Sustainable Leadership Toolkit
community projects centre, downloadable toolkit. Community Projects Centre is a self-supporting community development charity which provides services to the voluntary, charitable, and public sectors. Areas of special interest for CPC include: community enterprise development;the Community First Programme; tenant participation; writing, editing and publishing.
Leadership and Disruptive Technologies - Thomas Prescott (Align Technology)
Thomas Prescott, CEO of medical device manufacturer Align Technology, discusses disruptive product innovation and leadership in the medical device industry. Prescott shares the company's story, including insights on the launch of their signature product, the Invisalign orthodontic system. He also discusses operational trends and the need for sound analysis of financing, product execution, and business development tactics.
Climate leadership and business sustainability
We are creating a massive ecological debt by borrowing from the future at a rate that is completely incompatible and unsustainable. We need a new form of capitalism, one where we value the environment, business as usual is therefore not an option. Just what is climate leadership, how can it be implemented and what lessons can we learn from the financial dimension of sustainablity? Dr Stephen Peake explains.
Opinion leadership and communication networks in the organic food sector Targeted drug helps Hodgkin lymphoma patients 15.974 Leadership Lab (MIT) ESD.801 Leadership Development (MIT) 15.974 Practical Leadership (MIT) 15.996 Cross-Cultural Leadership (MIT) 15.969 Dynamic Leadership: Using Improvisation in Business (MIT) ESD.801 Leadership Development (MIT) 15.978 Leadership Tools and Teams: A Product Development Lab (MIT) 11.958 Getting Things Implemented: Strategy, People, Performance, and Leadership (MIT) 15.277 Special Seminar in Communications: Leadership and Personal Effectiveness Coaching (MIT) Blanchard Student Leadership - What is leadership? Freedom Speaks: Leadership Quotes Signifiers in Cyberspace: Pt 6 A tale of two banks: hallmarks of the changing financial landscape Taking the lead
Within the European Union, Austria is an organic-model country. The Federal Ministry of Agriculture and Forestry, Environment and Water initiated in 2001 an action plan to maintain Austria's top position in organic farming within the EU. This goal should be achieved by improvi
An antibody loaded with an anti-cancer agent produced complete or partial remissions in 38 percent of patients with relapsed or therapy-resistant Hodgkin lymphoma enrolled in a phase I clinical trial, investigators report in the Nov. 4 issue of the New England Journal of Medicine.
This five-day interactive and experiential workshop focuses on how leaders lead innovations that both promote social responsibility and produce business success. The workshop is organized around three main parts: observation, sense-making, and creating. During the observation phase, students spend a full day inside the Boston office of the design company IDEO and visit some of the most interesting proven innovators in corporate social responsibility such as Ben & Jerry’s, KLD, MBDC, Pl
Students work in a team environment to develop five core leadership capabilities: Visioning, Analyzing, Relating, Inventing and Enabling. In addition, students participate in a negotiation simulation, improve communication skills and learn about cross-cultural negotiation. A structured set of outdoor experiences complements classroom activities. Restricted to entering students in the Technology and Policy Program.
Practical Leadership is an interactive seminar where students receive repeated coaching and real-time feedback on their own leadership capabilities from their peers and the instructor. The course is structured around a set of readings. However, the key component is each student's own self-assessment. These self-assessments are done by the students in the first week of the semester. The areas for improvement that the students identify are then targeted in the weekly role plays that are customi
Cross Cultural Leadership is a collaborative research seminar that examines what constitutes "effective" leadership across cultures. It is collaborative because the students are expected to provide some of the content. The weekly readings target particular aspects of cultural differentiation. Working within those topics, students are asked to describe aspects of leadership in particular cultures based on their research and/or personal experiences. The goal of the course is to help prepare studen
The first two weeks of this course are an overview of performing improvisation with introductory and advanced exercises in the techniques of improvisation. The final four weeks focus on applying these concepts in business situations to practice and mastering these improvisation tools in leadership learning.
This seminar meets six times during the semester. Students work in a seminar environment to develop leadership capabilities. An initial Outward Bound experience builds trust, teamwork and communications. Readings and assignments emphasize the characteristics of great leadership. Global leaders participate in the "Leadership Lunch" series to share their experiences and recommendations. Discussions explore leadership development. The learning experience culminates in a personal leadership plan.
In this class you will be creating a leadership development tool for students like yourselves in the leadership program at Sloan. This tool might be a coaching guide for second-year pilots, a leadership workbook for MBA students to use during their summer employment, a leadership assessment for club presidents or a workshop on networking. You will be free to choose the tool that you want to develop, but by the end of the class there must be a product that can be used at Sloan. In addition, the t
An old saying holds that "there are many more good ideas in the world than good ideas implemented." This is a case based introduction to the fundamentals of effective implementation. Developed with the needs and interests of planners—but also with broad potential application—in mind, this course is a fast paced, case driven introduction to developing strategy for organizations and projects, managing operations, recruiting and developing talent, taking calculated risks, measuring resu
This course builds on the work done concurrently in 15.280 Communication for Managers and 15.311 Organizational Processes in the first semester of the MBA program. 15.280 is offered for 6 units and 15.277 provides an additional 3 units for a total of 9 units in Managerial Communication. 15.277 acts as a lab component to 15.280 and provides students additional opportunities to hone their communication skills through a variety of in-class exercises. Emphasis is on both individual and team communic
Definition of leadership from a middle school leadership group. This is a good short video about what leadership means to young middle school students.
Inspirational quotes from great leaders who have taught us to never give up the fight for freedom worldwide and within ourselves.
This symposium draws together a group of speakers who have been involved with ICANN and who have commented on ICANN’s various processes over the last decade or so. They address legal, policy, commercial, practical, and technological issues that have arisen, and continue to arise, as the domain name system develops.
It would be difficult to find two financial institutions more indicative of the plus and minus sides of the financial tsunami that hit the world of banking this year: on the one hand, ING, the venerable international Dutch bank, forced to go to the government for a 10 billion euro bailout and now facing public evisceration at the hands of EU regulators. On the other hand, Standard Chartered Bank, a bastion of banking in Asia since the era of British imperial rule.
Peter Grauer, the Chairman and CEO of Bloomberg, is a man with a mantra and he repeats it every chance he gets: “We have an aspiration at Bloomberg to become the most influential news organisation in the world.” A glance at the statistics behind the media empire started in 1981 by the eponymous Michael Bloomberg (who, on becoming the 108th Mayor of the City of New York on January 1, 2002, left the running of his company to long-time friend and associate Grauer), shows that the global media c
