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Change Initiatives Failing? The New Leadership Paradigm Shift

Change Initiatives Failing? The New Leadership Paradigm Shift | Building Leadership Skills | Scoop.it
Change - Just Do It! Wouldn't it be wonderful if it was that easy?

 

Change by command is no longer a plausible method of implementing a change in an organization.


Via Richard Andrews, Jose Luis Anzizar, David Hain
Lansana Gagny Sakho's insight:

HE SHOULD READ THIS ARTICLE 

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John Wade: pragmatic support for law firm leaders's curator insight, February 8, 2013 3:09 PM

Thoughtful article - which is tune with one of my favourite approaches of Dynamic Stability, and adds to the thinking by including people, systems and 'type' of change.

Maya Mathias's curator insight, February 11, 2013 1:05 AM

A more theoretical article than I'd normally post, but with some important distinctions between 3 different types of organizational change and how to manage them.

Lansana Gagny Sakho's comment, March 8, 2013 9:53 AM
Taff point is how to handle african context is very conservative putting change in place is like 'changing culture'
Building Leadership Skills
leadership, objectives, management, human ressources, Africa Development
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Le changement : un conflit de paradigmes

Le changement : un conflit de paradigmes | Building Leadership Skills | Scoop.it
Gestion du changement et paradigmes
Lansana Gagny Sakho's insight:
Le changement est dans le fond un conflit de paradigmes qui confronte les individus dans ce qu'ils ont de plus profond et de plus important à leurs yeux : leur identité.

Cette identité est souvent perçue à travers un regard pragmatique de la perception qu'ils ont d'eux-mêmes au travers de leur travail, de leur profession, voire de leur expertise.

Tant et aussi longtemps qu'ils ne seront pas en mesure de modifier cette perception nouvelle, générée par la mise en place d'un nouveau paradigme, non seulement ils s'accrocheront à leur image habituelle d'eux-mêmes mais provoqueront une "turbulence" qui leur servira d'écran protecteur.
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We don’t need to teach our kids to code, we need to teach them how to dream

We don’t need to teach our kids to code, we need to teach them how to dream | Building Leadership Skills | Scoop.it
Businesses have complained about the poor skills of school-leavers, and we’ve assumed the way forward is to ensure that more people study for longer. I think that the changing world means that we need to prepare kids in a totally different way. A 5-year-old today will enter a working world in 2030 that is so incomprehensible that we need an existential re-imagination of the very foundation of education. It’s the cliched hope of the paranoid parent that teaching Chinese will best prepare kids for a future of different power structures in geopolitics, but is that essential in a world of Google translate? Many thinking teaching kids to code is the solution, but won’t soon software be written by software? Our vision for the future needs to include more imagination. It’s staggering to me as to how much the world has changed, and how little education has. The digital age means a different world.

Via David Hain
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David Hain's curator insight, January 24, 9:52 AM

We are using an ancient paradigm to teach kids for life in a new and ultra dynamic one. How short sighted is that?

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« Les médiocres ont pris le pouvoir »

« Les médiocres ont pris le pouvoir » | Building Leadership Skills | Scoop.it
Selon le philosophe québécois Alain Deneault, la société actuelle tend à promouvoir la médiocrité. Restez dans la moyenne, pensez mou, ne faites pas de vagues serait le mot d'ordre du jour. Un modèle de réussite pas franchement idéal pour sortir de la crise !
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LASSANA GAGNY SAKHO, DIRECTEUR GÉNÉRAL DE L’OFOR, CAURIS D’OR DE L’ENTREPRISE LA PLUS INNOVANTE « OFOR mérite sa consécration »

LASSANA GAGNY SAKHO, DIRECTEUR GÉNÉRAL DE L’OFOR, CAURIS D’OR DE L’ENTREPRISE LA PLUS INNOVANTE  « OFOR mérite sa consécration » | Building Leadership Skills | Scoop.it
Directeur général de l’Office des Forages Ruraux (OFOR), Lassana Gagny Sakho a reçu, samedi 7 ma
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Ce n’est pas toujours facile parce que vous venez du privé vous rentrez dans le public ou para-public et les modes de fonctionnement ne sont pas les mêmes, les standards ne sont pas les mêmes, la façon de faire non plus. La qualité d’un bon dirigeant, c’est la capacité de s’adapter...
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Public sector 'not an empowering workplace'

Public sector 'not an empowering workplace' | Building Leadership Skills | Scoop.it
Only 7% of public sector middle managers and skilled workers view it as an empowering environment to work in
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Taches & ressources dans le succès d'une équipe

Taches & ressources dans le succès d'une équipe | Building Leadership Skills | Scoop.it
Certaines règles de base permettent d’améliorer considérablement la gestion des équipes et/ou projets : la priorité des taches sur les ressources & le choix des membres de l’équipe.Lorsque que l’on reçoit une nouvelle mission, la première question devrait être ‘Que dois-je faire que la mission soit exécutée de façon efficiente ?’. Il faut alors immédiatement commencer à découper la mission en taches précises pour ensuite affecter indiv
Lansana Gagny Sakho's insight:

‘Une ambiance cordiale’ peut être un facilitateur important dans la gestion de d’une équipe mais l'énergie créatrice et l'innovation sont souvent alimentées par un certain degré de conflit. 

