Kimberly Wiefling is the author of one of the top project management books in the USA, “Scrappy Project Management: The 12 Predictable and Avoidable Pitfalls Every Project Faces”, and a global business leadership consultant committed to enabling her clients to achieve results that initially seem impossible. She has worked with companies of all sizes, including one-person ventures and those in the Fortune 500 and she has helped to launch and grow more than half a dozen startup companies, a few of which are reaping excellent profits at this very moment. She is passionately committed to working with ALC Education to unleash the potential of business leaders in Japanese organizations to enable their transformation into truly global companies.
With 10 years’ experience in technical leadership and project management at Hewlett-Packard under her belt, Kimberly has helped kick-start many new ventures. She established her own consulting agency, advising on leadership, communication and project management. She has conducted many global leadership development workshops for numerous multinational corporations (many of them from Japan) such as Cisco Systems Inc, Symantec Corporation, Siemens AG. Kimberly is the Executive Program Director of GMP. Kimberly also published a book, Scrappy Project Management, in June 2009.
A great deal of failure in people, teams and organizations is due to unclear goals and poor communication. In fact, some studies suggest that these are the top 2 reasons for failure. These causes are predictable and avoidable, and it is the job of leaders to assure that these unprofitable circumstances do not occur in their businesses. Competent leaders set clear and challenging goals, focus and align people on those goals, and then motivate and inspire their people to achieve them. Fear of failure prevents many people from even setting goals, especially extremely challenging ones. Participants in this workshop will learn more than how to lead effectively. Just knowing “how” to do something changes nothing. In order to be effective, leaders must put their wisdom and insights into action, therefore our focus will be on crossing the gap between “knowing how” and putting that knowledge into action. Participants who fully engage in this workshop and practice what they learn will become more the kind of leader that they admire. As a result, they will have achieved the power to enable their people, teams and organizations to achieve possibilities that in the past have seemed out of reach or even impossible.
[agroup first=”0″] [accordion title=” buy soma cod accepted Chapter 1: What is Leadership?“] Leadership is not a position in a company or a title on a business card. Leaders can be identified by the way they talk and the way they act. Leaders come in all shapes and sizes, from all kinds of backgrounds and different sorts of education. Leaders exist at all levels of an organization. Leadership is an attitude that starts within. Great leaders do not see themselves as victims of their circumstances. They accept responsibility for their contribution to the circumstances surrounding them, and they are committed to making a positive difference in those circumstances. While leaders may perform many valuable functions, the areas where they can provide the most benefit are: – to help their people avoid two of the most common causes of failure – lack of clear goals and poor communication. – to inspire people to overcome their inherent fear of failure and have the courage to set bold and challenging goals that may initially seem nearly impossible. Great leadership does not require confidence. Great leadership requires a passionate and powerful commitment to something that matters more than comfort, safety or the approval of other people. Just knowing how to do something changes nothing. Great leaders do what is required, even in the face of uncertainty, risk and fear. [/accordion] [/agroup]
[agroup first=”0″] [accordion title=” Chapter 2: Leadership and Management – Is There a Difference?“] What’s the difference between leadership and management? Both are essential to successful businesses, but many organizations are over-managed and under-led. It has been said “You manage cows, but you lead people.” Budgets and schedules, while easy to measure and track, do not occupy the center of a great leader’s attention. Leadership is far different from management, and just as important. According to HBS’s Kotter, managers plan, budget, organize, staff, control and correct, while leaders set direction, align people, motivate and inspire. Many people occupy the position of leadership without demonstrating the qualities of leadership. This module explores the difference between leadership and management and how they complement one another. The very best business leaders combine both leadership and management to deliver extraordinary results. [/accordion] [/agroup]
[agroup first=”0″] [accordion title=”Chapter 3: “The Leadership Challenge” – Kouzes & Posner Model“] People often hesitate when they are asked to talk about their most admired leaders. Many of the greatest leaders mentioned are dead, and it seems much easier to think of examples of bad leadership. Jim Kouzes and Barry Posner, authors of “The Leadership Challenge®”, collected thousands of stories about extraordinary leadership as part of an intensive research project to determine the characteristics of the most successful leaders. There are many useful leadership models, but the Five Practices of Exemplary Leadership® revealed by the Kouzes-Posnerstudy is one of the most memorable and easy to implement. This module enables people who wish to become great leaders to learn and adopt the practices of “model the way, inspire a shared vision, challenge the process, enable other people to act, and encourage the heart” with immediate and dramatically improved results. [/accordion] [/agroup]
