HAL Portfolio Leadership Development Program’s Post

This week I discovered something inspiring about myself skills and competencies. at the African Leadership Development Centre (ALDC) I learnt that when you are not given the due credit for your ideas skills and contributions to your team or organisation, you should not stop adding value because you are building yourself in the process. Honestly I was at the point where I thought that I would stop giving my best but after that course I decided to try it out. To my surprise I realised that I had truly grown in terms of leadership. 1. My ability to deliver results under pressure has increased. 2. My ability to prioritise workload to ensure efficiency has increased. 3. I am not afraid of getting my hands dirty and behaving like a boss while others work. Am able to help and assist where needed. 4. I was able to divide labor so that everyone works together for the common good instead of leaving only one person to be loaded with so much to do and slowing time. 5. My communication and interaction amongst colleagues has improved am able to pass my information clearly without causing harm to anyone's feelings has greatly improved. For this I really feel good about myself and am hopeful that this will help me as in my future prospects in project management.

Congratulations to Shelly M. Gallup, RAC having earned her International Board Director Competency Designation (IBDC.D) following all of her hard work! Nice job, Shelly! You are truly an asset to the organizations you currently serve and all future Boards you will join. Shelly's testimonial at graduation: “I wanted to ensure that I obtained a good understanding of what it takes to become an exceptional Board Director and candidate. This course provided me with the framework to achieve my goal of becoming a Non-Executive Board Director. Additionally, it was important that I found a course that offered me certification, which signals to potential Boards and Nominating Committees that I am committed to strategy and governance excellence and value continuous learning. I felt like I came into the program with very little knowledge of a Board Director's role and responsibilities within a company and the value that they add. I learned more than I had expected, and I feel that I am now fully equipped to interview, land a Board Director role and feel confident in the position. I would absolutely recommend the program to others, and I already have. I believe that it is not only valuable information for someone who wants to hold a Board Director position, but also to anyone who holds a leadership position within a company. The course also provides insight into how a company should be structured, starting with the company's values.” Be sure to connect with Shelly - she is definitely a Director to watch! Join the most comprehensive global Board education & certification program currently on the market for aspiring and experienced Directors - get both the modern Board Director candidate packaging AND modern Board operations knowledge PLUS earn your International Board Director Competency Designation (IBDC.D) all in one shot: https://lnkd.in/deYh-U5 Available in 1:1, Group, & On-Demand registration options.

This has been a bittersweet week as we ran the close session of our latest high potential programme in partnership with QBE Europe. Designing, delivering and enabling the leaders on these programmes is a real privilege. Hearing from them what has made the most impact and the shifts they have made in terms of how they lead themselves and others is humbling. But it’s also sad to say goodbye, as being part of their journey for nine months means you care. So what did the delegates tell us was important in designing a leadership programme that really adds value to the business? 🙌 Connection is everything & needs active investment especially in global, hybrid businesses. We created mixed peer learning groups to build lasting relationships - one of the most powerful interventions you can provide to help people translate learning into continuous action 💔 Hearing vulnerability from senior leaders can be eye opening for others. It creates the best and strongest foundation for creating cultures where it truly feels safe to speak up. So taking time to connect senior leaders with the talent in their organisation brings more benefits than you might expect. 💡 External injections of insight matter. It’s too easy to default to providing content from within a sector’s ‘echo chamber’ in a desire to be relevant to an organisations context. Bringing a counter cultural perspective challenges ‘group think’ and is hugely valuable- and our thanks to our wonderful network of SME speakers who help us craft this 💉 Development should make you uncomfortable. We set an immersive business challenge around DE&I to help delegates translate learning into action. For many the topic area was uncomfortable- but this is what made it a powerful learning experience where they could apply insight acquired We’ve left the client with a group of future leaders equipped with skills they can refer to throughout their professional lives and ready to agitate for change that will continue to enhance how the business performs. I look forward to watching their careers accelerate in the future. Many thanks Matt Fotherby Maria Clancy Matt Beadle Dr. Campbell Thompson Megan Reitz Alex Gregory MBE Clare Allen Helen Buckwell Matt Dunphy Ceri Stokoe Emma Higgins Rob Stone Robert Kosova Nigel Terry Dyfrig Jenkins for all your input and congratulations to all Aspire 4 Graduates! #leadershipdevelopment #highpotential #insuranceleaders

