S.H.E. rally inspires young women

first_img Email the author Remember America’s heroes on Memorial Day “All speakers volunteered their time and paid their travel expense just to meet and inspire the ladies in the Pike County area. Plans underway for historic Pike County celebration By Jaine Treadwell Skip Sponsored Content Latest Stories Pike County Sheriff’s Office offering community child ID kits Book Nook to reopen In August, an in-school female mentor group, L.I.F.E (Leadership, Image, Finance, Etiquette) was implemented at Charles Henderson High School. “Several volunteers from the community met with the young ladies by-weekly to provide guidance, teach life skills and provide inspiration,” said Kristina Anderson, CHHS assistant principal. “After seeing how well the girls responded to the program in school, I decided that CHHS needed to share its positive outlook with the community. This was the inspiration for the S.H.E. (Self-Reliant, Hopeful, Empowered) Rally. S.H.E. rally inspires young womencenter_img Troy falls to No. 13 Clemson There were several vendors and exhibitors, including the Child Advocacy Center, Delta Sigma Theta Sorority-Troy Alumnae Chapter, Job Corps, Paparrzi Jewelry by Valerie Smeadly, Education Like Me, Troy University-National Pan-Hellenic Sororities, Sav-A-Life, Awaken Holistic and Nina Goshea’s Specialty and Custom Design Print Article Published 3:00 am Tuesday, December 26, 2017 The Penny Hoarder Issues “Urgent” Alert: 6 Companies… TB&T Gives away giant stocking Each year, the Troy Bank & Trust KidsAdvantage Club sponsors a Giant Christmas Stocking Giveaway. This year’s winner for Pike… read more You Might Like After obtaining permission from CHHS Principal Brock Kelley, Anderson said she, Adria Hill and Jennifer Ramirez bean planning the S.H.E. Rally.“After sharing the idea with some of the mentors of LIFE, ideas were bounced around and a final draft created,” Anderson said. “Our speakers for the rally were Dr. Kimberly Brown-Pellum of Houston, Texas, Buffie Williams of Troy, Chelsey Holland of Brundidge, Shellie Bo Taley Williams of Dallas, Texas and Tamara Williams of Brundidge. Around the WebMd: Do This Immediately if You Have Diabetes (Watch)Blood Sugar BlasterIf You Have Ringing Ears Do This Immediately (Ends Tinnitus)Healthier LivingHave an Enlarged Prostate? Urologist Reveals: Do This Immediately (Watch)Healthier LivingWomen Only: Stretch This Muscle to Stop Bladder Leakage (Watch)Healthier LivingRemoving Moles & Skin Tags Has Never Been This EasyEssential HealthMost 10 Rarest Skins for FortniteTCGThe content you see here is paid for by the advertiser or content provider whose link you click on, and is recommended to you by Revcontent. As the leading platform for native advertising and content recommendation, Revcontent uses interest based targeting to select content that we think will be of particular interest to you. We encourage you to view your opt out options in Revcontent’s Privacy PolicyWant your content to appear on sites like this?Increase Your Engagement Now!Want to report this publisher’s content as misinformation?Submit a ReportGot it, thanks!Remove Content Link?Please choose a reason below:Fake NewsMisleadingNot InterestedOffensiveRepetitiveSubmitCancel By The Penny Hoarderlast_img read more

Failing to talk business

first_img Comments are closed. Line managers and development professionals are frighteningly at odds overwhat makes a good business leader, according to new research. Catherine Baileyand Martin Clarke reportLeadership development is a big-ticket item in anybody’s book. Notsurprising, perhaps, at a time when the need for futuristic vision, innovationand change at all levels of a business seem vital for companies to survive. As the need for these capabilities is understandably greatest at the top ofan organisation, it is usually high on the agenda of most HR development (HRD)practitioners. It is high-profile work, but is it high impact? According torecent research undertaken at Cranfield School of Management, 60 per cent ofmanagers described business leader development (BLD) in their organisation ashaving a low impact on personal behaviour, and 54 per cent as having no impacton business performance. Unfortunately, Cranfield’s research suggests that HRD may be part of theproblem, but it also highlights how this can be dramatically reversed. Insimple terms, there is a choice, Either stick to the safe ‘best practice’advice or take a risk and challenge some of HRD’s assumptions. Startling findings Cranfield’s two-year, two-phase study into innovations in BLD examined theviews of more than 400 UK and US line managers and HR professionals. Thestartling picture that emerged revealed a high degree of disconnection betweenthe strategy, implementation, content of BLD and what managers see as businessneed. As a result, much BLD is simply too fragmented and unfocused to make adifference. When leadership is at such an organisational premium and there isno shortage of development advice and expertise, what explains this alarmingfinding? Cranfield found three clear reasons. 