The Trainer's Workshop Series is designed to be a practical, hands-on roadmap to help you quickly develop training in key business areas. Each book in the series offers all the exercises, handouts, assessments, structured experiences and ready-to-use presentations needed to develop effective training sessions. In addition to easy-to-use icons, each book in the series includes a companion CD-ROM with PowerPointT presentations and electronic copies of all supporting material featured in the book. Leading Change Training helps you create solid change programmes within your organization and integrate leading-edge change leadership models and other theories into your programme. It not only involves simply reducing resistance, but also creating an awareness of the challenges and responsibilities that each person, irrespective of level, faces as a change initiative goes forward. Contains exercises, handouts, assessments and tools to help you: . create effective change training for executives, leaders, managers and staff . build support and reduce resistance to organisational change . become a more effective and efficient facilitator . ensure training is on target and gets results "This book offers not only the 'how' of a programme on leading change, but also an insightful and helpful look at the why, when and where." Lin Standke, Instructional Design Manager, Centre for Professional Development, CUNA &amp; Affiliates Other books in this series: Leadership Training, Customer Service Training, New Employee Orientation Training, Leading Change Training. · Practical hands-on guide offers all the exercises, handouts and presentations you need to develop effective training programmes · 'Workshop' approach helps you quickly and easily develop training in key business areas · Includes a companion CD-ROM

Leading Change Training (Pergamon Flexible Learning Trainer's Workshop Series)

Business & Money

Russell, Jeffrey

Management & Leadership

Routledge

Leading change involves more than simply reducing resistance, but creating an awareness of the challenges and responsibilities faced as the initiative moves forward. Integrate the detailed change leadership models into training that promotes initiative and enables advancement.

Leading Change Training

Russell, Linda

ASTD

With Strategic Planning Training, you will help learners navigate the complexities of the strategic planning process. Interactive and customizable learning modules provide a roadmap for directing the right framework, culture, and philosophy for a strategy-focused led organization.

Strategic Planning Training

Failure to embrace change and adapt to its demands produces surprising business casualties. For example, how could manufacturers of film-based cameras fail to anticipate the impact of digital photography? Change Basics offers a complete how-to guide for organizations and individuals seeking to understand, manage, and lead change. Included is a powerful four-phase model to help change agents understand and respond to the emotional journey during a change initiative. The authors offer dozens of practical tips, tools, and strategies to aid successful change implementation including: Using appreciative inquiry methodology; Understanding effective communication; Building employee resilience.

Change Basics

Finance

Association for Talent Development

Mention the dreaded phrase "performance review" to most employees, and you're likely to get a variety of responses―none positive. Face it: it's time to find a better way to manage performance. Whether you're an organizational leader, human resource professional, or organization development specialist, Ultimate Performance Management can help you transform your company's system for performance improvement. Rather than the traditional annual performance review, you can develop a larger framework for an ongoing performance coaching conversation, a fresh approach that enables managers and performers to build their skills consistently over time. This book provides complete background materials on learning and performance management issues, guidelines for assessing your organization's current culture and evaluating your program results, and a full range of hands-on tools, including <ul>
<li>complete instructions and presentations for one-day or half-day workshops on several performance-related processes</li>
<li>handouts such as checklists, exercises, charts, diagrams, and other supportive materials</li>
<li>training instruments and tools including a wide array of quizzes, questionnaires, outlines, and feedback forms</li>
<li>learning activities to provide workshop participants with a broad variety of structured experiences</li>
<li>a CD-ROM containing all of the ready-to-print materials shown in the workbook. Note: The Content Express e-book contains a link to the same ready-to-print material contained within the CD-ROM.</li>
</ul>

Ultimate Performance Management: Transforming Performance Reviews into Performance Partnerships

This book blends academic rigor and real world experience on the agile and planning schools of project management and the process of becoming a project leader.To some, project management is all about logically and rationally planning out dependencies and mapping them out into a flawless plan; a plan that must be rigorously and undeviatingly followed in all its geometric perfection. To others it is about agility – 15 minute scrum meetings and responding on the fly to the unpredictable exigencies that the randomness of the living, breathing world throws up.  In reality, smart project leaders do both. They understand that you can’t deliver a project if you make an “either/or” choice between these approaches – you must do “both/and”. These managers strive for stability and flexibility, they use formal and informal processes, and they function as managers and leaders.   In Becoming A Project Leader the authors have applied their blend of intellectual rigor and hard-nosed practical experience to identify four concrete roles employed by successful project managers. The first three roles―planning, agility, and resilience―focus on coping with changes, with each role relating to a different kind of change. These three roles, which complement each other, can be implemented effectively only when they are supported by the fourth role, collaboration. Becoming an expert at understanding and delivering that blend requires constant reflection and interaction with peers – all part of the process of becoming a project leader.   Based on years of experience, research and thinking and refined through 20 in-depth interviews with practicing project managers and senior executives, Becoming A Project Leader delivers the solution to all those blown budgets, shot schedules and disappointing deliverables.  

Becoming a Project Leader: Blending Planning, Agility, Resilience, and Collaboration to Deliver Successful Projects

Laufer, Alexander

Little, Terry

Maas, Bruce

Springer

This book blends academic rigor and real world experience on the agile and planning schools of project management and the process of becoming a project leader. To some, project management is all about logically and rationally planning out dependencies and mapping them out into a flawless plan; a plan that must be rigorously and undeviatingly followed in all its geometric perfection. To others it is about agility - 15 minute scrum meetings and responding on the fly to the unpredictable exigencies that the randomness of the living, breathing world throws up. In reality, smart project leaders do both. They understand that you can't deliver a project if you make an "either/or" choice between these approaches - you must do "both/and". These managers strive for stability and flexibility, they use formal and informal processes, and they function as managers and leaders.&nbsp; In Becoming A Project Leader the authors have applied their blend of intellectual rigor and hard-nosed practical experience to identify four concrete roles employed by successful project managers. The first three roles--planning, agility, and resilience--focus on coping with changes, with each role relating to a different kind of change. These three roles, which complement each other, can be implemented effectively only when they are supported by the fourth role, collaboration. Becoming an expert at understanding and delivering that blend requires constant reflection and interaction with peers - all part of the process of becoming a project leader.&nbsp; Based on years of experience, research and thinking and refined through 20 in-depth interviews with practicing project managers and senior executives, Becoming A Project Leader delivers the solution to all those blown budgets, shot schedules and disappointing deliverables.&nbsp;&nbsp;

PALGRAVE~MACMILLAN

See the best price to sell, buy, or rent books by Russell, Jeffrey. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by Russell, Jeffrey

See the best price to sell, buy, or rent books by Russell, Jeffrey. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Leading Change Training (Pergamon Flexible Learning Trainer's Workshop Series)

Leading Change Training

Strategic Planning Training

Change Basics

Ultimate Performance Management: Transforming Performance Reviews into Performance Partnerships

Becoming a Project Leader: Blending Planning, Agility, Resilience, and Collaboration to Deliver Successful Projects

Becoming a Project Leader: Blending Planning, Agility, Resilience, and Collaboration to Deliver Successful Projects