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Mentoring Vs Sponsorship in Business

How to find a Sponsor

Mentoring and Sponsorship are both essential for anyone wanting to progress their  career – mentoring is the process of preparing people to move up the ladder, where as sponsorship is what actually makes things happen. Sponsorship is far riskier. It requires senior executives to spend their own political capital, and even put their personal credibility on the line

Whilst more women than men now have multiple mentors, the percentage of female senior executives still only lies at 15.7% (a 4% increase from 1998) Why?  The Catalyst study of 4,000 MBAs of both sexes, argue that one of the main reasons for this is that men are still more likely than women to have powerful sponsors.

“High-potential women are overmentored and undersponsored, relative to their male peers,” Christine Silva, a Catalyst senior director. “Without sponsorship, women not only are less likely than men to be appointed to top roles, but may also be more reluctant to go for them.”

Five ways to find a sponsor:

1. Build on a mentoring relationship.

2. Identify higher-ups who inspire you.

 3. Whenever possible, let a potential sponsor see you in action.

4. Suggest improvements in the way things get done.

5. Ask.

 

For the full article please see

http://management.fortune.cnn.com/2012/09/21/women-mentorship-sponsorship/

 

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Win the War for Talent

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The 7 Skills Needed by Leaders to Manage Change Effectively

The 7 Skills  Leaders Need to Manage Change Effectively

 

Leaders have a key role as “change agents”. Dale et al.,(2002) discusses the 7 Skills that are needed by Leaders to Manage Change Effectively

 

  • The ability to work independently, and without the power, or support of the management hierarchies
  • The ability to be an effective collaborator (i.e., leaders must compete in ways that enhance co-operation)
  • The ability to form and develop high trust, and ethical relationships
  • Self-confidence tempered with humility
  • Respect for the process of change (as well as the content of change)
  • Ability to work across business units, and adopt a multi-faceted approach
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Women, Leadership and Sports

Women and Leadership

Sports have been highlighted by the United Nations as one of the key contributors to achieving the Millennium Development Goals, namely through the promotion of gender equality and the empowerment of women. Many girls in emerging economies are increasingly viewing sports as a pathway out of their current circumstances and as an opening for future alternatives.

Sanyin Siang suggests that the combination of technology, social media and greater female participation in sports will help advance women beyond sports.  During  London 2012, billions of people from across the globe were able to access results, images, and stories from the games (the opening ceremony  itself touched upon the themes of technology and social media) . Women  were able to see other women competing and winning in every sport. These  were the first games in which every participating country sent a female delegate, including pioneering women from nations such as Libya, Brunei, Iraq, Yemen, and Qatar.

So How Can Sport Contribute to Business Leadership?

Playing sport requires mental discipline; it fosters resilience and agility, as well as promoting the social skills and team orientation required by great leaders.  By engaging in, and appreciating sports, women are more likely to experience greater social inclusion in the workplace.

A 2002 Oppenheimer Funds Study further found that 82% of female business executives played organized sports after elementary school, 20% more than the general population. The correlation between participation in sports and success among women can be seen among high-profile leaders:

MD for IMF Christine Lagarde competed in synchronized swimming

PepsiCo CEO Indra Nooyi played cricket

Kraft Foods CEO Irene Rosenfeld engaged in 4 varsity sports in high school and basketball in college

HP  CEO Meg Whitman playing lacrosse and squash

 

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DCP Steps Back in Time

DCP takes a look at the history of 70A

Last Summer DCP had the great pleasure and privilege of meeting Fred O’Callaghan. Fred’s family were one of 70 A’s original occupants.  As we showed Fred around 70A (the home he left 7 decades earlier!), he was kind enough to share with us his cherished family memories, some of which have been captured by these incredible photos.

 

Fred O’Callaghan’s parents wedding reception (now DCP’s front reception room)

James Duffy (1861-1934) Fred’s uncle in DCP gardens pictured with the  antlers of Ireland’s last Elk (from National Museum Dublin)

 

Fred and family outside the steps at DCP

Another family picture taken outside DCPs frontdoor

Robin Sharma- Leaders Who Have No Titles- Leadership Seminar September 2012

This month DCP had the pleasure of attending one of Robin Sharma’s leadership seminars, where he took the group through a very enjoyable morning of practical tips and the latest thoughts on leading in today’s workplace.

 

As he outlines in his latest book ‘The Leader Who Had No Title’, Robin believe that we can all be leaders, and it is the ‘bigness of your impact, not the size of your position’ that really sets you apart as a great leader. He shared firsthand how he has worked with his clients (including Coca-Cola, Starbucks and Nike among others) to help them grow through their many and different challenges, to continue to be the world class organisations they are today.

 

Robin believes that the most successful companies are those who foster a culture where everyone is considered a leader, titles have no impact and each person contributes in their own way to the goals of the organisation. He believes people are at their best in work when they develop the skills that allow them to distinguish between the ‘real work’ and what he calls ‘fake work’, i.e. constant checking of emails, updating blogs and everyday distractions. He offers a number of tips to help people acheive this, and,  increase their productivity doing valuable work so that everyone can contribute to the business in a meaningful and leader-like way.