I am happy to share that I have completed the CBS - Service Excellence Leadership programme 2024 🏆. The SELA programme has been an enlightening experience for me, both on a personal level and in my professional role and it was 100% relevant for the challenges in my daily work with Ramboll’s digital transformation including implementation of organizational changes and new operating models. I have been in the learning zone all the way 🚀. Thank you to everyone from the SELA 31 group for the new friendships and your great contributions to make this something special. A special appreciation to my Action/Learning Group for your collaborative efforts during the interviews at our companies. I have gained so much insight from your honest feedback and our many discussions 🎯. In my assignment, I worked with Ramboll’s challenges driving the digital transformation and here are some key findings (which may appear straightforward, yet there's greater depth to them): 📢 Globally Local: Ramboll's scope is global, yet it is paired with a strong, localized organizational structure and the empowerment of local projects, which can present barriers to a digital transformation. Success might hinge on implementing global market sectors and globalized competence centres. Moreover, success in implementing the global strategy may be differentiated by an understanding of Ramboll’s history and local cultures. 📢 Traditional Innovation: Balancing the embrace of emerging technologies and novel work methods with a foundation in traditional engineering and consultancy principles poses a barrier to a digital transformation. Success could lie in adopting two complementary operating models along with a process for exploring new client opportunities and creating an innovation ecosystem. 📢 Strategic Ambiguity: The strategic communication at Ramboll does not always match the pragmatic project work employees are involved in. Currently, my role involves navigating the space between global initiatives and the needs of markets and operations, akin to navigating a turbulent venturi with numerous streams and translations of the strategy into meaningful work. Success in this area is critical and relies on a continuous process of sense-making and the cultivation of strong relationships. Thanks to the Ramboll team: Anders, Charlotte, Jesper, Bo, Søren, Simon, Martin, Edward and David for sharing your insights and feedback. Thanks to all the people behind the SELA programme. I am especially grateful for having met jan molin. Thank you for the inspiring lectures and talks as part of the assignment work. #leadership, #digitaltransformation, #culture, #sensemaking

Here’s how I used lessons learned as a follower to become a good leader. My role as a chapter head and a Rotaract Club member are closely linked. I would never have been able to lead as a chapter head if I hadn’t joined the Rotaract Club. Being in a similar position as the club president, I observed every single detail. I noticed how he spoke to other members, encouraged them to complete tasks willingly, and inspired everyone to lead different activities. At first, I thought he was just a good person, but I later realized he was also a great leader.   He used various techniques to increase each member’s output. Here are the techniques that he used: - Value Every Member: He ensured that every member felt valued. This created a positive environment where everyone felt respected. - Engage Everyone: He made sure that everyone was engaged in projects and that no skill was left unused. He assessed what each member could do best and assigned tasks accordingly. This way, everyone was in the right place. - Empower Others: He pushed everyone into leadership positions. Rather than leading everything himself, he often encouraged other members to lead projects. I applied all these techniques when I became chapter head. 1. I made sure everyone and their opinions were valued. 2. I helped each of my team members realize their true potential by assigning them tasks that matched their strengths. 3. I pushed the most ambitious members into leadership roles and encouraged them to spearhead projects on their own. Here are 3 things that you should definitely include in your leadership style if you wish to become a good leader: 1. Create an environment where everyone feels valued and respected. 2. Engage all team members and utilize their unique skills. 3. Encourage and support team members to take on leadership roles. P.S. Have you ever been in a leadership position?

Reputation and relevance as a board director. Your relevance as a board director is constantly moving. You can be highly relevant in one role – executive or board – but not that relevant in or for another. When moving from an executive position into the board network, your executive experience while useful and important is NOT as relevant as you might think. The roles and responsibilities of a director are quite different from an executive, as are the legal consequences of getting things wrong. You might think you know about what a director does as you’ve probably worked with and reported to many of them. You may have even undertaken the Australian Institute of Company Directors director course. But we all know understanding the theory is one thing, applying it is another altogether. In addition, you need to consider the relevance of your skill set (or not) on the board. This is particularly true if you want to expand the sectors you want to seek board roles in. Most boards are now developed based around a combination of knowledge and skills across the board members. When was the last time you actively undertook new training, sought out learning experiences, engaged with the thought leaders in your industry or outside it? To understand your relevance as a board director you need to undertake an honest assessment of where you are at this moment in time and how this is going to serve you or not over time. If you want to be a board leader of the future, it’s time to take active steps to manage your board reputation and relevance now and into the future. The first step is to undertake a personal board director audit with a trusted mentor. And here’s that word again, TRUST. We’re all seeking it, surrounded by examples of where it has been damaged or broken, but it’s something we must have if we are to build stronger relationships and businesses that can thrive. #boarddirector #boardnetwork #executive #director #boardroles #boardmember #boardleader #boards #reputation #relevance