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Le chemin de croix de l'innovation en Afrique

Le chemin de croix de l'innovation en Afrique | Building Leadership Skills | Scoop.it
Il existe une relation positive et statistiquement significative entre l’entrepreneuriat et l’innovation. Ne pas disposer d’entrepreneurs rime avec inexistence de l’innovation.L’innovation est faible en Afrique, non parce que les personnes capables d’innover n’existent pas, mais plutôt parce que l’on ne permet pas à l’esprit d’entreprise d’éclore. En effet,  les ‘institutions du marché’ favorisent cet esprit d’entrepreneuriat parce qu’elles instituent une certitude sur la
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Leadership Develops When You Escape Your Comfort Zone

Leadership Develops When You Escape Your Comfort Zone | Building Leadership Skills | Scoop.it

Successful leaders know that they must get out of their comfort zone to succeed. These leaders have spent a lot of time outside their comfort zone.


Via Kenneth Mikkelsen, David Hain
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DigitalOyster's curator insight, August 4, 2015 11:57 AM

Leadership begins at the end of your comfort zone. Leadership starts in the learning zone. History has shown that life rewards the risk-takers, such as Thomas Edison, Bill Gates, Steve Jobs, Nelson Mandela, Henry Ford, Elon Musk, and many, many more. These are leaders who have dared to step out their comfort zone.

 

Leaders who dared to change things.Leaders who dared to make a difference.Leaders who dared to make an impact on the world.

 

Where do you find the line is for your. Is it easier to stay in the comfort zone? Do you try to step out into doing things different but then jump back into comfort? Are you someone who pushes the comfort and see how far you can go?

 

My advice is just try, see if you can get out of your comfort. All I ask is take one more moment and stay with that stretching and growing opportunity and just take 1 more breath. 1 breath, if you an make it through 1 breath then you have gone farther than what you would have without it.

 

Here's to you and your business's brilliance (and one more breath!),

-Mellissa Rempfer

 

Boutara Nour Eddine's curator insight, August 10, 2015 12:04 PM

Leadership begins at the end of your comfort zone. Leadership starts in the learning zone. History has shown that life rewards the risk-takers, such as Thomas Edison, Bill Gates, Steve Jobs, Nelson Mandela, Henry Ford, Elon Musk, and many, many more. These are leaders who have dared to step out their comfort zone.

 

Leaders who dared to change things.Leaders who dared to make a difference.Leaders who dared to make an impact on the world.

 

 

Shannon Terry's curator insight, March 3, 2016 4:52 PM

Leadership begins at the end of your comfort zone. Leadership starts in the learning zone. History has shown that life rewards the risk-takers, such as Thomas Edison, Bill Gates, Steve Jobs, Nelson Mandela, Henry Ford, Elon Musk, and many, many more. These are leaders who have dared to step out their comfort zone.

 

  • Leaders who dared to change things.
  • Leaders who dared to make a difference.
  • Leaders who dared to make an impact on the world.

 

 

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Why Food Companies Should Be More Afraid Of Water Scarcity

Why Food Companies Should Be More Afraid Of Water Scarcity | Building Leadership Skills | Scoop.it
An environmental sustainability group assessed how 37 U.S. food companies are responding to escalating water risks. It found most have a long way to go to improve water efficiency and other practices.

Via Sylvain Rotillon
Lansana Gagny Sakho's insight:

Producing food, after all, requires more water than almost any other business on Earth.....

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Des inventions prometteuses pour l’accès à l’eau potable | ShareAmerica

Des inventions prometteuses pour l’accès à l’eau potable | ShareAmerica | Building Leadership Skills | Scoop.it
Près de 750 million de personnes n’ont pas accès à l’eau potable. Des scientifiques et des entrepreneurs proposent des solutions innovantes et surprenantes.
Lansana Gagny Sakho's insight:

La mauvaise qualité de l’eau est responsable de près de 80 % des maladies dans les pays en développement. 

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Why We Need Learning Engineers

Why We Need Learning Engineers | Building Leadership Skills | Scoop.it
Almost no one who is involved in creating learning materials relies on the evidence from learning science.