1. BLD value and processes are poorly understood at executive level In Cranfield’s first survey, less than half (48 per cent) of respondentsbelieved their organisation to have a strategy for developing leaders, and fewof these could clearly articulate it. Only 20 per cent could identify any sort of strategic driver for BLDactivity. For many, it was viewed as simply a response to tactical short-termpressures or initiatives. Few appeared to understand the choice of developmentactivities. While this highlights the importance of the HRD professional’s rolein educating his executive colleagues about how to release the potential of theorganisation’s leadership cadre, Cranfield found that many HRD practitionersdid not always have a good grasp of the issues in business leader development.In particular, they were often stymied by how to align the development of thedifferent managerial populations and the use of different methodologies withbusiness needs. The resultant ‘misalignment’ might well account for much of thedisconnection reported by line managers. Even with a good grasp of the issues, trying to educate corporate colleaguesis hugely difficult and frustrating if they don’t possess the businessleadership capabilities necessary to take a strategic view in the first place.In these ‘unfavourable’ circumstances, the HRD professionals who made the mostimpact with BLD were those who put aside the mantra of ‘senior managementbuy-in’ and were prepared to get political. They built support for theirinitiatives from the bottom up, and were prepared to be covert about theiractivities until they had proved the viability and value of the initiative. 2. Failure to discriminate between short- and long-term BLD Most of the executives surveyed, felt BLD should be driven by short- ormedium-term business goals. Yet, 70 per cent believed their company’s stock offuturistic thinkers was lacking. It is not difficult to see how basing BLD onshort-term/medium-term goals may well impoverish longer-term strategic thinkingand perpetuate a short-term perspective. Equally understandable is the impact of this executive short-termism on anHRD preference for development activities that deliver more immediate businessresults such as in-house, on-the-job, project-based, action learning‘one-size-fits-all’ approaches. Not surprisingly, the survey found apredominant view among managers that HRD didn’t have a strategic contribution,they simply provided a series of (apparently) disconnected development activities.This view was exacerbated by the methods used to evaluate BLD. Managers didnot generally distinguish between evaluating individual or organisationalimpact, or both, and whether they were focusing on immediate measures orultimate outcomes. This confusion might account for the low expectation ofevaluation activity and the real difficulty that managers had in relatingbusiness benefits to the development of future-focused business leaders. There were examples of organisations that had greater clarity. One highstreet retailer, focusing on leadership development as a method of majorcultural alignment, appropriately used staff attitude surveys and a balancedscorecard to track substantive movements in employee behaviour. Another, giving preference to high- potential development for longterm-leadership capability and succession planning, usefully measured successin terms of retention and job moves. Those HRD individuals who were able to be more discriminating about long- andshort-term business development goals were careful to distinguish between theneeds of the business and different leadership development populations (seebox). One financial services organisation, recognising its business’s long-termneed to be more innovative and entrepreneurial in its strategy-making, forexample, focused on developing a small group of senior managers who would havethe capability to embrace high levels of ambiguity and curiosity. These leaders would, in turn, use their organisational visibility to rolemodel these behaviours to others. These personal attributes were developedthrough individually tailored development plans, not a standardised internalprogramme. Early signs suggest being selective about the group and development contentcan lead to changed behaviour in the business. Of course, such differentiationcan often seem to cut across HR concerns for organisation-wide consistency andinclusion, but failure to take a discriminating and targeted stance at bestonly leads to diluted impact, at worst, wasted investment. 