Nazareth Black

MASTERING DELEGATION: HISTORICAL INSIGHTS FOR CAREER SUCCESS What’s the primary principle underlying the delegation of tasks? What’s the difference between pushing your work to employees and empowering them with tasks that match their strengths? What’re the consequences of micromanaging? Discover here👇 https://lnkd.in/eNm9vUsa #delegatingtasks #micromanaging #leadership #careerexcellence #careertransitioncoach

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26.06.2024 𝗙𝗶𝘃𝗲 𝗘𝗮𝘀𝘆 𝗦𝘁𝗲𝗽𝘀 𝘁𝗼 𝗗𝗲𝘀𝘁𝗿𝗼𝘆𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻 (By Henry Mintzberg) Henry Mintzberg, a renowned management thinker, identified five practices that can lead to the downfall of any organization. In the context of today’s business environment in Colombia, we observe that many leaders still follow these detrimental steps. Additionally, in light of current technological advancements, I’ve added a sixth practice related to the use of AI, which also poses significant risks if not managed properly. Here are the six practices: 1️⃣ 𝗠𝗮𝗻𝗮𝗴𝗲 𝗯𝘆 𝗳𝗼𝗰𝘂𝘀𝗶𝗻𝗴 𝘀𝗼𝗹𝗲𝗹𝘆 𝗼𝗻 𝘁𝗵𝗲 𝗯𝗼𝘁𝘁𝗼𝗺 𝗹𝗶𝗻𝗲: Treat your business as a money machine, ignoring the importance of products, services, and customer satisfaction. 2️⃣ 𝗢𝘃𝗲𝗿-𝗽𝗹𝗮𝗻 𝗲𝘃𝗲𝗿𝘆 𝗮𝗰𝘁𝗶𝗼𝗻: Eliminate spontaneity and the potential for learning. Stick rigidly to your plans, stifling creativity and adaptation. 3️⃣ 𝗥𝗼𝘁𝗮𝘁𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗳𝗿𝗲𝗾𝘂𝗲𝗻𝘁𝗹𝘆: Move them from one place to another so they never develop deep knowledge of anything beyond administration. Isolate the CEO at the top, focusing on managing a portfolio rather than running the actual business. 4️⃣ 𝗧𝗿𝗲𝗮𝘁 𝗵𝘂𝗺𝗮𝗻 𝗿𝗲𝘀𝗼𝘂𝗿𝗰𝗲𝘀 𝗮𝘀 𝗶𝗻𝘁𝗲𝗿𝗰𝗵𝗮𝗻𝗴𝗲𝗮𝗯𝗹𝗲 𝗽𝗮𝗿𝘁𝘀: Hire and fire people as if they were mere commodities, disregarding their unique contributions and needs. 5️⃣ 𝗢𝘃𝗲𝗿𝘀𝗶𝗺𝗽𝗹𝗶𝗳𝘆 𝗰𝗼𝗺𝗽𝗹𝗲𝘅 𝗰𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀: Believe that everything can be resolved with a set of five easy steps, ignoring the nuanced and dynamic nature of organizational life. 6️⃣ 𝗔𝘂𝘁𝗼𝗺𝗮𝘁𝗲 𝗮𝗹𝗹 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 𝘄𝗶𝘁𝗵 𝗔𝗜: Rely entirely on algorithms to make crucial decisions, removing human judgment and the ability to adapt to unique circumstances. In Colombia today, it’s evident that many business leaders are unknowingly following one or more of these destructive practices. To build resilient and thriving organizations, it’s crucial to recognize and avoid these pitfalls. #BusinessStrategy #LeadershipPitfalls #AIinBusiness #OrganizationalCulture #ManagementMistakes