 

 

Some really practical tips he shared with us include:

 

7 ways to instantly increase your productivity

1. Spend the first 90 minutes of every day focused on money making activities

 

2. Set yourself the 40 day challenge to get up extra early to focus on what you want to achieve that day, exercise, or read the latest business books in your field, he recommends a 5am start to really make use of the most valuable time of the day

 

3. Set yourself 3 goals and focus on these exclusively for 100 days; make sure they are ‘game changing’ ideas and make them your obsession

 

4. Operate a ‘no office’ mentality, Robin recounted how some of his most successful clients avoid the clutter and distraction of a desk and work from their boardroom or meeting rooms

 

5. Construct a weekly schedule for yourself where you document all your commitments and priorities for the week, he does this on Sunday mornings and includes from family time, time spent on personal interests to travel and work commitments

 

6. Spend one hour a day with no stimulation- he advocates avoiding your phone/ipad/tv etc during this time, he uses his to catch up on his journal and read

 

7.  Associate with the giants- spend as much time as you can with successful people and learn everything you can from those you admire

 

Thanks to the ICBE for organising such a great event.

 

If you the above has sparked an interest you can find out more on Robin’s website, where he shares his resources including his blog, vlog, free e-book and many more useful and practical articles and thoughts.

http://www.robinsharma.com/resources

The Talent Myth: How to Maximise your Creative Potential

The Talent Myth: How to Maximise your Creative Potential

The new, emerging view in talent research, favours the argument that talent is borne more by our actions (i.e., the combination of intensive practice and motivation)  than our genes. Daniel Coyle outlines his collection of simple, practical tips  – all field-tested and scientifically sound – for improving these skills. These tips have been formulated and taken directly from the talent hotbeds he visited and the scientists who research them.

  • Look at who you want to become   Studies show that even brief connections with role models can vastly increase unconscious motivation.
  • Steal without apology Stealing, often entitled ‘influence’ has a long tradition in art, sports, and design. E.g., The young Steve Jobs stole the idea for the computer mouse and drop-down menus from the Xerox Palo Alto Research Centre
  •  Be willing to be stupid Some places encourage ‘productive mistakes’ by establishing rules that encourage people to take risks. Google offers ’20 per cent time’, where workers are given a portion of their work time to spend on private, non-approved projects they are passionate about, and thus ones for which they are more likely to take risks.
  • Choose spartan over luxurious Coyle argues that luxury is a motivational narcotic: it signals your unconscious mind to give less effort. Talent hotbeds are not luxurious. E.g., The world’s highest-performing schools – those in Finland and South Korea – feature austere classrooms that look as if they haven’t changed since the 1950s.
  •  Figure out if it’s a hard skill or a soft skill Hard skills and soft skills are different (both use different structures of circuits in your brain), and thus are developed through different methods of deep practice. Hard, high-precision skills are actions that are performed as correctly and consistently as possible, every time. Soft, high-flexibility skills, are those that have many paths to a good result, not just one.
  • Honour the hard skills Most talents are not exclusively hard skills or soft skills, but combinations of the two: Prioritise the hard skills – these are more important to your talent in the longrun. Many top performers place great importance on practising the same skills they practised as beginners.
  • Don’t fall for the prodigy myth. A well-established body of research shows that that that talent is an inheritance is false. In fact, early success turns out to be a weak predictor of long-term success.
  • Many top performers are overlooked early on, then grow quietly into stars. E.g.,  Charles Darwin (considered slow and ordinary by teachers), Walt Disney (fired from an early job because he “lacked imagination”), Albert Einstein, Louis Pasteur, Paul Gauguin, Thomas Edison, Leo Tolstoy, Fred Astaire, Winston Churchill, Lucille Ball, and so on. One theory, put forth by Dr Carol Dweck of Stanford University, is that the praise and attention prodigies receive leads them to instinctively protect their ‘magical’ status by taking fewer risks, which eventually slows their learning.

 

If you have early success, do your best to ignore the praise and keep pushing yourself to the edges of your ability, where improvement happens. If you don’t have early success, don’t quit. For a full look at the article please visit

http://www.independent.co.uk/arts-entertainment/books/features/the-talent-myth-how-to-maximise-your-creative-potential-8073427.html?origin=internalSearch

 

Discover how DavittCorporatePartners can help you to:

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How Focusing Only On Positive Thinking And Ignoring Everything Else Can Have A Negative Effect

How focusing only on positive thinking and ignoring everything else can have a negative effect – Oliver Burkeman

The New York Times published an interesting article on the power of positive thinking in light of motivational speaker Tony Robbin’s fiasco in San Jose where 21 people were treated for burns after walking barefoot over hot coals as part of an event called Unleash the Power Within

  • Do relentless self- affirmations, positive visualisations, cheery slogans, and efforts to stamp out any negativity truly lift an individual’s mood? Psychologists at the University of Waterloo concluded that these statements can actually make people with low self-esteem feel worse. Psychologist Gabriele Oettingen also found that visualising a successful outcome, under certain conditions, can make people less likely to achieve it
  • What about goal setting in businesses?  Research shows that by fixating too vigorously on goals in an organisation’s overall mission can be distorted in desperate efforts to meet some overly narrow target (employees are also more likely to engage in unethical behaviour to meet these goals)

 

For a full look at the article please visit

http://www.nytimes.com/2012/08/05/opinion/sunday/the-positive-power-of-negative-thinking.html

 

 

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Talent Management III

Talent Management – It isn’t just about succession planning.

