There are some books that are considered instructional, some encouraging, and many that would be described as inspirational. There are still others that will challenge you, making you a bit uncomfortable as the Word of God gets to the root of things IN your life that may be delaying what God wants FOR your life. Rarely do you find all of these attributes embodied in one book and delivered with such heartfelt compassion and great power, but this is the one. Cynthia Bell takes you into her world, to share very intimate details of her transformation, from being one of Satan’s victims into a victorious, set free woman of God. As you read each testimony and allow it to penetrate every fiber of your being, you, too, will possess the fortitude necessary to tell yourself and everyone else, “Don’t be too chicken to tell somebody about Jesus.” Discover how to: Find hope to help you cope with your own circumstances Trade hurt for wholeness Forgive and be forgiven Give God the glory as you become strong in broken places
You want to start working on the next steps in your career. Your boss made remarks in your last performance review that you want to take action on. You know now the kind of leader you aspire to be and want to pursue your aspirations. You have an "enduring weakness" that motivates you to improve. You feel bored or stale in your current job and want to develop new capabilities. If you've experienced those things or have had similar experiences, then you know that what makes you successful now won't take you to the next level of performance or leadership. Successful leaders have the ability to adapt, change, and reinvent themselves. They thrive on change. Do you? The FIVE STEPS in Change Now! will help you become the leader you aspire to be by guiding you through a process of change. Use this book to identify where to focus your development energy,create goals that work for you,craft a plan for achieving your goals,overcome obstacles,and stay on course. Don't wait. Become the leader you want to be, the leader you need to be.
Too often our broken hearts hold us back from living extraordinary lives. Transparent and unapologetic, Cynthia exposes the faulty beliefs that once left her feeling worthless, not enough, and shares how "Girl You Got This" helped her to move pass not good enough to more than enough. Sometimes finding your strength means to dig deep and find that hurting little girl on the inside of you and heal her heart. Learning how to love Keith taught me how to love myself, but most importantly, it taught me how to Love God.
This book will show you how to diagnose problems in your team by focusing on the three outcomes of effective leadership: direction, alignment, and commitment. By assessing where your group stands in each of these outcomes, you can plan and implement the changes necessary to get better results.
The Facilitator's Guide details the essential workshop procedures (including setup, administration, and follow-up) and provides you with debrief presentation slides. You don't neeed to be a training professional to use this tool in your organization. Your participants will be able to quickly score and interpret the inventory using the practical Participant Workbook. With the aid of this action guide, they will determine what and how much they are learning, what parts of their jobs hold key challenges, and what strategies they might adopt to derive maximal learning from these experiences.
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 by focusing on the three outcomes of effective leadership: direction, alignment, and commitment. By assessing where your group stands in each of these outcomes, you can plan and implement the changes necessary to get better results.
You have just completed a formal feedback experience—perhaps a management development program, performance review, or 360-degree instrument—and through your feedback from superiors, peers, and subordinates you have learned that you have some behaviors that need changing or skills that need development. You’ve set goals for improvement and your impulse is to start working on them as soon as you can. This guidebook describes three strategies to use as you continue to develop your capacity to lead: seeking challenging assignments at work and away from the job, training for specific skills, and building relationships with people who can support your efforts.
This book will show you how to diagnose problems in your team by focusing on the three outcomes of effective leadership: direction, alignment, and commitment. By assessing where your group stands in each of these outcomes, you can plan and implement the changes necessary to get better results.
This handbook presents findings of a study that examined the outcomes of the Chief Executive Officer Leadership Development Program, which was developed by the Center for Creative Leadership (CCL). The 1-year program was comprised of classroom sessions, coaching, journal writing, and learning projects. Data were derived from: (1) a pre-program survey and questionnaire of 38 participating superintendents; and (2) post-program interviews with the 38 participants and their facilitators, a post-questionnaire completed by participants, and analysis of student journals. Findings indicate that the superintendents improved their leadership competencies and self-awareness. Of the four superintendent subgroups that were identified, two--the New Perspectives subgroup and the Role Expansion subgroup--were more affected than administrators who were already highly effective or more control-oriented. The program, compared to other studies of this nature, resulted in two more prominent outcomes: the view of leadership as a shared responsibility and a broader view of their professional role. Implications of the findings for evaluation of leadership-development programs are: the use of multiple methods enriches analysis; evaluation studies should expect highly individualized outcomes; and evaluation studies provide opportunities for understanding the leadership-development process. Eleven tables and five figures are included. Appendices contain copies of the exit interviews and statistics on subgroup differences. Contains 53 references. (LMI)
This updated Participant Workbook now includes the Job Challenge Profile survey. With the aid of this action guide, you will determine what and how much you are learning, what parts of your job holds key challenges, and what strategies you might adopt to derive maximal learning from these experiences.
This book will show you how to diagnose problems in your team by focusing on the three outcomes of effective leadership: direction, alignment, and commitment. By assessing where your group stands in each of these outcomes, you can plan and implement the changes necessary to get better results.