3. HR thinking at odds with senior managers A third reason for disconnection and fragmentation of BLD emerged insignificant differences in thinking between HR and executive colleagues.Staggeringly, only 48 per cent of HRD professionals saw a direct link betweenexecutive development and business performance, for example, in contrast to 67per cent of line managers. This alone would make the task difficult foreducating executive colleagues in the value of BLD. A difference of perspective was also evident in preferences for internaldevelopment activities. For example 94 per cent of the HRD respondents ratedinternal business projects of high value, in comparison to only 67 per cent ofsenior line managers, while only 42 per cent of HRD professionals viewedexternal business school programmes of value, in contrast to 64 per cent ofsenior line managers. Does this suggest that line managers place greater value on externaldevelopmental experiences than HRD? Is HRD driven more by concerns to reflectin-vogue management development ‘best’ practice advice than by business needs?At best, this kind of disconnection from the views of business leaders reducesHRD’s ability to influence the BLD agenda. At worst, HR professionals riskbeing seen as an increasingly irrelevant player in what really matters – thestrategic leadership of the business. Neither are these findings isolated. Other research suggests line managementis often largely ambivalent or negative about the influence of managementdevelopment specialists in the organisation and their ability to take astrategic overview. In the US, advice for executives trying to achieve greaterbusiness alignment in their BLD includes placing line managers in HRD roles. Wherewill this leave HRD professionals? Difference If HRD is to realise the business impact potential of BLD, it needs todevelop its capabilities as leaders of leadership development (see box). Thelessons from this research are clear; HRD must enhance its strategicperspective of the business. In doing so it will be better placed to challengethe short-term thinking of senior management colleagues and forge closeralignment between BLD content and longer-term business needs. Alternatively, iffaced with intransigent top management myopia, it may well mean taking personalrisks to drive development without senior buy-in. HRD professionals need to face the possibility that if they are unable torespond to these challenges, then enlightened executives could take the lead.Which way it will go has yet to be determined – the door is still open in manyorganisations for HRD professionals to step in to make a real impact, butalready there are sounds of doors shutting. One influential US research team suggests leadership development is tooimportant and strategic to be left to HR! According to Cranfield’s research,what isn’t up for debate is the overwhelming need for businesses of tomorrow tohave futuristic, innovative and change-hungry leaders at every level who canalso meet the short-term delivery of business certainty. Sooner, rather than later, it will no longer be an issue of whetherleadership development is the key to this strategic capability, but aquestionof who is leading the cause. You must decide. Leadership ploysA discriminating approach toleadership development:– Requires the will to make hard choices about thosedevelopment activities that deliver immediate pay back and those that buildsustainable strategic capability– Means challenging short-term managerial thinking aboutdevelopment – this needs resilience and clarity– Requires you to deal with the conflicting demands ofnurturing an inclusive approach to leadership development and the need fordeveloping diverse and innovative thinking– Requires clear communication of the rationale for yourapproach to all management populations so they can see how their needs areaccommodated and what your role is in the processLeading leadership development– Examine your own approach to BLD.To what extent are you influenced by HRD ‘best practice’ solutions at theexpense of alignment with business needs?– Tune into longer-term business needs and harness yourprofessional drive for innovation and leading-edge methods in the service ofbusiness strategy, not professional dogma– Don’t collude with short-term management thinking, challengeit, and learn to use politics constructively in the long-term interests of thebusiness (See ‘Smart Management, how to be a good corporate politician’Training Magazine, March 2002). – Build strategic as well as functional expertise. If you wantto influence those with influence, then you need to operate in the same arena.This means building an ‘external’ leadership perspective; understandingbusiness positioning, the competitive landscape, having a view of your industryand business innovations from outside yourindustry. An external perspectivehelps you to understand your organisation’s strategic issues and therefore tosegment the needs of your BLD population more acutely. (Ideas on developing anexternal perspective will feature in a later edition of Training Magazine)– Become an ambassador for the value of this externalperspective in the development of your own business leaders Related posts:No related photos. Previous Article Next Article Failing to talk businessOn 1 Mar 2003 in Personnel Todaylast_img read more