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.
Posts Tagged 'Facilitation'
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: BehaviouralChange, Development, EffectiveLeadership, Facilitation, Greg Young, Healthcare leadership model, LeaderShape, Leadership, NHS 360, NHS 360 accreditation, NHS 360° Facilitation, NHS leadership, NHS leadership framework, NHS management, OrganisationalLeadership, TranspersonalLeadership
LEADERSHAPE IS DELIGHTED to announce that Chief Executive, Greg Young, has been confirmed as a facilitator for the new NHS 360 leadership assessments – the first of a cohort of just 50 people who hold this new accreditation in the UK.
The NHS Leadership Academy website explains:
Bringing the Leadership Model to life and helping people use it in their everyday practice is enormously important. Research into 360° feedback has shown that the provision of quality feedback from a coach or facilitated session plays a crucial role in encouraging managers to accept results of their assessment and initiate behavioural change.
The way we manage ourselves is a central part of being an effective, (and what LeaderShape would call a transpersonal) leader. It is vital to recognise that personal qualities like self-awareness, self-confidence, self-control, self-knowledge, personal reflection, resilience and determination are the foundation of how we behave. Being aware of your strengths and limitations in these areas will have a direct effect on how you behave and interact with others.
Whether you work directly with patients and service users or not, this can affect the care experience they have. Working positively on these personal qualities will lead to a focus on care and high-quality services for patients and service users, their carers and their families.
Tags: Authentic, BoardDevelopment, CEOs, coaching, CoachMentors, corporate women, Development, EffectiveLeadership, EmotionalIntelligence, EthicalLeadership, executive coaching, Facilitation, fairness, female managers, glass ceiling, Leaders, LeaderShape, Leadership, LeadershipBehaviour, OrganisationalLeadership, TranspersonalLeadership, women ceo, women entrepreneurs, women in business, women leaders, women mean business, workplace fairness
LEADING SELF-MADE WOMEN entrepreneurs earn 17% more than the top men. However, top corporate women earn 21% less than their male equivalents – according to recent research from Barclays Wealth & Investment Management Survey.
This suggests that if we remove the cultural restraints of the male dominated corporate world, women perform better than men in the 21st century. It is interesting to also note that 6% of British women are entrepreneurs (up from 4% in 2008) compared to 12% of men and 10% of women in America.
According to this research woman entrepreneurs take fewer bank loans than men in the same position, own companies that are more likely to be sustainable, and are more driven by a work-life balance than generation of wealth.
This is consistent with LeaderShape’s experience of conducting many 360º LEIPA Assessments and coaching women leaders. Women probably have naturally more of the attributes of leadership needed in the 21st century, but they need to overcome a few barriers to help them make the most of their potential. Continue reading ‘Are women better entrepreneurs?’
Tags: BehaviouralChange, community health, community health partnership, Development, effective leadership, EffectiveLeadership, executive coaching, Facilitation, health and local government, health inititative, health partnership, Leaders, LeaderShape, Leadership, LeadershipBehaviour, local government, local government and health, local government leaders, local govrnment leadership, NHS leadership, public health, suffolk county council
“A simple methodology to unlock possibilities and energy, when people are struggling with budgetary doom and gloom’’
by Cllr Michael Bamford and Cllr Diana Kersley
A few months ago, we wrote about the pilot between Suffolk County Council, Babergh and Mid Suffolk District Councils and the Suffolk Public Health team. We are delighted to provide an update on this very successful project, which offers a framework for other two tier areas.
Public Health in Suffolk made an early transfer to the County Council. Embedding Public Health in Local Government gave an opportunity to achieve greater collaboration and coordinate focus on health and wellbeing. It also allowed time to understand different contributions, including those of the District Councils.
We wanted to build a framework to make the most of what each organisation had to offer and reduce inequalities in health and wellbeing. Like all public services, the change came at a time when the service was also coping with significant reductions in capacity; finding a way to help communities do more for themselves
Tags: Authentic, BoardDevelopment, business coaching, CEOs, coaching, CoachMentors, corporate women, Development, EffectiveLeadership, EmotionalIntelligence, EthicalLeadership, executive coaching, Facilitation, fairness, female managers, glass ceiling, Leaders, LeaderShape, Leadership, LeadershipBehaviour, OrganisationalLeadership, TranspersonalLeadership, women ceo, women entrepreneurs, women leaders, workplace fairness
From John Knights – Chairman, LeaderShape:
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Recent research publicised in the UK’s The Sunday Times, sourced from Barclays Wealth & Investment Management Survey http://thetim.es/14ne1Jt explains that the top self-made women (entrepreneurs) earn more than the top men by 17% whereas the top corporate women leaders earn 21% less than their male equivalents.
This suggests that if we remove the cultural restraints of the male dominated corporate world, women perform better than men in the 21st century. It is interesting to also note that 6% of women in the UK are entrepreneurs (up from 4% in 2008) compared to 12% of men in the UK and 10% of women in the USA.
According to this research woman entrepreneurs – compared to equivalent men – take less bank loans, own companies that are more likely to be sustainable, and are more driven by a work-life balance than generation of wealth.
