I ALWAYS LOVE veteran author and publisher Joe Esposito’s thoughts. He is a witty and astute observer with the valuable eye of an experienced and passionate participant in research and scholarly publishing.
This year Joe has done a lot of work looking at society publishing, which is all well worth reading. The extent to which a professional or scientific society relies on publishing as a way of fulfilling its mission can vary greatly; some societies see their journals and books as the very core of their offering, whereas for others they are cash cows to support other member activity. Either way there are a bewildering range of options and new challenges thrown up by the digital shift. Commercial publishers have a lot to offer.
In this article Joe describes neatly what commercial publishers can and do offer societies (in addition to the obvious: sometimes enormous sums of money).
Looking at this from the publisher’s point of view, there are also untapped benefits (as well as the obvious financial return, “bulking up” and niche domination) from associating with societies. These include acquiring credibility, access to domain expertise, the creation or strengthening of communities or networks of authors, and perhaps strategic growth into new geographies and subject areas.
Of course there is also a very human side of this. Staff in publishing companies often come from academic backgrounds and look for the personal validation that comes from rubbing shoulders with society grandees. For a while I was, though a pretty humble physics grad, the publisher of the outstanding Landau and Lifshitz series of textbooks – The Course of Theoretical Physics. It makes me proud still, though all I did was keep them in print for a few years.
Club Elsevier, as mentioned at the end of Joe’s blog post, is much more fun when the disco floor is full of big-name society people and famous authors.
Did you know that, as an SME business, you could be eligible for Growth Accelerator match funding up to £2,000 to meet your Leadership Development needs within the business? APPLY NOW – funds are limited and we’d be delighted to help you meet your business ambitions.
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Tags: ambitious business, BoardDevelopment, business coaching, coaching, commercial publishing, Development, effective leadership, EffectiveLeadership, EthicalLeadership, executive coaching, Facilitation, growth accelerator, Joe Esposito, Leaders, LeaderShape, Leadership, LeadershipBehaviour, match funding, match fundng, OrganisationalLeadership, printed book, publisher, publishers, publishing, publishing industry, TranspersonalLeadership
Tags: behaviour change, BoardDevelopment, business coaching, coaching, Development, effective leadership, EffectiveLeadership, EmotionalIntelligence, enterprise culture, growth accelerator, high performance, L&D, LeaderShape, leadership assessment for talent development, leadership development, learning and development, management style, realise ambition, senior management development
DEVELOPMENT PROGRAMMES that meet a need to be transformational or drive change should ideally use coaching skills from a facilitator. They are designed to create ownership and insights that provide the conditions for lasting change for the individuals/ team and organisation.
Unique expertise for high growth businesses
COMPANIES WITH THE POTENTIAL to rapidly increase their turnover and/or number of employees can now apply for the new GrowthAccelerator service designed to help England’s high-growth SMEs achieve their ambitions. Leadership and Management (L&M) is an integral element of GrowthAccelerator, seeking to develop the capabilities of leaders and their senior teams and to drive business growth. It offers valuable match funding worth up to £2,000 each to help develop your leadership and management skills and support the growth objectives of your business. Match funding significantly increases the value of senior management development programmes you invest in – so you gain more access to the tools and skills that are most relevant to your business needs.
Businesses that have been assessed as having the ambition, opportunity and capacity to achieve high growth will be offered leadership and management development. Your candidates will learn:
• Effective personal leadership and management styles
• How to lead and manage high performance
• To plan and develop an effective organisation
• To create a joint enterprise culture
• How to sustain growth and continuous improvement
• To embed a culture of innovation
• Strategies for new market entry
Currently there is no limit on the number of senior managers that can be supported. CONTACT US NOW to find out if you are eligible and how we can work with you. Funds are likely to be limited so it’s important not to delay if you have a Senior Management learning and development issue we can help you address.
Advantages for you
Being part of GrowthAccelerator helps grow your client base and introduces you to the largest network of high growth business experts ever put together in England. This unique service provides the new connections and new ideas you need for your businesses to achieve rapid growth.
GrowthAccelerator is where …
AMBITIOUS businesses go for new connections and the new ideas they need to achieve their full potential.
THE SHARPEST business brains gather to share knowledge and expertise
DRIVEN businesses go to realise their greatest ambitions
FORWARD-thinking businesses find the inspiration to leap ahead of their competitors.
Topics you may wish to tackle include:
- Leadership styles and the role of the leader
- Change management
- Communication of your strategy
- Performance management
- Sales and marketing
- Innovation and culture
- Quality and continuous improvement innovation
See how we have helped SME company, Poolia Parker Bridge develop its leaders.