How organizations can effectively put experience at the center of the development process Research increasingly and conclusively shows that effective leaders continue to learn, grow, and change throughout their careers and that a significant part of this development occurs through on-the-job experiences. Co-Published by the Society of Industrial and Organizational Psychology and sponsored by the Center for Creative Leadership, Using Experience to Develop Leadership Talent provides real-world strategies, best practices, lessons learned, and global perspectives on how organizations effectively use experience to develop talent. Provides an in-depth look at a variety of leader development initiatives that have taken up the challenge of putting experience at the center of the development process Written by senior practitioners who have implemented initiatives they write about Shares new development planning tools, systematic approaches to managing the assignments of high potentials, tools to educate managers on how to find assignments that meet their employee's development needs Includes online resources that allow employees to search for development opportunities Describing challenges and practices in multinational companies around the world, Using Experience to Develop Leadership Talent will serve as a focused guide to how organizations can use on-the-job development to reshape leader development practices that better integrate work and learning.
This book is modeled after "Eighty-eight Assignments for Development in Place," one of CCL's most popular publications. In the years since that report was published, we have learned more about development in place--from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field. We believe it is time once again to consolidate our knowledge into one tool to help leaders add developmental assignments to their own jobs and help others do the same. The tables inside this book are full of assignments. You'll also find cross-references to CCL's assessment tools: 360 by Design, Executive Dimensions, Benchmarks, Prospector, and Skillscope. If you want to target the development of specific competencies as a result of receiving feedback from any of these, the cross-references will direct you to appropriate assignments.
This book will show you how to diagnose problems in your team by focusing on the three outcomes of effective leadership: direction, alignment, and commitment. By assessing where your group stands in each of these outcomes, you can plan and implement the changes necessary to get better results.
This book is modeled after "Eighty-Eight Assignments for Development in Place," one of the Center for Creative Leadership's most popular publications. In the years since that report was published, we have learned more about development in place--from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field. We believe it is time once again to consolidate our knowledge into one tool to help leaders add developmental assignments to their own jobs and help others do the same. The tables inside this book are full of assignments. You'll also find cross-references to CCL's assessment tools: 360 by Design, Executive Dimensions, Benchmarks, Prospector, and Skillscope. If you want to target the development of specific competencies as a result of receiving feedback from any of these, the cross-references will direct you to appropriate assignments.
This is the first edition of this title. A revised edition has now been released (9781604919554) 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 by focusing on the three outcomes of effective leadership: direction, alignment, and commitment. By assessing where your group stands in each of these outcomes, you can plan and implement the changes necessary to get better results.
This book is modeled after "Eighty-Eight Assignments for Development in Place," one of the Center for Creative Leadership's most popular publications. In the years since that report was published, we have learned more about development in place--from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field. We believe it is time once again to consolidate our knowledge into one tool to help leaders add developmental assignments to their own jobs and help others do the same. The tables inside this book are full of assignments. You'll also find cross-references to CCL's assessment tools: 360 by Design, Executive Dimensions, Benchmarks, Prospector, and Skillscope. If you want to target the development of specific competencies as a result of receiving feedback from any of these, the cross-references will direct you to appropriate assignments.
This book is modeled after "Eighty-Eight Assignments for Development in Place," one of the Center for Creative Leadership's most popular publications. In the years since that report was published, we have learned more about development in place--from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field. We believe it is time once again to consolidate our knowledge into one tool to help leaders add developmental assignments to their own jobs and help others do the same. The tables inside this book are full of assignments. You'll also find cross-references to CCL's assessment tools: 360 by Design, Executive Dimensions, Benchmarks, Prospector, and Skillscope. If you want to target the development of specific competencies as a result of receiving feedback from any of these, the cross-references will direct you to appropriate assignments.
This book is modeled after "Eighty-Eight Assignments for Development in Place," one of the Center for Creative Leadership's most popular publications. In the years since that report was published, we have learned more about development in place--from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field. We believe it is time once again to consolidate our knowledge into one tool to help leaders add developmental assignments to their own jobs and help others do the same. The tables inside this book are full of assignments. You'll also find cross-references to CCL's assessment tools: 360 by Design, Executive Dimensions, Benchmarks, Prospector, and Skillscope. If you want to target the development of specific competencies as a result of receiving feedback from any of these, the cross-references will direct you to appropriate assignments.
Along with the growing use of 360-degree feedback in organizations today, there is much disagreement over how it should be employed: strictly to help the manager develop or also to help those who work with the manager decide such issues as pay and promotion? This publication features the insights of a group of experienced professionals on both sides of the issue. To set the stage, George P. Hollenbeck, a management psychologist and adjunct faculty member at Boston University's Graduate School of Management, discusses the popularity of 360-degree feedback today.
Only one word is needed to describe a busy woman: stressed. But there's a cure. Stressed spelled backwards is desserts! This book is designed to help you understand life, just as you understand your sweet tooth. It will whet your appetite for much more than a taste of dessert!
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