CivCheck’s Post

This was a fabulous evening for all present. During the discussion, Ronan focused on the importance of connecting with people, genuinely caring and developing trust, which are all hallmarks of good leadership. At Smurfit Executive Development we offer immersive programmes in Leadership and Executive Coaching. These programmes offer participants the space and opportunity to deepen their knowledge and develop the skills in these diciplines. To find out more https://lnkd.in/ecj_9s39 #leadershipdevelopment #exececutivecoaching #executivedevelopment #lifelonglearning #experientialeducation

In order to be a successful leader or manager, it's important to demonstrate executive spine when interacting with higher-ups. This means having the courage to uphold values, principles and make sound, ethical decisions despite pressure. By showing unwavering commitment and conviction, not only do we earn the respect of senior leadership, but we also ensure that critical decisions are made in the best interest of the organization. In long term, this helps in building a culture of transparency and accountability.

On Monday, I journeyed up to the Bay Area to speak at two leadership symposiums, scheduled for Thursday and Friday. My arrival at the San Diego airport was delayed significantly, to the point where I could hear the gate agent paging my name as boarding was almost complete. Rushing through security, I reached the gate just in time, only to be apologized to by the gate agent for having to check my carry-on due to the limited overhead space available, as I was the last to board. In response, I refused the agent's apology, admitting, "Don't apologize; it's my fault for running late." Surprised, the gate agent remarked, "I've worked here for 9 years, and you're the first person to take responsibility for being late." This encounter left me pondering. Over 9 years, that gate agent had undoubtedly encountered countless tardy passengers, most deflecting blame or offering excuses. This highlights a widespread leadership issue: a reluctance to hold ourselves accountable and take ownership of our actions. As leaders, our responsibility extends beyond the workplace or volunteer commitments; it's a 24/7 role. Embracing accountability and ownership is foundational. The more we practice, the easier it becomes. When we struggle to be accountable to strangers, how much more challenging is it within our professional circles? Let's seize every opportunity to lead, to own our actions, and to be accountable—building habits that become second nature.

DON'T MISS THIS WORKSHOP - Saturday, May 4, 2024 Conducting Excellence: Master Your Role as the Board President or Chair Being a volunteer Board chair or president can be a unique, rewarding experience. It is a professional development opportunity that tests your leadership capacity and develops your skills. How do you effectively lead a group of volunteers toward a shared vision? You can have a direct impact on the future of the organization, leave a lasting legacy, and serve a cause or organization that you are passionate about. In this three-hour workshop, we will explore every aspect of your leadership role within the board. From decision-making strategies to fostering a cohesive team culture, we will equip you with the tools and insights to lead your organization to new heights. If you can't make it live, we will record the workshop, which you can watch at your convenience! You'll also be able to participate in the five follow-up sessions dedicated to networking, problem-solving, and mutual support. Don't worry if you can't make it to every session - they will be recorded for your convenience. We have created a new community on our learning management system where you can connect with fellow leaders, ask questions, and share experiences. If you are dedicated to your organization, please register now and commit to leaving your organization better than you found it. For more information and to secure your spot, click here Don't delay. The workshop is this Saturday.

Here are three simple steps to start leading your team toward greatness, according to Inc Magazine. The REF Iowa Executive Peer Groups create intensive opportunities for organizational leaders from across the state to present their most strategic challenges and exchange constructive, actionable advice from a diversity of perspectives. Leaders gain clarity needed to find transcendent solutions and achieve their personal, professional and business goals. Learn more at ref.global/iowa.

Who determines what your L&D function stands for? Your organisation’s leadership? Your boss? Employees? Or you? Well, the answer is: All of the above. (Ok, some voices may be louder and more influential than others. But each one has an important say in the matter.) Let me break it down briefly: Your organisation’s leadership will think they know what L&D needs to look and feel like, and they may know they need to rely on us to deliver some outcomes for them. Our boss - whether that’s a senior L&D, VP of Talent or CHRO - will have a clearer idea of what they need L&D to achieve and this could be based on their reading of the organisation, their prior experience, and core principles. Employees will have a say based on their expectations - both in terms of the type of experiences and how it impacts their career and performance. And then there’s you. What do you stand for? Doing meaningful work? Seeing people develop? Contributing to the success of your organisation? Neglecting any of these stakeholders has its consequences. What we need to do is seek to understand and then to continually test whether our assessment is accurate enough or whether new information challenges it. What’s for sure is that understanding the expectations of all these groups - including our own - is key to our success. As is delivering on those expectations. If you want to explore this in conversation with me, then sign up for my L&D Office Hours session, happening today at 11:30 AM ET/4:30 PM BST. Sign up with the link in comments.

Watch this video featuring Scott Koloms, president and CEO of Facilities Management Services, and Lisa Benson, publisher of Louisville Business First, to learn how Koloms approaches positive leadership and what led him to focus on purpose as part of his business. (Sponsored Content by Facilities Management Services pbc)

In her role as VP of operations at SMSC, Beth Austin understands that practice leaders are often juggling multiple roles. Often these individuals are capable of many roles, but in all honesty, they’re not an expert in all of these roles. As the saying goes, when we try to be the jack of all trades, we end up being the master of none. Without experts filling the positions of your practice, you and your practice may become stretched so thin you can’t withhold the pressure that comes with managing a healthcare practice. Watch the full video to understand how outsourcing your practice management leadership could be the best move for your practice. https://lnkd.in/gDjD7H9q

ERG Leadership Alliance (ELA) wants to know if you know how to spot the signs your ERG leaders need some support 🤔 Proactively addressing these signs of struggle early is essential to revitalize tension of resource group leaders and ensure they continue to play a meaningful role in advancing diversity, equity, and inclusion within your organization. These are some SUPER simple things to keep an eye on in order to spot where your ERGs might need help: ❗️Decreasing Participation Rates: A decline in attendance and engagement at ERG activities and events can indicate some employees are not finding value or relevance in the initiatives organized by ERGs. ❗️Lack of Leadership Support: Difficulty recruiting, training, engaging and retaining Executive Sponsors. ❗️Ineffective Communication and Collaboration: Not using, being aware of or underutilizing available communication channels, thus inhibiting collaboration among ERGs and other department and teams. ❗️High Turnover or Disbandment of ERGs: Potential underlying issues or challenges within the ERG structure or organizational dynamics that need to be addressed. Consultants will tell you "what" you should do to address and prevent these issues, but that doesn't help you if you don't know how! Sound like you’re groups? ELA might be right for you! Contact Alyssa Dver to learn more. https://lnkd.in/gUTWeAyv

Does the product or service maximize your time? Does the product or service maximize your team’s time? Does the product or service maximize the entire organization? _____________________________ Does the hire you are making maximize your time? Does the hire you are making maximize your team’s time? Does the hire you are making maximize your entire organization’s time? I can assure you that your executive leadership is able to understand your current scope of thought.