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𝐅𝐨𝐮𝐫 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧-𝐌𝐚𝐤𝐢𝐧𝐠 𝐁𝐢𝐚𝐬𝐞𝐬 𝐂𝐨𝐦𝐦𝐨𝐧𝐥𝐲 𝐀𝐟𝐟𝐞𝐜𝐭𝐢𝐧𝐠 𝐋𝐚𝐫𝐠𝐞 𝐎𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐬 A thought-provoking article by Tim Koller from McKinsey & Company on decision-making biases in large organizations. Here are some key points. The link to the full article (with solutions to overcome these biases) is in the comments. 1. 𝐆𝐫𝐨𝐮𝐩𝐭𝐡𝐢𝐧𝐤 𝐚𝐧𝐝 𝐒𝐮𝐧𝐟𝐥𝐨𝐰𝐞𝐫 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐆𝐫𝐨𝐮𝐩𝐭𝐡𝐢𝐧𝐤: Individuals hesitate to suggest ideas that might differ from the perceived consensus.  𝐒𝐮𝐧𝐟𝐥𝐨𝐰𝐞𝐫 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭: Executives often try to guess what the most senior person wants to hear and adjust their own views accordingly. 2. 𝐋𝐨𝐬𝐬 𝐀𝐯𝐞𝐫𝐬𝐢𝐨𝐧  People tend to weigh losses more heavily than gains, leading to missed investment opportunities. 3. 𝐂𝐨𝐧𝐟𝐢𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐁𝐢𝐚𝐬 This bias involves focusing on data that supports a hypothesis while overlooking contradictory information. For example, a management team might select only data that supports a strategic direction, potentially missing insights that could lead to better decisions. 4. 𝐀𝐧𝐜𝐡𝐨𝐫𝐢𝐧𝐠  Decision-makers may rely on past information (even if irrelevant) to guide current decisions. Large organizations, for example, often base budgets on the previous year's allocations. As a result, their budgets won’t be aligned with any potential strategic shifts that top management may want to make. 𝐖𝐡𝐢𝐜𝐡 𝐨𝐟 𝐭𝐡𝐞𝐬𝐞 𝐛𝐢𝐚𝐬𝐞𝐬 𝐝𝐨 𝐲𝐨𝐮 𝐫𝐞𝐜𝐨𝐠𝐧𝐢𝐳𝐞 𝐢𝐧 𝐲𝐨𝐮𝐫 𝐨𝐰𝐧 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧? #OrganisationDevelopment #GroupCoaching #LeadershipDevelopment

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Key Takeaways from Leaders Don’t Command: The Power of Leadership in a Changing World by Jorge Cuervo Jorge Cuervo’s book challenges traditional leadership models based on authority and control, advocating for collaborative, empathetic, and adaptable leadership. Below are the key lessons from the book, summarized in a concise, pointwise manner: 1. Leadership as Influence, Not Authority • Leadership is more about inspiring and influencing than commanding. • Positional power is less effective than building trust and collaboration. • Empowered teams are more motivated and productive. 2. Emotional Intelligence (EI) as a Core Leadership Skill • Leaders need to understand and manage their own emotions. • Empathy helps in navigating interpersonal dynamics effectively. • Strong emotional intelligence strengthens team relationships. 3. Inclusive Leadership and Collaboration • Encourage team participation to leverage diverse perspectives. • Collaboration drives better decision-making and innovation. • Inclusive environments enhance team morale and creativity. 4. Adaptability to Change • Flexibility is essential in a rapidly evolving world. • Leaders must embrace change and guide teams through uncertainty. • Openness to new ideas and challenges ensures long-term success. 5. Fostering a Growth Mindset • Promote the belief that skills and intelligence can improve with effort. • A growth mindset inspires resilience and learning in teams. • Leaders who embody this mindset encourage continuous development. 6. Leading by Example • Authenticity and integrity are critical for building trust. • Leaders should model the values and behaviors they expect from others. • Accountability at the top sets a strong example for the entire team. 7. Active Listening and Effective Communication • Active listening builds understanding and fosters open dialogue. • Effective communication ensures everyone feels heard and valued. • Open feedback channels strengthen team cohesion and clarity. 8. Empowering Teams • Delegating responsibilities builds confidence and ownership in team members. • Empowered individuals are more engaged and committed to goals. • Autonomy leads to innovation and better problem-solving. 9. Constructive Conflict Management • Conflict is inevitable but can lead to growth if handled well. • Leaders should approach conflicts as opportunities for collaboration. • Facilitating constructive conversations strengthens team bonds. 10. Vision and Purpose • A compelling vision aligns and motivates teams. • Leaders must clearly communicate how each team member contributes to the larger mission. • Purpose-driven leadership inspires long-term commitment & excellence. Conclusion Jorge Cuervo’s Leaders Don’t Command redefines leadership for modern times, emphasizing empathy, collaboration, and adaptability. By fostering trust, inclusivity & purpose, Cuervo’s approach leads to both individual fulfillment & collective success.

