Mike Cardus

OCTOBER 17, 2011

Planning is a necessary part of EVERY TEAMS work. Having a process that works to clarify the Planning Path and develop a team process for planning will ensure that results are achieved and everyone on the team does their best work. It unifies the organization and your planning process to make your team and leaders better.

Team Building 131

Team Building Planning Team Document 131

Mike Cardus

OCTOBER 17, 2011

Planning is a necessary part of EVERY TEAMS work. Having a process that works to clarify the Planning Path and develop a team process for planning will ensure that results are achieved and everyone on the team does their best work. It unifies the organization and your planning process to make your team and leaders better.

Team Building 118

Team Building Planning Team Document 118

First Friday Book Synopsis

DECEMBER 21, 2014

Bob''s blog entries Action Learning: Simultaneous Development and Succession Planning Handbook Chris DeRose Don Pryzgodski GE’s Leadership Center Global Business Partnership Global Leadership in Healthcare Program Global Leadership Program Noel M.

Handbook 102

Handbook Review Succession Books 102

Great Leadership By Dan

NOVEMBER 18, 2013

AND – and as an added bonus, if use your question , I’ll send you a free copy of The Great Leadership Development and Succession Planning eBook. Every now again I get tapped out and need some inspiration. That''s where you, Great Leadership readers and supporters come in. Just in time for the holidays!

Leadership Development 211

Leadership Development Development Books Leadership 211

Great Leadership By Dan

JUNE 26, 2012

Action Learning : A type of leadership development program where participants work on real projects and learn at the same time. Bench Strength : Used in succession planning, a measure of how strong or weak an organization’s succession plans or talent pool is. Sometimes referred to “hit by a bus” planning.

Leadership Development 255

Leadership Development Development 360-Degree Feedback Leadership 255

Great Leadership By Dan

MAY 14, 2013

I was at a conference recently and the session topic was leadership development and succession planning. While specific performance and potential ratings or “who said what” should never be shared with employees, talent review discussions can be a valuable source of feedback and input into a person’s development plans.

Review 229

Review Conference Executive Coaching Planning 229

Great Leadership By Dan

MAY 9, 2013

Succession planning programs are meant to address the need for strong leaders, however the gap between those currently in leadership positions and the next wave of leaders is growing by the day, and these programs have not been designed to keep up with the accelerated pace dictated by this dramatic shift in demographics.

Human Capital 238

Human Capital Crisis Commitment Executive Coaching 238

Lead Change Blog

JULY 27, 2015

Take the quiet, focused time to thoughtfully process, evaluate and make plans to implement the things you’ve read and studied. If you are reading just to check things off of your list, and yet you never put into action those things you’ve learned then you’re wasting the most precious commodity you have- your time. Take action!

Webinar 150

Webinar Action Learning Information Resources 150

Lead Change Blog

JANUARY 29, 2018

Make sure that you are not diverging once others are implementing the plan and on the way to the finish line. This divergent thinking requires untethering from practicalities, perfect plans, and current reality to imagine “what might be.”. And, you will need to know when overusing a strength becomes a weakness. Be empathetic.

Diversity 200

Diversity Brainstorming Creativity Project 200

Mike Cardus

FEBRUARY 12, 2014

Secondary objective is for the group to explore a complex process that requires mapping, planning, strategy, and situational leadership of each team member. It helps to lay a rope or use masking tape to mark the “Grid Area” and “Planning Area”. All planning and systemizing will be completed in the Planning Area.

Team Building 147

Team Building Team Guidelines Objective 147

Mike Cardus

DECEMBER 26, 2011

Situation: give an example of a situation ( goal, task, planning, project, etc.) Action: talk about the various actions that you were directly involved in the situation’s task. Task: Describes the tasks (steps, processes, planning, etc…) involved that resulted in that positive outcome. michael cardus is create-learning.

Process 94

Process Tools Team Building Open-book 94

Great Leadership By Dan

OCTOBER 7, 2011

High involvement instructional techniques (also known as “experiential”) include case studies, simulations, role plays, pair/small group discussion, learning journeys (field trips), and project work (action learning). You could run the same simulation for 10 different groups and get hundreds of different outcomes and learnings.

Participative 240

Participative Training How To Leadership 240

Mike Cardus

SEPTEMBER 27, 2012

Ask everyone to create an action plan with goals, objectives, time-frames and measures of success for the 1 or 2 they can make happen (attached are handouts that may be useful). These ‘action plans’ should be small steps (able to complete in 100 days) and something that person can do with their knowledge, skills, resources and time.