Via John Shank
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Sense And Nonsense In Leadership Development

Sense And Nonsense In Leadership Development | Building Leadership Skills | Scoop.it
“Our opportunity in leadership development is to bring more science into what we do by creating ever better ways to measure the current state of leadership behavior, along with the change we produce. This allows us to bring science into the art of leadership development and to drive out the nonsense that will always fill the void where good science doesn’t exist.”
Via David Hain
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David Hain's curator insight, May 1, 2015 4:42 AM

Jack Zenger on brining research to the heart of leadership development.  Why would't you, unless you love fadding?

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Why Only The Agile Survive

Why Only The Agile Survive | Building Leadership Skills | Scoop.it
“The average lifespan of a company listed in the S&P 500 has shrunk by more than 50 years in the last century, from 67 years in the 1920s to 15 years today, according to Yale professor Richard Foster. Today's rate of change "is at a faster pace than ever," he says. Foster predicts that by 2020, more than three-fourths of the S&P 500 will be companies we don't know about today.One of the greatest challenges that business leaders and, by extension, their enterprises face is the ability to quickly respond to this constantly accelerating market change and to act as the catalyst of organizational adaptation.Agility, by definition, is an enterprise's response to change and challenges driven by macro- and micro-economic conditions.”
Via David Hain
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David Hain's curator insight, December 14, 2014 5:59 AM

4 ways to demonstrate agility and stay relevant for VUCA times.

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What story do you tell yourself? About learned optimism and success - Leadership & Change Magazine

What story do you tell yourself? About learned optimism and success - Leadership & Change Magazine | Building Leadership Skills | Scoop.it
Why do some people walk so much easier through life than others? And why do others attract bad luck, time and again? Maybe some people are born under a lucky star. Is the universe unfair? Is life a random sequence of events? Or is there some correlation between cause and effect? What if good fortune is the result of an ... Read More
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Why do some people walk so much easier through life than others? And why do others attract bad luck, time and again? Maybe some people are born under a lucky star. Is the universe unfair? 
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Les énarques : une oligarchie dépassée[Replay] | Contrepoints

Les énarques : une oligarchie dépassée[Replay] | Contrepoints | Building Leadership Skills | Scoop.it
Combien de petits François Hollande gouvernent la France ?
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Existe-t-il vraiment une diaspora africaine ? – par Professeur Lansana G. Sakho - Intelligence-Affaire | Magazine sénégalais sur l'entrepreneuriat, l'économie et l'innovation

Existe-t-il vraiment une diaspora africaine ? – par Professeur Lansana G. Sakho - Intelligence-Affaire | Magazine sénégalais sur l'entrepreneuriat, l'économie et l'innovation | Building Leadership Skills | Scoop.it
Le mot diaspora dérive du grec ‘sporo’ qui signifie la graine et ‘speira’ c’est-à-dire semer. Il sert à désigner toutes sortes de phénomènes résultant de migrations de population dans plusieurs pays, à partir d’un foyer émetteur. Longtemps utilisé pour désigner la dispersion des juifs dans …
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While Poverty in Africa Has Declined, Number of Poor Has Increased

While Poverty in Africa Has Declined, Number of Poor Has Increased | Building Leadership Skills | Scoop.it
A new World Bank report shows that while poverty in Sub-Saharan Africa may be lower than current estimates suggest, however, due to population growth, many more people are poor.
Lansana Gagny Sakho's insight:
Seven of the 10 most unequal countries in the world are in Africa, most of them in southern Africa
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Dale Carnegie, Richardson among top leadership training Cos - The Economic Times

Dale Carnegie, Richardson among top leadership training Cos - The Economic Times | Building Leadership Skills | Scoop.it
Dale Carnegie, Harvard Business Publishing and Richardson were named among top 20 leadership training companies globally by TrainingIndustry.com.
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Building Great Team

Building Great Team | Building Leadership Skills | Scoop.it
Building 'our team' I always keep in mind that teams achieve more than individuals. 'Most of them' want to get on board but  to make it happen we do have to follow some  fundamentals. I do know that its not a definitive list and it will not guarantee success but it can give us the best chance to deliver.Clear Goals and Objectives - No team succeeds without an objective, its the one consistent, teams achieve success when each individual can maximise there own potential in achieving the same goal. A team is the outcome of a collaboration of individuals performing towards a single
Lansana Gagny Sakho's insight:

The power of all teams resides in the uniqueness of the team members; in their diversity, experiences.... .  When individuals become “passengers” and don’t put their unique perspectives on the table for the team and leadership to consider, the team will suffer....

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Partenariat public privé SDE/Etat du Sénégal : Est-ce le bon modèle ? | RÉUSSIR Business

Partenariat public privé SDE/Etat du Sénégal : Est-ce le bon modèle ? | RÉUSSIR Business | Building Leadership Skills | Scoop.it
Les problèmes récents d’alimentation d’eau de la ville de Dakar ont soulevé des débats assez intéressants sur les programmes de Partenariat Public Privé (PPP).
Lansana Gagny Sakho's insight:

Les exemples de PPP contestés illustrent souvent qu'une de ces étapes n'a pas été prise au sérieux et que la dimension partenariale de ces accords est déficiente.