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Alarmingly, we’ve seen strategy generation and execution as two separate sets of activities. While in fact, strategy is (also) about closing the gap between thinking and doing. So, what you aim for in strategy, is that the gap between the aspired strategy and the realized strategy is minimized. Short Cycle Strategy reconnects them and thereby resolves the notorious gap between strategy and execution. It consists of nine steps—five for strategy generation, and four for strategy execution. Together, they make strategy a highly adaptive, but still goal-oriented process. 1. Activating Key Stakeholders: Making key persons in the organization receptive to new strategy and mobilizing the resources needed for strategy generation. 2. Mapping strategy: Identifying the organization’s strategy by describing it on the basis of its ten core elements. (See Strategy Sketch) 3. Assessing strategy: Judging and testing the quality of the organization’s strategy against relevant criteria. 4. Innovating strategy: Renewing and redesigning the organization’s strategy through incremental or radical innovation. 5. Formulating strategy: Capturing the organization’s strategy in words and pictures that can be understood by the target audience. 6. Bridging gaps: Identifying the gaps between your current and your aspired strategy, and defining projects and tasks to bridge them. 7. Organizing strategy: Identifying the most important organizational deficiencies, and defining projects and tasks to solve them. 8. Planning strategy: Developing and committing to a dynamic, prioritized course of action and a way of working for closing the gap between the actual and the aspired strategy. 9. Realizing strategy: Effecting the aspired strategy by putting the execution plan into action and managing relevance, progress, and emotions over time. Which step of the Short Cycle Strategy will you be focusing on? #agileprojectmanagement #strategyconsulting #scrummaster [Image from Kraaijenbrink (2015), The Strategy Handbook] Want to learn this approach and apply it as internal or external consultant? Then join the February cohort of our Certified Strategy & Implementation Consultant (CSIC) program. See https://lnkd.in/eQYY8cFE for all information and registration.

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What are the secrets of strategy implementation? We are delighted to launch "Strategy Implementation Body of Knowledge 2.0," authored by Antonio Nieto-Rodriguez and Robin Speculand. It guides you and your company on how to successfully implement strategy. 🕙 At a time when strategies have a shorter life cycle, we are implementing them more frequently than ever before. 🕥 Implementation has become a differentiating competitive factor. This is primarily because many companies are poor at implementation. Also, because leaders spend more time discussing strategy than they do seeing through its implementation. "SIBoK 2.0" provides the Strategy Implementation Roadmap (SIR), video links, external articles, and a plethora of easy-to-adopt tools, tips, and tactics based on top-performing companies to guide your company to implementation success. All our current members have received a complimentary electronic copy of the book. As do any new members who sign up for the course and exam. #digitaltransformation #digital #strategyimplementation #worldclassimplementation #Implement

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The Success Guidebook: How to Visualize, Actualize, and Amplify You 📚 https://lnkd.in/gWNGX8sc An inspirational guide for visualizing and actualizing success on a personal and professional level. Author Elizabeth Hamilton-Guarino, master life coach and founder of The Best Ever You Network has long espoused that we must redefine success for our authentic selves—a one-size fits-all-concept is not only outdated but unworkable. Success is so much more than data or the dollars in our bank account. True success is reflected in the smiles that brighten our faces and the peace that settles in our hearts. It's the gratitude we seek in all things and the intention and actions being our very best in each moment. In The Success Guidebook, readers will find inspiration, motivation, and a pathway to live their best, most fulfilling life. By implementing Elizabeth’s unique Ten Factors of Success—the behaviors consistently exhibited by people who stand out and behave with world-class excellence—readers will learn how to finally overcome the stubborn obstacles that have stood in their way and harness the power to move forward with clarity, a renewed purpose, and the personalized confidence to build a life of bold, brave, and infinite possibilities. Included are profiles of 20 people who exemplify these principles. Here’s the secret: You don’t need to be on a national or international platform to be world-class. You can have it right in your own home, to be and feel successful in each and every moment of your life. This book will help you learn how to tap into world-class behaviors and get the results you desire—at last. #successguidebook #success #successtips #successmindset #selfhelpbooks #nonfictionnewreleases

