Showing posts tagged leadership
JOIN OUR DREAM TEAM AND DEMONSTRATE LEADERSHIP!
One of Leadership New Zealand’s 2013 goals is to provide an opportunity for all our 200+ alumni and our wider LNZ whanau to participate in a Community Engagement activity. We have called this Project 200+.
Key elements of Project 200+ are that you can participate from where ever you are located in New Zealand, the activity is self-contained and requires only a small amount of your time.
We are delighted that we are partnering with the Sir Peter Blake Trust (the Trust) for our first Project 200+ which is The Dream Team.
The Trust’s theme for NZ Leadership Week this year is Dare Dream Do – they are keen to follow in the footsteps of people like Sir Peter by demonstrating leadership this year rather than just talking about it.
Last year the Trust mobilised The Dream Team and it was so successful they are doing it again. (Thousands of young people across NZ were touched by this initiative). Some of our LNZ whanau were part of The Dream Team and their feedback was this was a great initiative.
We need to find 200 great leadership volunteers prepared to give up 1 hour to inspire 1 classroom of Kiwi kids across Aotearoa New Zealand to DARE DREAM DO!
The Dream Team members will share their dreams and success stories and generate (along with the teacher) interesting conversations around the students own hopes, dreams and future possibilities for New Zealand.
We want to make it easy for you to join The Dream Team so all you need to do is
1. Put up your hand to be part of Project 200+ and let us know
Register by emailing firstname.lastname@example.org
2. By 10th May email Judy the following information:
• mobile #
• courier address - this must be a full courier address, not a PO Box (a resource pack will be sent to you)
3. Identify a school / classroom you could visit at 11am on Tuesday 9th July (or alternatively any day in Leadership Week 5-12 July). A school information sheet is provided for potential schools to give further background information (see link). If you need help identifying a school in your area please let us know when you register. https://docs.google.com/file/d/0Bw3OD1bOYz_kRGduXzJaaGx5OGM/edit?usp=sharing
4. Updates on The Dream Team will be available on the Trust’s website http://www.sirpeterblaketrust.org/
Thank you in advance for your support and if you need any further assistance or information about The Dream Team please contact Judy - email@example.com.
Posted By Sina Moore
With relentless demand, limited resources, and constant distractions, it’s understandable that many of us struggle to set aside time for thinking creatively and strategically. Creative ideas don’t come to you when you’re hunkered down at our desks, or trudging from meeting to meeting. The right hemisphere of the brain is more active when you are doing reflective, open-minded, big picture thinking, but you can only get there by stepping back from immediate, urgent demands.
As a leader, you have an opportunity to provide your team with the time, space, and motivation to do that, both individually and together. Setting aside time in meetings for brainstorming and long-term strategy, as well as giving people sacrosanct time for renewal and creative thinking, helps to foster a culture of innovation.
Nurturing creativity is an integrated process that draws on all dimensions of energy, and their components: sleep, rest, exercise, positive emotions, uninterrupted time to focus, and a sense that what you’re doing matters. The capacity to think creatively is something that can be trained systematically and improved dramatically through time and practice.
The Energy Project - www.theenergyproject.com
TED X Auckland
I spent Saturday, yes i actively spent a day of my weekend extending my thinking, at TEDX. It was not a waste of time. Some great speakers from some many different areas and fileds. It is a must attend on my list when it happens again. Over 2,700 turned up to little old Auckland.