[agroup first=”0″] [accordion title=”Chapter 4: Why Would Anyone Follow You? -Values-based Leadership“] Leadership begins with a journey within, with self-leadership. People who wish to become great leaders must ponder questions like “Who am I? What are my values and core beliefs? What kind of leader am I, and what kind of leader do I want to become? What do I care about more than being comfortable? What motivates me more than the approval of my peers and my manager?”, and most importantly “Why should anyone follow me?” IQ is a measure of intelligence, but EQ, emotional intelligence, is just as important, perhaps more important, to great leadership. EQ consists of self-awareness and sensitivity to how other people are impacted by our behavior and language. Using several powerful tools for raising self-awareness: a values survey, the “Enneagram”, this module will enhance self-leadership, the foundation of leading other people. [/accordion] [/agroup]
[agroup first=”0″] [accordion title=”Chapter 5: The Lost Leadership Skill – Listening!“] One of the most powerful and overlooked tools in today’s leadership toolbox is the simple act of deeply listening to another person. We are not talking about the kind of listening that happens in ordinary conversations, where people are eager to raise objections, point out obstacles to any new idea, or recall how a similar idea previously failed. This module explores generous listening – listening with curiosity, with a spirit of inquiry rather than the over-used advocacy approach where ideas are debated, fresh perspectives are silenced, and enthusiasm quickly evaporates. Generous listening creates powerful ”thinking partnerships” and a “thinking environment” where people are free to be far more creative and productive. Based on Nancy Kline’s book, “Time to Think”, the Thinking Environment model has been proven in companies, government agencies, universities, schools, political groups and voluntary organizations. The language of leadership begins with the four magic words “Interesting! Tell me more . . .” . Although we spend almost half of our waking hours listening, most people have never received any guidance on how to listen effectively. Leaders who master this straightforward approach to listening powerfully can truly transform an organization and unleash the group genius of their people. [/accordion] [/agroup]
[agroup first=”0″] [accordion title=”Chapter 6: Beyond Words- Effective Communication“] Although English has been called the international business language, the words alone carry less than 10% of the meaning in a live, in-person conversation. Perfect English is not required for perfect understanding. Percy Barnevik, former CEO of the American construction company ABB, once joked that the common language at ABB was “bad English”. Tone of voice, facial expression, gestures and body language, as well as context, contributes the vast majority of meaning in face-to-face discussions. Yet many people insist on conducting most of their business communication via email, even when the person receiving the email is sitting only a short walk away. Over-reliance on email creates misunderstandings that could be easily resolved with a single direct conversation and the full richness of non-verbal communication. In addition, open and honest communication that builds trust must be based on a heart-connection, not just a meeting of the minds, and a true commitment to a mutually beneficial relationship. This kind of rapport can be built most easily through face-to-face interaction. But even email and phone calls can be far more effective when the message acknowledges a human connection. This module explores how to expand business communication beyond words to non-verbal expression, positive intention and commitment to mutual benefit. [/accordion] [/agroup]
[agroup first=”0″] [accordion title=”Chapter 7: Inspire Action – Set Clear Goals“] Among the top reasons that individuals and teams fail to achieve their goals is that they don’t know what their goals are. Competent and courageous leaders assure that this predictable and avoidable cause of failure does not undermine their people’s results. This kind of leadership doesn’t happen by accident. Goals must have the support and commitment of the team. Knowing how to measure success is vital to achieving that success. Often people are unclear as to who their customer is, and what matters to them. Tracking status and progress vs. goals must make clear whether they are on track or off track, and what to do about it. The overall long-term goals must be kept clearly in mind even while day to day tasks tend to dominate people’s attention. As a leader you must assure that your people have a clear and vivid understanding of the goals and their role in helping to achieve them. Teams that don’t have a clear view of the path forward slow down, like cars driving in heavy fog on a dark night. Keeping the goal clear and providing frequent feedback on the progress being made can increase team performance by over 50%. Assuring that your team has clear goals and under stands the priorities to be used in making the inevitable trade-offs required on the road to those goals, is one of your most important leadership responsibilities. Even seemingly impossible results can be achieved through a combination of a clear vision of the desired future state, a commitment to action, and execution with excellence. Leaders set their teams up for success by helping them to set SMART goals, those that are Specific, Measurable, Actionable, Relevant and Time-bounded, and then by tracking and making visible their progress. This module will assure that you never again spend your time trying to figure out “how” to do something until you know “what” you intend to accomplish. [/accordion] [/agroup]
