Snail warriors

This document discusses the concept of vision in leadership. It explains that a vision is a mental model of an ideal future state that is better than the status quo. A vision represents change and is grounded in values. It provides a map and guiding philosophy to follow. Developing a vision challenges people to transcend the status quo, commit to worthwhile causes, and inspire others. Articulating a vision involves communicating the values and ideas in a way that enlists participation, while implementing a vision requires sustained effort through acting on the vision, setting expectations, and empowering people.

Please join us and our guests Anand Chandrasekar and Meena Wilson. Sponsored by Labs@CCL. Meena and Anand will update us with best practices and the latest developments in using Experience Explorer. More on EE at www.ccl.org/Experience . EE is based on the CCL Lessons of Experience research. Experience Explorer™ equips a facilitator with a simple, energizing tool to help managers explore their most memorable workplace experiences and what they learned about leadership from those experiences. This tool is based on proven research and offers the opportunity to accelerate leadership development – enhancing leaders’ ability to learn from experience at all levels. Experience Explorer™ is much more than a personal inventory of experiences and lessons. It emphasizes the specific types of experiences and dimensions of lessons identified by CCL research as common to leading in organizations. A coach or consultant facilitating Experience Explorer with multiple leaders or a classroom instructor facilitating an educational session will need to provide each leader or student with a personal card deck.

Central leadership is important for schools to succeed. Effective principals develop outstanding schools by creating a shared vision, motivating teachers, and managing change. While educational leadership shares similarities with corporate leadership, such as setting goals and influencing others, schools differ in that they aim to develop students' knowledge and emotions rather than produce uniform outputs. Future schools will need to focus on inclusion, sustainability, and reducing competition to make learning less stressful. They will undergo structural changes and move beyond traditional assessments to more open, technology-enabled evaluations. Schools must become learning organizations that collaborate and accept new ideas to prepare students for a fast-changing world.

Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014

Exploring the dimensionalities of Daologue, the way in which conversation play, dance and all aspects of life as art connect us to ourselves, to each other and to the more than human world, and across time to past and future generations of all beings.

The document summarizes a presentation about creating exciting and high performing organizations. It discusses different management and leadership modes for organizations, how these modes impact individuals and the organization, and provides examples of how these principles have been effectively applied across different cultures. Key frameworks are also introduced for driving organizational change, such as four questions for strategic planning, nine laws of nature, and the five disciplines of learning organizations.