Here’s the number one, thank you to all the contributors to last week’s comments – It was nearly a record number! 1 ”Show me The Money!” * Many of you got it – it’s all about money – without money you can’t employ people, serve customers (you won’t have any) or be a force for good (as you won’t exist). * It’s all about money – and too many leaders and organisations realise this when they haven’t got enough – so, everything you do must relate to making and saving money, or don’t do it. * This includes all sectors – private, listed, public and the third sector – make more money than you spend = happiness, otherwise… I did say I would give some how-tos for the top ten – so here goes… 10 Meetings – personally and within their organisations – too many, too long, too expensive. * Ensure the meeting has a clear outcome, and every attendee justifies attendance. * Consensus never works – ensure everyone has a chance to speak on a subject then make a true decision (i.e. you won’t go back on it) – by taking a vote, or by Chairperson deciding or the expert present deciding. * Everyone must get to the point, and fast, and bring truth in the room. Target to reduce your meeting times by 50%, and number of meetings by 50% 9 Silos – Wanting their directors to think horizontally across the organisation, not just living in their own “strategic business unit.” * All share how their area is helping achieve the bigger company outcomes. * Allocate some actions not according to function e.g. give an HR action to IT. * Reward people on how much they make and save money – measurable (the no.1 way of making money is attracting more customers at the right prices, and saving money is reducing and simplifying your processes, and removing dead wood). 8 Compliance – staying out or prison. What do they need to do, without dedicating so much energy, resource and time that they can’t get on with the day job. * Ensure your compliance people speak in clear, understandable business language. * Your compliance leaders must form informal relationships with governance bodies. * Do what you need to do, and no more. 7 Projects – Too many (most CEO’s felt their organisations were doing far too many things), with too little accountability, prioritisation or realisation of benefits. * A clear single point of ownership for every project – responsible for delivering the project and realising the benefits in hard financial terms. * Prioritise in Groups – One Business Critical, Two Business Important, Three Others – stop doing all under category three (target reduce projects by 25% minimum). * Have one person oversee all projects (and he/she does not get involved in doing them). They need to be a cross between a Saint and a Rottweiler. 6 Social Media – What should we be doing to use it as a competitive advantage? * Forget “Social Media” as an industry in its own right and focus on your what you want and need to achieve – e.g. “Social Marketing” = Marketing. * Three Priorities – Twitter, YouTube, Linked In (These will change in 3 months). * Ensure your social media people / partners speak in clear, understandable business language, or sack them. 5 Innovation – Less candy floss brainstorms, bigger, dangerous ideas that will make the difference. * Separate the “what” from the “how” with ideas – keep a “what list.” * New starts / graduates / work experience / cleaners / receptionists – ask them what single change they would make if they were running the place (today). * Speak at schools and ask the students their thoughts, they will tell you! 4 Reputation as an ethical company – “We spend years building something that can take seconds to destroy” “We want to be a Force for Good, and don’t know how.” * If you don’t want something to appear on Twitter, then don’t do it. * Culture” = you – that is the only way to change / define it, that works – be responsible for your own behaviour. * Have a company Cause that you stand for, champion and never give up on. 3 Customers (Yes, THIRD!) – Need more (“who will pay us on time”). * Have an irresistible offer that you can explain in 3 seconds. * The Gold-Dust to your organisation is what your existing customers say about you. * Focus on the emotional experience of your customers – forget stats, think emotion. 2 The Quality and effectiveness of our leaders – “we need internal leaders who deliver,” includes removal of external dependence on leadership (to consultancies). * Your leaders’ no. 1 task is to grow other great leaders. * Within that as no.1 hold your leaders to account on the following, in order 1 Delivery. 2 Behaviour. 3 The morale of their teams (people usually leave an organisation because of their leader). * Only partner with consultancies / coaches who will guarantee their work, who will value your internal people and who will share with you what they have done, removing your dependency on them. David Taylor naked leader July 2012
Whenever we see or speak with CEO’s we ask them “what is at the very top of your most difficult, yet most important pile, right now? The CEO’s are from private, listed, charity and 3rd sector companies, based in many countries. It is not a formal survey, it is not scientific and it is not particularly structured – it is a finger on the pulse question to simply see what they say – when we reach 100, we share the list with our client partners – on this occasion, we have decided to share it with everyone. This week we list them, and next week I will share with you what to do about them, that will work, based on what I have seen work, in real companies around the world. OK – in chart rundown order – the Top Ten issues: 10 Meetings – personally and within their organisations – too many, too long, too expensive. 9 Silos – Wanting their directors to think horizontally across the organisation, not just living in their own “strategic business unit.” 8 Compliance – staying out or prison. What do they need to do, without dedicating so much energy, resource and time that they can’t get on with the day job. 7 Projects – Too many (most CEO’s felt their organisations were doing far too many things), with too little accountability, prioritisation or realisation of benefits. 6 Social Media – What should we be doing to use it as a competitive advantage? 5 Innovation – Less candy floss brainstorms, bigger, dangerous ideas that will make the difference. 4 Reputation as an ethical company – “We spend years building something that can take seconds to destroy” “We want to be a Force for Good, and don’t know how.” 3 Customers (Yes, THIRD!) – Need more (“who will pay us on time”). 2 The Quality and effectiveness of our leaders – “we need internal leaders who deliver,” includes removal of external dependence on leadership (to consultancies). 1 ? It’s not often that we have a cliff hanger in NL Week – what do you think is number one? Clue – it’s not a fear of being found out (that is the secret number one), say what you think here… from the Naked leader newsletter - David taylor july 2012