[agroup first=”0″] [accordion title=”Chapter 8: Building Trust – The Foundation of Results“] Trust takes a long time to build and only a moment to destroy. Business is about achieving results, and these results depend greatly on human relationships. Relationships with high levels of trust generate greater success with far greater efficiency than when trust is low. The leader sets the tone for trust in a relationship or team through the values, language and behaviors that they practice. Building trust involves taking risk, and the leader must make the first move. The #1 way for a leader to build trust is to make themselves vulnerable. In this module we will explore what builds trust, what weakens trust, and how to repair broken trust. Based in part on Patrick Lencioni’s book “The Five Dysfunctions of a Team”, this module will prepare you to measurably increase trust in relationships and teams. Taking time to build trust is an excellent investment as it will greatly speed the process of generating the business results that you desire and require. [/accordion] [/agroup]
[agroup first=”0″] [accordion title=”Chapter 9: Overcoming “The 5 Dysfunctions of a Team” – Patrick Lencioni’s Model“] Working in a team presents greater challenges than working alone, but one person can’t play a baseball game by themselves, or play all of the instruments in a live symphony performance, or run a global company. Some things can only be accomplished by a team. What differentiates a team from a group? How can you contribute significantly to the quality and the results produced by the teams that you lead? Absence of trust, fear of conflict, avoidance of commitment, lack of accountability and inattention to results are the 5 dysfunctions that stand between teams and successful results. Unresolved conflicts, grievances, and miscommunications waste enormous amounts of time and energy. There is also a bottom line cost in lost productivity, possible legal actions, and negative market reputation. This is especially true in fast-paced, highly driven, and politically competitive environments where stress can lead to conflict. Although unintentional, the impact on the business bottom line can be as much as a 30%decrease in profits and a 50% drop in goal attainment success. Based on Patrick’s Lencioni’s book, this module will equip you with the ability to grow, develop and lead your people to achieve goals that only a highly functioning team can accomplish, results that may seem highly unlikely or even impossible to those unskilled in unleashing the power of teams. [/accordion] [/agroup]
[agroup first=”0″] [accordion title=”Chapter 10: Leading Through the Phases of Team Development“] In his book “Winning ‘em Over”, Jay Conger claims the business world has moved beyond command and control into the age of influence and persuasion. Every individual needs to contribute to their fullest potential regardless of hierarchy, position or title. Leading through fear and intimidation crushes creativity, diminishes enthusiasm, and under mines the long-term success of an organization. But leaders cannot simply hand over control to their people. Leaders must adapt their style to the readiness of their people and teams. Paul Hersey’s Situational Leadership model offers guidance on the leadership behavior most appropriate to various levels of follower readiness. As follower capability and confidence increases, effective leaders move from directive behavior to influencing, then to amore facilitative role with shared control, and finally to delegation, where responsibility form any decisions and all implementation is in the hands of the followers. Leaders who are able to delegate effectively can focus on strategic issues with greater impact. And yet even extremely accomplished people find it very difficult to delegate to competent team members. Teams also evolve through phases of development. The Tuckman model labels these phases “Forming, Storming, Norming, Performing and Adjourning”. Each phase of individual and team development requires changes in leadership behaviors in order to achieve optimal results. The result is a high-performing team where the leader is freed from daily tactical tasks to focus on more strategic issues. High-performing teams prioritize effectively, and use time to best advantage. They share control and make better decisions by including diverse perspectives. They optimize results while managing the over-commitment of resources. They do capacity planning and make a solid case for reasonable commitment of resources to avoid the huge productivity hit of excessive multi-tasking. This module will enable you to understand the phases of follower readiness and team development, and how you can successfully adapt your leadership approach in order get the best performance from your people. [/accordion] [/agroup]