Many companies claim that they have a talent management strategy, when in fact, what they have is a contingency plan for replacing those occupying the top slots). Of course, succession planning is a critical component of any talent strategy, but the two are not synonymous.

Companies that are serious about talent management look across all levels and functions – they don’t just limit their time and finite resources to succession management.

Their approach is defined by three key distinctions:

  1. They balance the focus on “critical” positions and key players
  2. Their energy is directed at building a “pipeline” of a ready supply of leaders, rather than matching individuals with a specific future role
  3. They are careful not to treat all roles alike. They plan for the future security of “business critical” roles – those roles identified as adding unique value

If there is one rule of thumb that should guide your talent management efforts, its this: Your talent pipeline is only as strong as its weakest link. While there is no denying the importance of succession management, successful organisations need effective leaders at all areas and in all functional areas. If you are weak in one area of the pipeline, its likely to affect other areas of the organisation as well.

Building a strong talent pipeline is the most effective way to mitigate future risk, by ensuring that your organisation will have the leaders it needs to address future challenges.

Dont forget Mid Level Leaders

While there is a tremendous level of awareness that the need to focus on succession management and high potentials, organisations are increasingly acknowledging the need to develop mid-level leaders. As the critical link between the strategic level and the front lines, mid level leaders have an important, if overlooked, role in strategy execution.

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Talent Management

Talent Management I: What is Talent Management?

In simplest terms, it is the recruitment, development, promotion, and retention of people, planned and executed in line with your organisation’s current and future business goals.

An effective talent management system builds a winning organisation by:

  • Connecting corporate strategy with the leadership required to execute it
  • Defining what great talent looks like
  • Putting the best talent in every job
  • Developing the right skills at every level
  • Identifying and developing high potentials as part of a proactive succession planning process
  • Managing the performance of all employees- at all levels- to drive bottom-line performance.

Smart companies are getting wise to talent as a differentiator. Research bears this out: a whopping 96 percent of chairmen in a recent survey ranked talent management as highly important to the success of their organisation

 

Talent Management II: Leadership and Strategy

Your leadership needs are informed by your business strategy, including measures of success. Yet, most companies’ strategic business plans don’t incorporate an aligned strategic talent plan. This amounts to not thinking through how the business will be executed. To ensure your business and talent strategy complement each other, start with the end in mind. Based on your business strategy, what future challenges will leaders likely need to address? What kind of leaders do you need? And how many?

Can you articulate your talent strategy and how it ties to and supports your business strategy? If not there’s a good chance your business and talent strategy are out of alignment.

Conducting a Talent Audit

Talent Audits typically involve assessment of significant groups or whole strata within the organisation (e.g., the top two senior leadership levels), to give a robust evaluation of an organisation’s capability to execute desired strategy, as well as individual readiness to step up to various leader imperatives.

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Can Low Self Confidence be Instrumental to Career Success?

Can Low Self Confidence be Instrumental to Career Success?

 

In this months HBR, Tomas Chamorro-Premuzic (business psychologist at UCL) re-examines the cliché that high self-confidence is instrumental to career success.

He even argues that, low self-confidence can make you more successful. Chamorro-Premuzic spent years researching and consulting on talent, before concluding that self-confidence is only helpful when it’s low. Whilst extremely low confidence is not helpful (inhibits performance by inducing fear, worry, and stress) just-low-enough confidence can help people chase more attainable, and realistic goals. If you are serious about your goals, low self-confidence can be your biggest ally to accomplish them.

 

  • Lower self-confidence makes people pay attention to negative feedback and be self-critical:Whilst low self-confidence may turn people into a pessimist, pessimism combined with ambition can produce outstanding performance. To be the very best at anything, people need to be their harshest critic (most individuals tend to ignore negative feedback). Exceptional achievers always experience low levels of confidence and self-confidence, but they train hard and practice continually until they reach an acceptable level of competence.
  • Lower self-confidence can motivate people to work harder and prepare more: When people are serious about their goals, they will have more incentive to work hard (low confidence is only demotivating when people are not serious about their goals). Most people like the idea of being exceptional, but not enough to do what it takes to achieve it.
  • Lower self-confidence reduces the chances of coming across as arrogant or being deluded: According to Gallup, over 60% of employees dislike or hate their jobs, as a result of having narcissistic bosses. Lower self-confidence reduces not the chances of coming across as arrogant, People with low self-confidence are more likely to admit their mistakes — instead of blaming others — and rarely take credit for others’ accomplishments. This is arguably the most important benefit of low self-confidence because it points to the fact that low self-confidence can bring success, not just to individuals but also to organizations and society.

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Develop Leadership in Your Organisation

Win the War for Talent

Realise Individual Potential

Align Behaviour with Corporate Values

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