelan, who is President of Integrated Focus, a role in which she has been consulting and providing Executive coaching for over 10 years, during which she has been working with the owners and executive teams in mid-sized companies providing Strategic Planning and communication skills, will be the speaker at this webinar.

Please register for this webinar by logging on to TrainHR . Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program.

This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

A quality that is difficult to develop and put into action

Although it feels nice to talk about team leadership, it is a quality that is difficult to implement in one’s professional life. Many team leaderships fail for a number of reasons.  Valerie will discuss these and explain the three important factors that help managers, leaders and project managers lead a successful team.

This session is of immense value to everyone connected with leadership, such as Managers, Leaders, HR Managers, and Project Managers.

Valerie will cover the following areas at this webinar:

  • Learn what the definition is of a “Team”
  • Why Ground Rules are so important
  • Negative team roles
  • Positive – action oriented team roles
  • MBTI – how a person’s personality can benefit a team
  • Techniques for problem solving.

 

Behaviors that make great leaders

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What makes a person a leader? What makes that leader successful? Contrary to what most believe; leadership is not something of a gift from heaven that a chosen few are endowed with. It is something that can be acquired with the right honing in the right direction.

Like many other traits, what is needed to become a leader is to inculcate the right thinking and actions that will lead the person to the leadership role. The genesis of leadership is the ability to lead oneself. This is the foundation to being in a position to influence others into leadership. Leading by example is often the most effective technique for leadership.

Be perfect and then preach

A story about an Indian spiritual guru runs into something like this: A woman approached him to admonish her child for eating too much sweet. The guru is supposed to have asked the woman to bring the child a week later.

When she came, he advised the kid to stop eating sweets. When the mother asked the guru why he could not have given the same advice on the previous visit, the guru is said to have remarked that he took one week to give up sweets himself. It is only when he practiced what he preached that he believed he would be in a position to influence others –a prerequisite for leadership.

We notice from this story that the leader did not do anything out of the way or out of the box. This is how leadership is. A leader does not have to, to use the old cliché, reinvent the wheel. She only needs to put in the right thinking at the right time and put that thinking into action. Leaders inculcate the right attitude and behavior for bringing out the best in people around them.

Learn about the seven qualities of great leaders

What are the other qualities of great leaders? These will be discussed and explored in depth at a webinar that TrainHR, a leading provider of professional trainings for the area of human resource, will be offering. This webinar will have David Rohlander, author of the Amazon-bestseller, “The CEO Code”, for whom five sixths of his new clients coming from referrals.

David will offer explain the seven ways or behaviors by which leaders stand out. Leadership is about being natural in any environment. Just like how our most natural instinct comes to the fore when we are in a new situation; the same should happen with leadership. It should be developed to the extent that the mind is conditioned to behave like a leader when the situation demands.

Please register for this webinar by visiting TrainHR.

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program. This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Anyone can be a leader

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David will emphasize at this session that leadership is something that any of us can practice. It no rocket science. It only calls for altering our behaviors to an extent in the course of our interactions with people and learning new ways of handling situations. He will explain the tools with which one can assess oneself and develop and design a systematic follow-up which will help us improve our leadership behavior. He will offer concrete technics, philosophical justification and a road map that will be simple to follow.

At this session that is highly useful and pertinent for people in management, such as  CEO, CFO, COO, Vice Presidents and Regional Managers, Managers and Supervisors, Newly Promoted Managers and High Potential Employees being groomed for Leadership and Promotions; David will cover the following areas:

  • What does a great leader look like and act like?
  • How do you live with integrity as a leader?
  • The magic of self-control, growth and caring what about attitude?
  • The primary activities of a great leader
  • How does a great leader treat others?
  • The importance of focused attention
  • It all boils down to 7 basic behaviors.

Ways for Transitioning into a New Role

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A role change is many times inevitable for individuals in many positions. Change, as we all know, is the only constant in a business. When this much is said about businesses, it is but natural that employees in various positions need to be prepared for a change in their role. In the current situation of most organizations today, employees cannot expect to keep performing fixed roles over a lifetime. A change in role can be brought about due to various circumstances. The organization may require it from the individual. Many times, it may be thrust on the individual without too much time to prepare for the transition.

In any case, just like how organizations that are prepared for change cope with it better; employees too, need to cultivate the attitude and mindset to anticipate a change in role. The more they are prepared, the greater the ease with which they will accept the new role, and the better they will perform once they have transitioned into the new role. On the other hand, if they are reluctant changers, they will feel that the role has been imposed on them. If they fail to live up to expectations, both they and the organization stand to suffer setbacks.

Organizations that anticipate and accept changes on their own and change because they want to, and not because they have to, are the ones that see change as an opportunity than as a punishment. The same applies to individuals too, that want to transition to a new role.