I am not surprised by these findings (even though they are not beyond question) as it is consistent with my own experience of conducting many 360o LEIPA Assessments and coaching women leaders (more than men over the last 5 years). I do believe women probably have naturally more of the “softer” attributes of leadership needed in the 21st century, but they need to overcome a few barriers to help them make the most of their potential.
Our own research at LeaderShape analysed in detail the data from our LEIPA 360o Assessment tool LEIPA of 97 leaders. This shows there is little difference between male and female leaders in the eyes of the people who work with and for them – although again this could be to some extent because of the different expectations raters have of men and women. This is generally supported by neuroscience which so far shows little difference between male and female brains except related to reproductive functions.
Analysing 92 statements covering 19 emotional intelligence capabilities we only found a significant difference in two of the 19. In Emotional Self Control, men seemed to do better (although on further interrogation it could be that men can more effectively hide their emotions rather than manage them better in a more positive way).
The one area where women are superior is in Service Orientation.
The definition of “Service Orientation” according to Goleman et al (The New Leaders, 2002) is:
Leaders high in the service competence foster an emotional climate so that people directly in touch with the customer or client will keep the relationship on the right track. Such leaders monitor customer or client satisfaction carefully to ensure they are getting what they need. They also make themselves available as needed.
This specifically identifies women as better at customer service and client care (including internal customers) – an absolute essential to a successful and sustainable business.
Surprisingly (to us) women did not feature as better at Empathy than men. This maybe again be due to the expectation of raters but a more likely explanation is that where for many men understanding other people is not high on the agenda, women often confuse it with sympathy – ie. the focus is on sharing another person’s feeling rather than understanding them. In a business environment understanding how someone feels and why can be much more powerful in helping that person towards solutions as compared to sharing their emotions.
A critical aspect of successful leadership where women need to improve is Self-Confidence. And here I am talking about an inner self confidence (“I am happy with who I am”) rather than the macho definition of “I’m the greatest”.
My own qualitative view based on working with many women leaders is that women themselves are generally much less self-confident than the perception they give to the outside world. This is true of many men also but not to the same extent. Women tend to care very much about what people think and say about them (stone-age instincts around their nurturing and community role) and are often anxious about that – whereas men tend to care less. A good driver of course for why women are so service-oriented.
In fact, we have found that a 360o assessment process for a competent woman can be the most valuable intervention of all to increase self-confidence, as it provides proof and reassurance that the people around them think they are operating to a high quality. I have seen many women really blossom as leaders after completing a 360o assessment. Even better if it is part of an integrated coaching, leadership development and/or women’s peer group programme.
Women also tend to be more dedicated than men at working on their development areas. This often positively impacts their approach to change, risk and conflict.
We are currently expanding the number of leaders for the basis of our research and specifically focusing more on the aspects of self-confidence.
But any future results are unlikely to change my view that a good mixture of men and women make the best leadership teams even if the women have “less experience” as they make up for it with common sense and intuition ..… as long as they have the confidence to speak up!!!
Tags: business coaching, CCEU, coaching, CoachMentors, executive coaching, Facilitation, ICF, International coach federation, Leadership, mentoring, northern workshop, pcg, PGC, UniversityOfChester
John Leary-Joyce presents next LeaderShape ICF regional coaching Masterclass
Team Coaching Workshop | Feb 15th | University of Chester | 9am – 5pm
LeaderShape is pleased to invite you to its second one-day specialist workshop in the North West of England together with its post-graduate certificate validating body, the University of Chester and the Academy of Executive Coaching.
The Team Coaching MasterClass with the AoEC’s founder and current president of the EMCC, John Leary-Joyce, will help experienced coaches develop team work, drawing on the highest professional and best practice standards. John will outline the complex, systemic approach that demands a much wider range of competencies than individual coaching.
The workshop at the University of Chester is from 9am on February 15th with AoEC Founder John Leary-Joyce. Fee: £140 + VAT. A £20 discount is available for members of the ICF, EMCC, AoEC, Alumni, students and partners of the University of Chester and for Public/not-for-profit organisations.
For more information:
Please book here or email firstname.lastname@example.org for more information.
Tags: CoachMentors, Facilitation, PGC, UniversityOfChester
While multi-millions of pounds are spent on coaching across the UK, nearly one in seven organisations (15%) admit they have absolutely no measurements in place to assess the impact of their programmes.
Working with us at LeaderShape, a new survey from the leading recruiting expert, Hays Senior Finance, and reported in HR Magazine, shows that coaching is often undertaken without evaluating the return on investment. The survey also reports that two thirds of businesses (68%) fail to use coaching directly to address corporate objectives and they confess that outcomes are often simply referenced at a personal level.
Our own Chris Gulliver comments: “This is a very expensive missed opportunity for UK Plc in fast-moving times. Increasing amounts of money are being spent on coaching as a universal panacea but many companies have no comprehensive overview or sense of purpose.
“There is a clear lack of framework and training given to those who are delivering many of these programmes with the obvious outcome that they simply don’t understand how to use coaching effectively and spend money wisely. In what other area of business would money be laid out with so little thought to evaluating its impact?”
LeaderShape has developed a unique qualification – The Post Graduate Certificate in Coach-Mentoring and Facilitation in Organisations – accredited by the University of Chester to enable employees to develop and maintain best practice in the workplace. This enables superior delivery of important staff development needs, while at the same time providing a recognised academic award.