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6 Strategy Frameworks Every Leader Needs to Know In today's fast-paced business environment, having a clear and effective strategy is more crucial than ever. Here are six strategy frameworks that can help leaders structure their thinking, explore innovative paths, and ultimately craft breakthrough strategies: ⎯ 1️⃣ WHO-WHAT-HOW A simple yet powerful starting point for your strategy. ➟ WHO should we target as our customers? ➟ WHAT products and services should we offer? ➟ HOW can we best deliver this offering to these customers? by Costas Markides ⎯   2️⃣ PLAYING TO WIN STRATEGY CHOICE CASCADE (PtW) This framework helps you think about your strategy in a structured way. ➟ Winning Aspirations: Our ambitions ➟ Where to play: Customers, offerings, geographies, channels ➟ How to win: Low cost or differentiation ➟ Capabilities: Distinctive capabilities that underpin our HtW ➟ Management System: How we build and maintain the capabilities by Roger Martin ⎯ 3️⃣ STRATEGY DIAMOND Similar to the PtW cascade, with a couple of additions. What I like about the Diamond is its distinction between „differentiators“ and „economic logic.“ I often plug this into „How to Win“ when using PtW. ↳ How to win with customers. ↳ How to win as a business. And the strategic moves for implementing your strategy, which IMHO, is missing in PtW. BTW: Capabilities and Management Systems are referred to as „supporting organizational configuration“ in this framework, but outside of the Diamond. by Donald Hambrick and James Frederickson ⎯ 4️⃣ BLUE OCEAN STRATEGY I think of BOS as less of a strategy framework per se and more of a set of tools that helps you generate answers you can plug into PtW or the Strategy Diamond. BOS is especially suited for creating new growth businesses, but it can also help you explore ideas for differentiation in your existing businesses. Strategy is about being different, which requires innovation. by Chan Kim and Renée Mauborgne ⎯ 5️⃣ STRATEGY MAPS As strategy needs to be coherent, Strategy Maps help to visualize how the various parts of your strategy fit together and how your choices reinforce each other. They are good for checking whether your decisions make sense. Also, think about the various perspectives as follows: ➟ Financials: Short-term ➟ Customers: External ➟ Operations: Internal ➟ Learning: Long-term by Robert Kaplan and David Norton ⎯ 6️⃣ THE KERNEL OF GOOD STRATEGY The core of good strategy is focusing on the crucial challenges that must be solved to achieve your ambitions. Hence, make sure that your strategy always: ➟ Provides a diagnosis of that challenge ➟ Outlines how you’re going to deal with the challenge ➟ A coherent set of actions to implement your solution by Richard Rumelt ⎯ 👉 What are your go-to strategy frameworks? Share your thoughts and experiences below! #Leadership #BusinessStrategy #Innovation #Management #BusinessGrowth