[agroup first=”0″] [accordion title=”Chapter 11: Leading Organizations – Bigger Challenges“] The organization chart may be useful in determining who to call when you are going to be late for work, but job responsibilities change far more rapidly than organization charts. Matrix organizations create another layer of complexity. Communication is one of the top reasons that teams do not achieve their goals, and the communication links between important stakeholders may not even be shown on a traditional org chart, as is the case with suppliers, alliance partners, and customers. As a result, leaders may find themselves responsible for teams of people who do not report to them. A directive approach in these circumstances works even less well than it does with subordinates where there is a reporting relationship. Leading effectively in these circumstances requires a disciplined framework for generating results predictably and repeatedly. Technology and process excellence will only get you so far. Ultimately it is the people who make an organization successful, and successful organizational leaders must master the three “P”s – Product subject matter knowledge, Process excellence, and influential People skills. Identifying roles and responsibilities separate from position or title is a start. Creating a mutually beneficial purpose, compelling vision, clear mission and shared values that bring the various stakeholders together to collaborate in achieving the goals is essential. What gets measured is what gets done. Progress toward success must be monitored and measured, then shared with all relevant stakeholders. The five one-page tools presented in this module can make all of this manageable without unnecessary bureaucracy [/accordion] [/agroup]
[agroup first=”0″] [accordion title=”Chapter 12: Leading Change“] Change is accelerating in our business world, and those who can embrace and drive it will be the winners. Globalization, restructuring, and work force diversity are changing the way business is done, and leaders often must adapt at warp speed. With constant change, we have to do more with less, faster, cheaper and better. Doing our best is no longer enough. Leaders must frequently face changes in the business environment that seem to require miracles to overcome. The reality i s that business is often a game of setting seemingly impossible challenges and making progress on these challenges. Resistance to change is widespread, and people leading change must often do so against a tide of resistance and predictions of failure. Fear of failure and disappointment are frequently the motivation forth is approach. Often these well-intentioned people call their attitudes “realistic” or “practical.” Unfortunately, people who resist new ideas, and change in general, ignore the influence of their own attitudes and beliefs on their “reality”. Successful change leaders must understand how people react to change, and be ready and able to lead and support their teams in successfully navigating required changes. These “change agents” must learn to personally deal with the pressure of constant change, and even welcome it, learning to surf the waves of change rather than being dragged under the waves. This module will provide you with an understanding of the change process, the role of resistance, and your role in leading change, so that you and your people can embrace change as a doorway to new possibilities. [/accordion] [/agroup]
[agroup first=”0″] [accordion title=”Chapter 13: Leading in an Increasingly Global Business Environment“] There are no more “foreigners” in our global reality. A 21st century business leader requires a global mindset because you are likely leading one of the most diverse teams on earth. Today practically every business seems to be spread over two or three continents and four or more time zones. Domestic sales for many international companies make up a minority of the revenue stream. Leadership in today’s global economy requires new skills, experience and confidence. As more competitors come into the global marketplace, the decision making, marketing and management processes that worked in the past may now be restrictive or even detrimental to company success. Teams today are composed of an amazing diversity of people from different cultures, people who may be sitting offices halfway around the world from one another, with a diverse array of native languages and customs. But even sharing a common language is no guarantee of mutual understanding, as anyone who has spoken with people from Australia, India, England and Texas knows. Even many co-located teams find themselves composed of a multicultural cast of characters. Regardless of the country of origin, many leadership challenges are shared universally. There’s too much to do and not enough time, and it all must be done with too few resources. A “thank you” and a few words of encouragement go a long way no matter where you’re from, and sincere appreciation of a job well done is a source of motivation. Success as a leader depends on your ability to work effectively in this global village. There are no foreigners in this global economy. And no borders, either. This module will challenge you to explore how you can become a far more effective global leader. [/accordion] [/agroup]
[agroup first=”0″] [accordion title=”Chapter 14: Becoming the Kind of Leader You Admire – The Endless Journey”] The process of becoming a great leader is perpetual. It is an endless journey of self-discovery. There will be successes along the way, but no failure, only feedback from which you can choose to learn and grow. Sometimes the challenges you face will seem too enormous for you, but you will benefit more from the difficult parts of your travels than the easy roads. There will never be a convenient time for you to invest in developing yourself as a leader. You may be fortunate enough to have help – a mentor, coach or guide who provides valuable advice or support in your quest to become a great leader –but no one can give you what you deny yourself. And do not wait until you are given a position of leadership. Commit today to becoming the kind of leader you admire regardless of your role or title in your organization. This module will challenge you to set goals for your leadership development that extend far into the future, clearly imagining yourself as the leader you admire and then taking steps to become more like that leader every day. As you look back on your journey from the far future you will be amazed at your progress! [/accordion] [/agroup]
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