Tags: BehaviouralChange, BoardDevelopment, CEOs, coaching, Development, EffectiveLeadership, EmotionalIntelligence, EthicalLeadership, executive coaching, NHS England, NHS leadership, Nuffield Trust, OrganisationalLeadership, Simon Stevens, Simon Stevens NHS, TranspersonalLeadership
THE NEW NHS England CEO, Simon Stevens, is a breath of fresh air. He is offering new perspectives on the challenge to leaders, and one key message, recognised by the Nuffield Trust, is the need for organisations to work across boundaries, and to abandon a top-down approach in favour of establishing new models of care that work locally.
This is demanding for board members – how can you get the right sort of change while devolving decisions about that change? The answer Simon Stevens offers, and he is right, is to develop “values-based leadership” to create a climate conducive to the right sort of change. This will take emotionally intelligent leaders, and a questioning and challenging board, working in the interests of the public and not within organisational silos.
See Simon Stevens’ speech to the NHS Confederation here
And we have provided the response from the Nuffield Trust also.
The LeaderShape Faculty has worked with many boards and directors in the NHS to develop leadership and build strategies, so please get in touch on email@example.com if you would like to discuss these issues with us.
Duncan Enright, LeaderShape.
Tags: BehaviouralChange, BoardDevelopment, business coaching, CEOs, coaching, CoachMentors, Development, effective leadership, EffectiveLeadership, EmotionalIntelligence, EthicalLeadership, executive coaching, executive leadership development, greenfern, jagdish kini, LeaderShape, Leadership, LeadershipBehaviour, mohan menon, nikhil nehru, TranspersonalLeadership, vinesh singh
Managing Partner of LeaderShape India, Nikhil Nehru, says: “These new relationships will add to our expanding, dynamic team, working across India.”
And reaching further…
WE ALSO WELCOME Bangalore-based Vinesh Singh. Since 2006, he was a Vice President at India’s largest private sector company, Reliance Industries. With an academic background in management and finance from the UK and India, he has over two decades of retail sector experience with leading multinational, Bata India, in areas including Finance, Corporate and Project Management.
Tags: AdvancedQualifications, BehaviouralChange, BoardDevelopment, business coaching, CEOs, coaching, Development, EffectiveLeadership, EmotionalIntelligence, EthicalLeadership, executive coaching, Leaders, LeaderShape, Leadership, leadership assessment, leadership assessment for talent development, LeadershipBehaviour, Motivation, OrganisationalLeadership, SeniorAppointees, talent development, talent management, UniversityOfChester, women leaders
SENIOR BUSINESS AND ACADEMIC leaders from Tata Management Training Centre, Claire’s Stores, Henley Business School and the Chartered Institute of Personal Development (CIPD) have endorsed a unique publication showing how organisations can grow and develop tomorrow’s leaders, in-house.
Co-author/editor of Leadership Assessment for Talent Development, John Knights, Chairman and co-founder of LeaderShape says:
Many of today’s leaders reach the organisational pinnacle because they are great at getting there, not because they are a great leader when they arrive. We need to identify and develop those people who will be excellent when they are in the top position.
The publication highlights a new roadmap for CEOs, Directors, Managers and HR professionals, detailing how organisations can use assessment tools to go far beyond recruitment and selection; the aim is to recognise and develop key individuals, as part of a comprehensive talent management and development strategy. Researched and authored by several members of LeaderShape and the University of Chester’s Centre for Work Related Studies faculties, the extensive source material covers well known public and private sector bodies, as well as family firms and SMEs, collected over 15 years.
Director of LeaderShape and contributing author, Danielle Grant says:
Business professionals needing to pinpoint future leaders will not want to be without this state-of-the-art blueprint for success. Leadership Assessment for Talent Development goes beyond recruitment to position assessment as a central, strategic activity. It demonstrates how to apply a connected process that accelerates behavioural change and facilitates engagement and enables in-house talent. It is an authentic and essential companion for managers in any field who want to equip their company with talented employees, to be fit for future success.
The book is also edited by Senior Lecturer (Associate Professor) at the University of Chester, Tony Wall, who lectures in the University’s Centre for Work Related Studies (CWRS) and is a specialist in personal and organisational transformation. The Centre exists to promote the University’s internationally recognised expertise in the fields of work-based learning.
In conducting research into the leadership needs, strengths and blind spots, we found some fascinating trends which are crucial for everyone dealing with talent management and leadership to know. The book tackles these head on, using leadership assessment as one of the most efficient and effective ways to direct talent management budgets for optimal impact. The book is focused on the ‘how to’ of ensuring you get every ounce of value from leadership assessments.