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𝗖𝗲𝗻𝘁𝗿𝗲𝘀 𝗼𝗳 𝗘𝘅𝗰𝗲𝗹𝗹𝗲𝗻𝗰𝗲 (𝗖𝗼𝗘𝘀) 𝗮𝗿𝗲 𝗮 𝗽𝗼𝘄𝗲𝗿𝗳𝘂𝗹 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗳𝗼𝗿 𝗶𝗻𝗰𝘂𝗯𝗮𝘁𝗶𝗻𝗴 𝗮𝗻𝗱 𝘀𝗰𝗮𝗹𝗶𝗻𝗴 𝗲𝘅𝗽𝗲𝗿𝘁𝗶𝘀𝗲. 🌟 https://aihr.ac/3T7FDlI ← When aligned with strong partnering capabilities, CoEs enable organizations to develop new competencies, integrate external best practices, and tailor them to fit the business context with input from Business Partners (BPs). 💡 However, if CoEs are not implemented correctly, they can become disconnected from business realities, leading to tensions and conflicts between BPs and CoEs over the relevance and applicability of solutions. 😕 To avoid this, here are ten best practices for implementing HR CoEs that ensure effectiveness and long-term success: 𝟭. 𝗥𝗲𝘁𝗵𝗶𝗻𝗸 𝘆𝗼𝘂𝗿 𝗛𝗥 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗺𝗼𝗱𝗲𝗹: Assess your current HR model and determine how CoEs will align with business objectives and integrate with existing HR functions. 🔄 𝟮. 𝗘𝗻𝗴𝗮𝗴𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘁𝗼 𝘀𝗲𝗰𝘂𝗿𝗲 𝘀𝘂𝗽𝗽𝗼𝗿𝘁: Communicate the CoE’s vision and purpose clearly to all stakeholders, gaining early leadership support to build commitment and address concerns. 🗣️ 𝟯. 𝗦𝗲𝗰𝘂𝗿𝗲 𝗮𝗱𝗲𝗾𝘂𝗮𝘁𝗲 𝗿𝗲𝘀𝗼𝘂𝗿𝗰𝗲𝘀: Ensure sufficient funding, skilled personnel, and HR technologies to support CoE initiatives effectively. 💰 𝟰. 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲𝗱 𝗶𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 𝗽𝗹𝗮𝗻: Develop a detailed plan with role changes, upskilling needs, milestones, and clear timelines for smooth CoE integration. 📅 𝟱. 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝘀𝘂𝗰𝗰𝗲𝘀𝘀: Set KPIs aligned with business goals, such as cost savings or revenue growth, and regularly track CoE performance to drive data-driven improvements. 📈 𝟲. 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗰𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁: Regularly review and refine CoE activities to encourage innovation and ensure alignment with organizational needs and industry trends. 🔍 𝟳. 𝗣𝗿𝗼𝗺𝗼𝘁𝗲 𝗰𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗶𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗶𝗼𝗻: Foster collaboration between the CoE, HR functions, and business units to drive integrated solutions and maximize expertise. 🤝 𝟴. 𝗗𝗲𝘃𝗲𝗹𝗼𝗽 𝗲𝘅𝗽𝗲𝗿𝘁𝗶𝘀𝗲 𝗮𝗻𝗱 𝘀𝗽𝗲𝗰𝗶𝗮𝗹𝗶𝘇𝗮𝘁𝗶𝗼𝗻: Hire and upskill employees with specialized knowledge relevant to the CoE’s focus, encouraging continuous professional development. 🎓 𝟵. 𝗦𝘁𝗮𝗻𝗱𝗮𝗿𝗱𝗶𝘇𝗲 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 𝗮𝗻𝗱 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲𝘀: Establish standardized processes for key activities like talent acquisition and performance management to ensure scalability and quality across the organization. ✔️ 𝟭𝟬. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝘃𝗮𝗹𝘂𝗲 𝗮𝗻𝗱 𝗶𝗺𝗽𝗮𝗰𝘁: Regularly highlight the CoE’s contributions and success stories to reinforce its value and maintain organizational support. 📣 Read the article below for more information. 📖 #HR #HumanResources #HRCoE #Leadership #HRStrategy

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Tired of strategy workshops that don’t drive real change? Watch this sneak peek to see how we transform leaders in our STORI Driven Strategy Workshop. Schedule a call today: https://lnkd.in/gTkmuPuz #LeadershipDevelopment #Storytelling #StrategicInnovation #ExecutiveLeadership #Workshops #EnterpriseGrowth #StakeholderEngagement #BusinessStrategy

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“Hierarchy” vs democratic practice in organizations: Roan Boucher shares some observations from our work on democratizing organizations: ***************************************************** In our training “Another Workplace is Possible: Visions, Mindsets, and Practices of Democratic Groups”, there’s a moment when we ask members of an organization to indicate on a spectrum how much they agree or disagree with the statement “hierarchy undermines democracy”. We do this without first defining what we mean by “hierarchy” and “democracy” in an organizational context—we are asking people for their first, gut responses. This is often one of my favorite moments of the training, because it becomes a rorschach test that surfaces so much underneath the question. People in the same organization can land in wildly different places around their relationship to the idea of hierarchy. When we ask folks to share why they landed where they did, we get a fascinating peek into past experience and how it shaped perspectives. People who, in their working lives, have had a series of terrible nonprofit bosses who abused their power, may have concluded that is what hierarchy always feels like. Folks who spent a lot of time in horizontal collectives with dysfunctional consensus decision-making processes might be drawn to the idea of hierarchy because they are craving clear, explicit leadership accountability. And what does “hierarchy” mean anyway? Is it about leadership and role differentiation, or is it about power-over and a hierarchy of value? We often find that people can be using the same words (not just “hierarchy”, but “management”, “leadership”, “democratic practice”, “participatory decision-making”, “inclusion”, and so on), but meaning completely different things by them. The conclusion that this conversation tends to lead to is that *practices* are more important than concepts. No organization, no matter the structure, is exempt from power abuses, inaccessible decision-making, or dysfunctional practice; an organization with a traditional hierarchy can have more functional, more democratic decision-making and communication than a completely horizontal organization. It’s crucial to look at what we are actually doing—not just the words and concepts we use to describe ourselves. ******************************************* You can check out more about AORTA’s training on workplace democracy at aorta.coop/awip, or inquire about doing a deeper dive on your org’s specific practices by contacting us at aorta.coop/intake. 