Team Building 160

Team Building Team Objective Guidelines 160

Marshall Goldsmith

DECEMBER 16, 2013

Young leaders engage in an “action learning” project in which they work on real-life problems facing the firm. Challenge the compensation plan. . A “socialistic” compensation plan combined with a lowered potential for promotion will lead to an “average” workforce.

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

Mike Cardus

JULY 20, 2011

Approximately 5 feet away from the boundary create a small square called “square drop” using ropes or masking tape etc… Create a third boundary zone called the “planning zone” , large enough for all the team members to stand in comfortably. Place the ropes and the hooks outside the “planning zone”. In what ways did the team plan?

Team Building 95

Team Building Team Group Facilitation Planning 95

Great Leadership By Dan

OCTOBER 8, 2015

For over 30 years business schools have taught managers the centrality of shareholder value and the “science” of top-down, linear planning, short-term thinking and “slash and burn” employment practices. To build an agile organization requires a revolution in conventional management thinking and practice.

Agility 120

Agility Short-term Long-term Competitive Advantage 120

Center for Creative Leadership

APRIL 5, 2019

While resources may require you to prioritize your plans, that doesn’t mean that doesn’t mean you can afford to neglect the development needs of leaders at other levels. Be sure to plan for the preparation, engagement, and application stages of the initiative. Will they be on a panel to evaluate action-learning projects?

Leadership Development 87

Leadership Development Development Succession Leadership 87

Your Voice of Encouragement

OCTOBER 1, 2010

The best approach is to think about the risks and rewards before taking action. Learn the three steps to take when you’re not sure what to do. IF the benefit is only slightly higher than the risk then form a mitigation plan or what is called your fall back plan to minimize the impact.

Uncertainty 99

Uncertainty Analysis Action Learning Video 99

Mike Cardus

JANUARY 16, 2013

After each challenge is identified, your group will have several opportunities to plan and find solutions. Once you have had a chance to improve your solution, a new challenge occurs; the group will attempt to develop a plan that will produce levels of productivity and effectiveness similar to those exhibited during previous problems.”.

Development 114

Development Team Team Building Training 114

Mike Cardus

OCTOBER 27, 2010

Use the activity as a content reminder; ask people to write what they have learned and the application to work/school/classroom/etc… Then people take turn guessing what the other person has learned and the application. Mike is your answer. He will create and develop customized activities and simulations for what you need.

Team Building 119

Team Building Skills Team Open-book 119

Let's Grow Leaders

DECEMBER 4, 2015

Making a Safety Plan. I asked, “are these part of the visual aids for your action learning project presentation?” Whenever 2 or more people are gathered in a conference room, they are required to make their safety plan before they begin their work. Yes, yes, plan for the big stuff. ” Nope.

Contingency Plans 180

Contingency Plans Team Conference Strategic Planning 180

Great Leadership By Dan

DECEMBER 27, 2011

Each and every person’s situation is different, so there is no one-size-fits-all development plan. If every leader did this for just one person, we’d never have to worry about doing succession planning. In a business context, individual development goals should be closely aligned with your short and long term job responsibilities.

Goal 230

Goal Development Mentor Short-term 230

Harvard Business Review

JULY 2, 2015

You call a meeting or two, set objectives, put a plan together, and start to execute. But then your plan starts to hit some snags. At this point you can either (1) keep muddling through with your fingers crossed, hoping that things get better (2) abandon the plan altogether or (3) recalibrate and jump back in.

Tools 8

Tools Root Cause Analysis Team Objective 8

Harvard Business Review

JANUARY 15, 2016

” Here’s how: Make a plan. This information will help you come up with learning plans for your team and the individual’s successor. ” Under Julie’s supervision, Kelly and Maria soon began working closely on a transition plan. ’” suggests Leonard. ” Motivate the expert.

Learning-by-Doing 8

Learning-by-Doing Storytelling Cooper Case Study 8

Harvard Business Review

MARCH 3, 2015

It might entail gathering information, forging a new relationship, taking on a new project, trading responsibilities with another employee, or planning workflow to accommodate training time.

Metrics 8

Metrics Learning-by-Doing Goal Project 8

Mike Cardus

NOVEMBER 22, 2011

The Dominance behaviors will be high; Dominance D’s High need for control – Low need for affiliation; Rush into action very little to no planning needed. The planning you will notice will take place in a flurry of individual activity. Quick to move and share their opinions slow to listen and discuss ideas. Variations.

Team Building 133

Team Building Team Follow-up Training 133

Harvard Business Review

OCTOBER 25, 2012

Traditional marketing planning (TMP) activities have been a mainstay for the past four decades, but the theories behind them have limited relevance for new ventures facing extreme uncertainty. To be successful, new ventures must eschew these theories and instead rely on effectual marketing planning.

Marketing 9

Marketing Planning Entrepreneur Download 9