The NewMindsets Leadership and Management Development Collection

Authors: Gareth Morgan and Dr Jean Adams

Here’s a list of the resources scheduled for launch through ClevrU, December 2013)

CORE COMPETENCE AND MANAGEMENT SKILL DEVELOPMENT

Communicating Effectively

  • The basics: Six steps to communicating effectively
  • Ensuring clarity
  • Tailoring your message
  • Understanding nonverbal communication
  • Giving constructive feedback
  • Receiving feedback well
  • Two-way listening

Improving Your Skills in Giving Feedback

  • The basics: A six step approach to giving feedback
  • Giving feedback to your boss
  • Giving feedback to colleagues
  • Giving feedback to subordinates
  • Delivering good news
  • Delivering bad news and constructive criticism
  • Giving feedback “on the fly”

Delegating Effectively

  • The basics: Six steps to effective delegation
  • Overcoming your own barriers to delegating
  • Recognizing when delegating will not work
  • The art of creating ownership
  • Being an effective delegate
  • Delegating to your boss
  • Knowing when and how to step in

Leadership in Action

  • The basics: Leadership in action
  • Cultivating Trust
  • Balancing influence and control
  • Engaging people around a vision and mission
  • Understanding the ripple effect of words and actions
  • Leadership in crisis situations

Improving Your Coaching Skills

  • The basics: The six steps of effective coaching
  • The leader as an everyday coach
  • “Behind the scenes” coaching
  • “Live action” coaching
  • Diagnosing specific performance problems
  • Advice for coaches

Building an Effective Team

  • The basics: Building an effective team
  • Establishing team ground-rules
  • Being an effective team leader
  • Being an effective team member
  • Balancing team and individual rewards
  • Using teambuilding exercises to make the team a team
  • Two models of team development
  • Improving team performance (Worksheet)
  • Clarifying decision making processes (Worksheet)
  • Case: No time for teamwork
  • Case: Team process – A key turning point?

Cultivating Emotional Intelligence

  • The basics: Cultivating emotional intelligence
  • Self-assessing your emotional intelligence
  • Dealing with emotionally charged situations
  • Surviving low emotional intelligence in your organization

Overcoming Barriers to Change

  • The basics: Understanding common barriers to change
  • Understanding and dealing with resistance
  • Mobilizing the movable middle
  • Picking your battles
  • Creating focus and a sense of urgency
  • Helping others deal with ambiguity
  • Finding the right pace of change

Managing Projects

  • The basics: Managing projects
  • Finding project shortcuts
  • Seven reasons why projects fail

Managing Conflict

  • The basics: Managing conflict
  • Thinking win-win

ORGANIZATIONAL DEVELOPMENT: IDEAS AND TOOLS

Continuous Improvement

  • Empower people to make a difference
  • Use problems as opportunities
  • Being proactive
  • Promote quality and continuous learning as core values
  • Create “stretch” benchmarks
  • Anticipate and deal with “corporate earthquakes”
  • Use strategic planning to generate new thinking
  • Five ways that “learning labs” can accelerate performance
  • Use multiple views to improve decision making
  • Challenge conventional wisdom
  • Use play to promote individual and team learning
  • Improve performance through action-based learning
  • Use experiments to promote learning
  • “Unlearn” to create room for new development
  • Championing organizational learning
  • Small changes can create large effects
  • Create a learning culture
  • Promote individual, team, and organizational learning
  • The role of “space” in effective communication 

Common Barriers to Performance and Change

  • Actions get buried in plans
  • Problems of hierarchy
  • Bureaucratic silos
  • Conformity
  • Groupthink
  • Single-loop learning can keep you on the wrong track
  • Ineffective performance controls
  • Linear thinking in situations where it doesn’t apply
  • Vicious loops
  • Defensive routines
  • “Trained incapacity” and self-limitation
  • Being so smart you’re stupid
  • The “B-S factor”
  • Analysis leads to paralysis

Creativity and Innovation

  • Flexible thinking in practice
  • Mind stretchers
  • Learning thrives on disruption
  • Differences that make a difference
  • How frames shape understanding
  • Framing, reframing, and the dynamics of change
  • We live our frames
  • Adopt the perspectives of key stakeholders
  • Use the rules of one situation to reinvent another
  • Developing new products and services
  • Surface and change assumptions
  • Break the implicit rules to create new opportunities
  • Use powerful metaphors for creative breakthroughs

Positioning for a Knowledge Economy

  • Meeting the challenge of a knowledge economy
  • The rationale for developing learning organizations
  • Develop new mindsets for new times
  • The nature of multiple forms of intelligence
  • Exploring your “intelligence profile”
  • Learning to learn: a core competence
  • Learning as reflective practice
  • Learning to challenge “mental models”
  • Dialogue and “collective learning”