From my POV: (My weekly post on leadership ideas and concepts) I had grown into a full fledged manager in 2014, thrust into a role I wasn’t fully trained for, although I had some exposure of them in the past. I led in the capacity of lean six sigma manager, but as an individual contributor, yet needing to lead the site deployment towards growing the culture. One of my first task was to make known and regularize the tool for registration of the projects done - it was previously hidden. Uncovering and sharing the interface and the process took me some learning and experiencing, taking notes so it could be shared via a briefing/training. We made sure as many people were introduced and given the exposure on how to use the tool, maximizing the usage. My basic mantra had been, and always been - improvement is “by team, for team”. People need to know that they can achieve more by trying - to improve, make better. By giving them access and delivering results through their efforts, we instill pride of their achievements and the recognition it deserves. After the initial year, I grew my first staff, and we took the culture building to new heights. The keys were: 🔑 Take time to understand the role, and what are the success factors 🔑 Knowledge shared is a collective win - everyone achieves more by that elevated knowledge 🔑 Be faithful in the little things, you’ll have bigger things to handle (reliability factor) 🔑 Be clear with the focus, don’t get sidetracked or let ego derail us 🔑 Pride in our workmanship should be our guiding principles and honour system for excellence Today’s post is sharing a blast from the past. I’m grateful for my manager who saw the potential in me, and provided me the opportunity to succeed in my role. What are your takeaways from your big tasks? Or role change? Happy to learn from you. Have a great week ahead, my friends. Stay safe and healthy always! #rtblog #leadership

Ever found yourself at a leadership crossroads, thrust into a project's critical phase with Key Performance Indicators (KPIs) painting a daunting picture?   In my early days as a Team lead, I faced a monumental challenge – taking over the support of a major project in its stabilization phase.   Despite being a newly formed team, with me at the helm as a new team lead, the Key Performance Indicators (KPIs) painted a disheartening picture. Escalations and complaints from stakeholders became a constant, pushing us into a relentless firefighting mode.   Driven to transform the reds in the KPIs to greens, our efforts seemed futile as issues kept pouring in from all directions. The team's motivation dwindled, and anxiety loomed over the impending review. A pivotal moment occurred during my first monthly review with my manager when the question arose:   "What is the story these numbers tell?"   Caught off guard, I realized I had no answer.   This encounter sparked a revelation, teaching me the art of deciphering the narrative within KPI numbers. Armed with this newfound understanding, I redirected the team's focus, prioritized issues based on business impact, and witnessed a remarkable turnaround. Within weeks, significant improvements manifested, and over the next few months, the KPIs transformed from red to green.   As a new Team lead, the invaluable lesson learned was that narrating the story behind the numbers proved instrumental in effectively communicating the situation and charting a course for action.

I am Delighted to announce I have been awarded the Chartered Manager status. A Chartered Manager is a professional who has achieved the highest status in the management and leadership industry. They have exceptional skills and a high commitment to continuing professional development (CPD), and their status as a Chartered professional in recognition of their expertise. To become a Chartered Manager takes investment in building the necessary skills, knowledge, and expertise to make a successful application for the status, which the Chartered Management Institute (CMI) will grant or deny. The CMI is the only professional body that can make you a Chartered Manager, although it is possible to study CMI-accredited courses at other institutions. Backed by our Royal Charter, CMI is the only professional body able to award Chartered Manager status. Chartered Manager | Membership - CMI (managers.org.uk) The benefits of becoming a Chartered Manager Becoming a Chartered Manager transforms you into a considerable asset for your organisation. You’ll develop stronger management skills. You’ll increase your self-awareness, a crucial factor in successful management. You’ll gain more confidence. You’ll reward yourself with a formidable competitive advantage, with your status confirming you have the skills and attributes required to lead successfully. The benefits of hiring a Chartered Manager for your organisation It stands to reason that if you are recruiting a manager with Chartered Manager status, their status is your guarantee that they can offer solutions and deliver results. You’ll be hiring someone who: Follows a strict code of ethical leadership. Can help to develop other members of the organisation, creating new leaders. Strives to improve continuously. Can reduce staff turnover by exerting a positive impact on other members of the team.

3 Weeks Done! …and we’re already hearing the rumblings…”we almost finished already! you sure?” At the end of this 2nd cohort, we will have maximised nearly 90 Middle Managers WhoHoo 💃🏽💃🏽💃🏽 Here is what a Maximised Middle Manager looks like: Confident in their role and responsibilities as the vital link between their company’s vision and the results Empowered to bringing out the “best” out of their team members and getting positive results utilising theirs and their team’s skills  and strengths Capable of managing themselves and mastering their time so that they get more done in less time. During our workshops, we love giving out spot prizes. Can you tell? We had 3 winners today... online attendee Jodi-Ann from Jamaica Promotions Corporation (JAMPRO) and here I am with Sherrae from Jamaica Broilers Group Limited and Carson from Hilo Food Stores, a division of GraceKennedy Ltd. They are such Rock Stars 🎇 Register yourself or your team for our next cohort starting April 10. Your team and your company deserves a #MaximisedManager #vision #mission #MMM #LeadershipDevelopment #Transformation