85 Ergebnisse - Zeige 21 von 40.

Effective feedback, whether it's meant for your boss, your peers, or your direct reports, is built around three ideas. One, focus on the situation. Two, describe the other person's behavior you observed in that situation. And third, describe the impact that behavior had on you. The result is a message that is clear and that can inspire action and productive change

The Social-Emotional Leadership Reflection Journal is a companion to the Social-Emotional Leadership book published by the Center for Creative Leadership. This journal allows students to document their journey through Leading Self, Leading with Others, and Changing Their World.

Today's youth are tomorrow's leaders. The better they can understand themselves and work effectively with others, the greater impact they can make on the world around them. Based on research from the Center for Creative Leadership, Social-Emotional Leadership: A Guide for Youth Development identifies 14 student leadership attributes and offers tools for adults to use to develop social-emotional leadership in youth inside and outside the classr...

Despite decades of investment in women in STEM, and more technical women entering the workplace than ever before, the number of women in senior technical roles remains disappointing. How do we crack the code? Aiming to inspire and empower, Beating the Odds highlights real-life success stories of technical women who made it. This book explores critical turning points that make or break careers and provides tools for putting insight into action ...

Experience is vital for a leader's success, but merely having an experience (such as a challenging new job, a stretch assignment, or an unexpected hardship) isn't enough. The best leaders know not just how to seek out developmental experiences, but how to extract the essential lessons within each experience and apply them to future situations. This book will walk you through a four step process for making the most out of your experiences. You ...

If your team isn't getting results, you may think the problem starts with a failure in leadership. While the person in charge may have issues, a leadership problem doesn't necessarily mean you have a "leader" problem. Leadership is not just about the people at the top, but is a social process, enabling individuals to work together as a cohesive group to produce collective results. This book will show you how to diagnose problems in your team b...

The experts at CCL have found that successful managers acquire many core skills from their work assignments. Jobs are a rich source of learning. But some jobs provide more of a learning opportunity than others. And many employees don't focus on the learning potential of their day-to-day tasks. This Participant Workbook contains a field tested profile that will show you how to seek challenges and to draw knowledge from your professional life. Y...

The experts at CCL have found that successful managers acquire many core skills from their work assignments. Jobs are a rich source of learning. But some jobs provide more of a learning opportunity than others. And many employees don't focus on the learning potential of their day-to-day tasks. This Facilitator's Guide details the essential workshop procedures (including setup, administration, and follow-up) and provides you with debrief presen...

Listening well is an essential component of good leadership. You can become a more effective listener and leader by learning the skills of active listening. Working relationships become more solid, based on trust, respect, and honesty. Active listening is not an optional component of leadership, it is not a nicety to be used to make others feel good. It is, in fact, a critical component of the tasks facing today's leaders.

Providing feedback to others about their performance isa key developmental experience. But not all feedback iseffective in making the best use of that experience. Thisbook demonstrates how to make the feedback you givemore effective so that others can benefit fromyour message.In this new edition, we've updated how we talk about, teach, and demonstrate the SBI Feedback model, whichhas helped many leaders give actionable, direct, andobjective fe...

The workbook's self-scored assessment allows you to produce your own profile on the spot ... and shows how your self-profile compares with other leaders you have known. It also includes questions to help you evaluate the implications of your scores and how to use that information to develop your own action plan for improvement. When you complete the processes of filling out and scoring the Descriptor and disucssiong the results, you will be ab...

ClothThis book is for leaders and managers looking to develop themselves and others. It is for training & development professionals, inside or working as independent consultants, who can use the book as a coaching tool, a blueprint for leader development plans, and in other ways .For leaders concerned with their development, dedicated to developing their people for more responsibilities, and committed to organizational sustainability, this boo...

With thirty-seven years in the U.S. Army, retiring as a three-star general, and nine years as the president and CEO of the Center for Creative Leadership, Walter F. Ulmer, Jr., has a wealth of leadership experience. He is also an exceptionally thoughtful person committed to learning from his experience. This book, selected from columns that he wrote for CCL's periodical Issues & Observations and introduced by an adaptation of an essay written ...

If your team isn't getting results, you may think the problem starts with a failure in leadership. While the person in charge may have issues, a leadership problem doesn't necessarily mean you have a "leader" problem. Leadership is not just about the people at the top, but is a social process, enabling individuals to work together as a cohesive group to produce collective results. This book will show you how to diagnose problems in your team b...

This book is for leaders and managers looking to develop themselves and others. It is for training & development professionals, inside or working as independent consultants, who can use the book as a coaching tool, a blueprint for leader development plans, and in other ways .For leaders concerned with their development, dedicated to developing their people for more responsibilities, and committed to organizational sustainability, this book wil...

Individual leaders can have a significant amount of influence over the development of organizational talent. One of the simplest yet most effective ways to develop others is the talent conversation-a way of building on relationships that are based on rapport, collaboration, and mutual commitment in order to help the individuals you lead improve performance, focus development, and reach positive outcomes. Learn how to prepare for and facilitate...

No matter where you are in your career, you've probably dealt with some form of organizational change. Change can be a frightening prospect, and if you do not handle it correctly, it can lead to derailment. To be a successful leader, you must learn to adapt to a wide variety of situations, opportunities, and environments. This guidebook will show you how change affects you, your thoughts, and your emotions. It will give you tools and strategie...

Executive coaching is an increasingly popular means for developing organizational leaders. This sourcebook provides a resource for both practioners and researchers interested in gaining or updating their understanding of the current state of the executive coaching field and to enable them to do so in a systematic manner. By focusing on key research and practice in the executive coaching literature, this sourcebook provides not only a mechanism...

Benchmarks, a 360-degree assessment, has been used by approximately 16, 000 organizations and over 200, 000 managers. Data collected through its administration has resulted in large comprehensive databases that have provided the basis for numerous studies. These annotations on published research were written for anyone who is interested in the research leading to the development and refinement of Benchmarks, the interpretation of the assessmen...

More and more managerial challenges require leaders to be accountable-to take initiative without having full authority for the process or the outcomes. Accountability goes beyond responsibility. Whereas responsibility is generally delegated by the boss, the organization, or by virtue of position, accountability is having an intrinsic sense of ownership of the task and the willingness to face the consequences that come with success or failure. ...