A training session on the ways of dealing with role change

What are the dynamics of transitioning to a new role in the organization? What kind of thinking does it require to successfully and smoothly transition to a new role in the organization? This is the core of the learning a webinar from TrainHR, a leading provider of professional trainings for the human resources industry, is going to impart.

The speaker at this webinar session is Valerie Pelan, President of Integrated Focus, who in the course of consulting and providing Executive coaching for over 10 years, has been providing her corporate clients with a strategic and global perspective that combines her business experience working in Fortune 100 companies and her experience as an entrepreneur. To enroll for this webinar and to benefit from Valerie’s suggestions and tips on how to successfully transition into a new role, please visit http://www.trainhr.com/control/w_product/~product_id=701728?wordpress-seo

This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

All aspects of transitioning into a new role

This session is of immense value to personnel involved in the core thinking of organizations and those who are likely to be chosen for new positions at short notice. These include Leaders, Managers, Individual Contributors, High Potentials, and Baby Boomers.

At this session, Valerie will cover three important elements of transitioning to a new role and will discuss each in detail:

  • Adopt an inner winner mind-set
    • Characteristics of inner winners
    • Sharpening your emotional intelligence
    • Don’t step on your own toes
    • Take time to self-promote your brand
  • Assess the new position
    • What technical knowledge is needed?
    • Understand how it fits into the organizational structure and process flows
    • Meet key people
    • Promote your brand
  • Develop a 3 month and 6 month Plan
    • Uncover the “informal organization chart” and the road blocs
    • Identify your stakeholders
    • Align your “team” and build your strategy

Are you a leader or a manager?

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The debate about the differences between leadership and managerial ability is perhaps as old as the time these two qualities came to be identified. There is a lot of discussion about what leadership and management are, which of these is more suited for organizations, whether one of these is born and the other made, and so on.

Managers carry out the task assigned to them in an efficient, methodical manner. They go by the set processes and rules. A leader, on the other hand, leads by example. She is an intuitive person who thinks of out-of-the-box solutions to problems. She is rarely bound by the rules and lessons offered in management books.

This quote by Stephen Covey: “Effective leadership is putting first things first. Effective management is discipline, carrying it out”, sums up the difference between leadership and managerial abilities succinctly.

Further, few quotes about leadership and management perhaps give added perspectives on the differences between leadership and management:

  • You manage things; you lead people – Rear Admiral Grace Murray Hopper
  • People ask the difference between a leader and a boss. The leader leads, and the boss drives – Theodore Roosevelt
  • Management is doing things right; leadership is doing the right things – Peter Drucker
  • Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall – Stephen R. Covey.

Despite the differences, an organization needs both

The differences between management and leadership are more pronounced when it comes to taking crucial decisions. A leader uses her intuition and takes decisions that are in the best interests of the organization and the people who get affected by the decision-making. A manager is important for carrying out the leader’s vision. In this sense, it is said that the role of the leader is strategic, while that of the manager is tactical.

Despite the numerous differences between the two qualities, both leadership and management are necessary and important for an organization. An organization needs both leadership and management if it has to carve out its path to success and progress. For the organization to be successful, both leadership and management have to collaborate and synergize. This blend is particularly useful in today’s global organizations, where the challenges are more varied and complex. There is a lot that is interesting to learn about the nature of the relationship and differences between leadership and management.

Lively learning session on leadership vs. management

So, for any organization, the point at which management and leadership converge and the extent to which they do so is very important. This is the topic of an interesting learning session from TrainHR, a highly popular provider of professional trainings for the human resources industry. At this webinar, Valerie Pelan, President of Integrated Focus, who provides her corporate clients with a strategic and global perspective that combines her business experience working in Fortune 100 companies and her experience as an entrepreneur, will be the speaker.

This session will take up the topic of leadership vs. management in depth. Valerie will explore the topic as it relates to organizations. To enroll for this highly absorbing session on leadership and management, please visit http://www.trainhr.com/control/w_product/~product_id=701696?wordpress-seo . This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Questions for judging leadership vs. management skills

At this session, Valerie will take up for discussion all the specific topics that enhance leaders and managers style, such as the following:

  • How consistent are you in your actions and decision-making processes?
  • What level of credibility do you hold in the context of your role?
  • How well do you use effective communication to build confidence and reassurance within your team?
  • People are attracted to leaders who “walk the talk”-are you that type of leader or manager?

This session is highly useful for professionals such as Managers, Leaders, HR Managers and Hiring Managers.  In dealing with the differences between leadership and management; Valerie will cover the following areas at this webinar, which will help participants decide whether they are managers or leaders:

  • Lead by example
  • Recognize individual differences
  • Match people to jobs
  • Tailor rewards to individuals and link rewards directly to performance or goal
  • Check for fairness and equity among performers
  • Practice open communication
  • Allow for individual differences but recognize performance and achievement.

https://www.trainhr.com/control/leadership-development-trainings-program-best-practices