La capacité des acteurs à se poser les bonnes questions quant à l'utilité du projet, la manière de le mener, les écueils à éviter et leur volonté d'investir dans le partenariat, ... 

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Quel sens donner à la vision d’une organisation ?

Quel sens donner à la vision d’une organisation ? | Building Leadership Skills | Scoop.it
La vision est capitale, elle motive et donne de l’énergie. Elle est l’axe autour duquel se structure le business model de l’entreprise et l’organisation des ressources et relations avec les parties prenantes. Elle constitue l’enjeu supérieur derrière les actions de toute organisation.La vision donne un cap, une direction et encore une perspective sur le très long terme. Elle permet d’avoir une image de la situation future et des avantages dont tout le monde va bénéficier. Il ne s’agit pas de rêve. Le r&e
Lansana Gagny Sakho's insight:

La vision sans action n'est qu'un rêve, l'action sans la vision ne fait que passer le temps, la vision combinée à l'action peut changer le monde

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When Coaching is not the Answer!

When Coaching is not the Answer! | Building Leadership Skills | Scoop.it
My firm belief is that coaching should be used to help somebody grow - to improve in capability and self-confidence. Unfortunately, in too many organisations, coaching is seen as a panacea for all ills and/or a last resort to try to "fix" somebody who is "broken". Too many times have I been asked to coach somebody whom management has given up on. Coaching is ignorantly suggested as the snake oil that can cure the person who is regarded as having become a burden, no matter for what reason, and somehow magically restore them to the state of productive asset. Or worse, it's the last intervention box that gets ticked before they are kicked out the door, after which the organisation can say, "Well, we tried everything."

Via David Hain
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David Hain's curator insight, May 12, 2015 4:55 AM

Coaching is at its best as a development activity, not a last chance saloon.

Miklos Szilagyi's curator insight, May 12, 2015 6:30 AM

...and if applied and/or called for in inappropriate situations it might even backfire... money, time, energy are spent, results are not shown, disappointment, disillusionment occur... and one thinks that coaching is BS as it is... although it was either wrongly applied and or wrongly administered... 

 

...if the client itself does not think that he/she needs it and doesn't want to improve, the condition sine qua non of the successful coaching is simply non-existent... 

 

...and/or if the situation (in which he/she is involved) is not also changing (perhaps due to the changes achieved in the coaching process), the old patterns/games might quickly absorb back the person into his/her old patterns...

Ron McIntyre's curator insight, May 12, 2015 11:12 AM

Personal opinion: Coaching is only successful when it is proactive, intentional and engaging on both sides. The value comes from the relationship and accountability not the program or models. Food for thought.

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Policies & Personality

Policies & Personality | Building Leadership Skills | Scoop.it
There’s a reason we have leaders and managers in business and we cannot deny the distinctions between each role. Not all leaders are great managers and not all managers can be good leaders; that’s a fact. A business can’t survive with someone leading at the front if there’s nobody managing from below. A business needs infrastructure but there’s no point in having all the right strategies without the vision and drive to mould them into something special. Good policies are better followed when there’s a personality to front them and we cannot ignore this significant partnership.
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Why You Should Brand Yourself As Well As Your Business

Why You Should Brand Yourself As Well As Your Business | Building Leadership Skills | Scoop.it

Via Daniel Watson
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Daniel Watson's curator insight, April 18, 2015 3:11 AM


Have you overcome the hurdles associated with branding your business?


Is the importance of establishing your personal brand in this digital age, something that you are aware of, and can see the value of developing?


Are you ready to move on to taking action to develop your personal brand?


After reading this excellent article, that outlines the importance of personal branding as an adjunct to branding your business, will you be motivated to get moving?

Marianne Naughton's curator insight, April 18, 2015 2:59 PM

Stand Out & Be Included ...

SNMinc WebGems's comment, May 7, 2015 3:27 AM
Nice article on how to brand yourself beside branding your business. This will be useful for everyone and applies even for small business owners.
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Global Top Employers survey on leadership development

Global Top Employers survey on leadership development | Building Leadership Skills | Scoop.it
“Key trends identified by the Top Employers Institute include self-select involvement, measuring methods and the use of digital technology, all of which are geared to give future leaders the opportunity to gain broader life and commercial skills and to step outside their comfort zones with challenging projects within and without the organisation.”
Via David Hain
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David Hain's curator insight, May 1, 2015 5:15 AM

The rapidly changing face of leadership has seen the growth of a collective - rather than individual - approach to leadership - Top Employers