The book, published by Kogan Page, profiles step-by-step how to boost existing talent and, through extensive real-world case studies, highlights the practical application of powerful, bespoke leadership assessment processes. Reviewing the publication,
Peter Collyer, Senior Vice President, Global Human Resources, Claire’s Stores, Inc said:
A child in their favorite toy store…….that is how this book will make any inquisitive HR Executive or Business Leader feel, when they delve into the rich insights, learnings and opportunities this book provides! For any “self-aware, development-hungry leader” who strives to be successful, this provides both immediate and long-term direction on how to excel as a business and a leader whilst encouraging us to become an exceptional role model for future generations.
Shubhro Sen, Director, TATA Management Training Centre commented:
A timely and insightful treatise on a subject of central importance to every organisation today. Essential learning for all professionals engaged in leadership and talent development.
Dr Barry Z. Posner, Accolti Professor of Leadership, Santa Clara University co-authored The Leadership Challenge, selected as one of the top ten leadership books of all time. He added:
Without leadership, organisations (and nations) perish; this is why this book is so timely, and important. Full of interesting research, practical examples and insightful advice. An excellent contemporary resource for developing leadership talents; invaluable at both an individual and organisational level.
Professor Peter Hawkins, of the Henley Business School, said:
Tomorrow’s leadership will face far greater challenges than today’s privileged generation. We need to be developing tomorrow’s leadership now and this book provides many tools, approaches and case studies that can help us with that urgent task.
Peter Cheese, Chief Executive Officer of the CIPD, who has just been named HR’s Most Influential Thinker for 2013, offered:
Leadership capabilities at all levels have never been more important in times of great change and uncertainty, and most CEOs will cite leadership as one of their most critical areas of concern. So how do we make sure we are assessing and developing leaders in the best way? Much is changing in this field and this book brings together some of the best thinking, case studies and ideas that help us all better understand and develop leaders for the future.
Chris Gulliver, Denise Meakin, Etukudo Odungide, Lisa Rossetti and Philip E Sweet were additional contributors and authors. Case Study authors were Kate Julian, Nadine Perrins and Greg Young.
Tags: BehaviouralChange, BoardDevelopment, business coaching, coaching, Development, effective leadership, EffectiveLeadership, EmotionalIntelligence, EthicalLeadership, executive coaching, Leaders, LeaderShape, Leadership, leadership style, leadership styles, LeadershipBehaviour, NHS leadership, OrganisationalLeadership, pension fund, pension fund managers, SeniorAppointees, servant leadership, Teamwork, TranspersonalLeadership, west midlands pension fund
We are pleased to report that, when asked “would you recommend this programme to a colleague?” 93% of WMPF participants said “YES”
“This was an excellent development opportunity which should be offered across the Pension Service as it would enable managers and staff to learn more about the impact they have on peers and colleagues, which would contribute towards changing the culture of the organisation!” Testimonial from in-house review.
Tags: Authentic, BehaviouralChange, BoardDevelopment, business coaching, coaching, company management, Development, EffectiveLeadership, EmotionalIntelligence, Empathy, EthicalLeadership, executive coaching, indian leadership, LeaderShape, Leadershape India, LeadershipBehaviour, management, management next, managers, OrganisationalLeadership, REALLeadership, TranspersonalLeadership
John Knights finds Indian leaders to be on par or even better than many global leaders in most aspects of leadership, yet, according to ManagementNext’s interpretation of his article there’s something amiss which make them behave the way they do – centralize decision-making, don’t respect other’s time, hence don’t confirm schedules, among a few. If Indian leaders were to invest in acquiring emotional intelligence, they have the opportunity to maximise their potential.
EACH TIME I LAND in Mumbai or Delhi or elsewhere in India, I feel a rush of adrenalin. I am here again to meet business leaders ranging from elite companies to start- ups – but they all have one thing in common; they are interested in how ‘leadership development’ can improve their business performance.
As I drive to my hotel to get some shut-eye before the first meeting I reflect on the fact that only 30% of my agenda is confirmed but I know from experience that it will all work out and I will have a number of interesting meetings I am not yet aware of. The mood that engulfs me is immediately optimistic, enthusiastic, friendly, open-minded and can-do. That is the effect India has on me – and these are all important characteristics for a nation on the up – and also necessary to overcome the many serious challenges it faces.
So what about leadership in Indian businesses? And critically, what about its impact on sustainability? I see three themes that are particularly important for India at this point in time. They relate to ‘structure’, ‘process’ and, most important of all, ‘behaviour.’