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ICF's New ACC Exam is Coming: How I Can Help You Succeed! The International Coaching Federation (ICF) is rolling out a new Associate Certified Coach (ACC) exam starting November 18, 2024. This 90-minute exam will consist of 60 multiple-choice questions focused on ICF Core Competencies, Code of Ethics, and the Definition of Coaching. Whether you're feeling overwhelmed by this change or simply unsure of the best approach, I'm here to guide you. Key Dates to Know: * November 18, 2024: New ACC exam becomes available (you can choose between the old and new versions). * March 14, 2025: The new exam becomes mandatory. With my experience as an ICF Mentor Coach, I can support you through every stage of this transition. Whether you need help preparing for the exam, understanding its new format, or focusing on specific areas, we can create a plan to ensure you're confident and ready. Feeling uncertain? Take a deep breath and schedule a session with me. We’ll tackle these changes together. If you're pursuing your PCC credential, I'm here to assist with mentoring for that process as well. Let’s make this journey smoother and set you up for success. Reach out today and let’s get started! — Amy Magyar, PCC, M.Ed., CVCC ICF Mentor Coach and Owner, FromWithin Coaching

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Now this deserves a thorough read!! “Conceptual and definitional clarity are as important for practice as they are for research.” #evidencebased

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Is your organization a “learning organization”? “An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage”— Jack Welch In 1997, Harvard Business Review named the “learning organization” as one of the seminal business ideas of the prior 75 years. What organizations have been successful in transforming themselves into learning organization’s? Microsoft is on a cultural journey right now from being a company of “know it all’s” to a company of “learn it all’s” When I started out in organizational development (OD) Peter Senge’s work was instrumental in shaping my thinking and his book was one of the big OD book’s of the decade. What disciplines of a learning organization are still as relevant today as they were 20 years ago? ***full article from MIT Sloan School of Management in comments below Acknowledgment: Tanmay Vora & Peter Senge #learningorganization #organizationallearning #organisationaldevelopment #chro

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🔶 MOBILIZE! to achieve cultural, social, and organizational change in your organization In this extensive self-paced masterclass, @Dr Leandro Herrero delves into people mobilization, offering practical insights that will prove invaluable for anyone involved in change, transformation, or culture. You will learn how - 🔸 to plan, and to run a cultural change initiative at a large scale 🔸 the 5 Pillars of Viral Change™ – Behaviours, Peer-to-peer networks, The Informal Organization, a Storytelling System, and Backstage Leadership™ – drive (organizational) change 🔸 to balance the top-down and bottom-up communication elements in your campaign 🔸 to ensure the change is sustainable and impacts the changeability of your organization. The core of this masterclass lies in the shared human mobilization principles, making it a vital resource for anyone seeking to drive meaningful change within their organization or area of influence. MOBILIZE! Masterclass https://buff.ly/3Xp6FGy @Viral Change™ - A Platform for Creating Lasting Cultural Change in Organizations @Leandro Herrero Institute #leadership #learninganddevelopment #HRleadership #personaldevelopment

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Mastering Strategy Implementation with the McKinsey 7S Model: A Guide for Small-to-Medium Business Leaders. In the realm of strategic management, the McKinsey 7S Model stands as a powerful framework for effective strategy implementation. This article delves into the intricacies of the model, its application in business, and the reasons why leaders turn to its structured approach. By exploring each component in order of priority and detailing the typical process of applying the model, we unveil the pros and cons, the associated risks and challenges, and the crucial elements for ensuring success. Real-world examples of companies employing the McKinsey 7S Model underscore its practical efficacy. The article concludes with a set of recommendations for small-to-medium business leaders looking to leverage this strategic tool.

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