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”

ARTICLES