Issue: 1
Volume: 1
Editorial
Welcome to the first issue of Read On. I’m John
Read and I look forward to providing you with an
Dhtnnewsletter
informative sdhm nsdm sxd
that is m
engaging for you. Let’s
move straight into what’s in this issue:
1. Top Ten Tips for Leadership Development – tips
from the very latest research, thinking, experience and
best practices …Read more…
2. Thought Leadership On – I offer an argument for
distributed leadership in organisations. I define the term
and discuss the game change for HR and line
management to liberate the power of teams in
organisations as the new performance unit…here…
3. In Game On – I help you connect with major
advances in e-Learning developed by IBM and Linden
Labs to utilise 3D game environments and much
more…here…
Thought Leadership On
Distributed Leadership
What many know as the Thinker, was
originally conceived by the sculptor Rodin
as a man puzzling over why so many of
humanity enter the gates of Hell. It was
inspired by Dante’s epic poem, The Divine
Comedy. Reflection begets learning.
Distributed Leadership translated into practice
means HR leadership, line leadership and senior
management practices create the context for self,
team and business growth and development.
Read on or click here to request a copy of the full
article
3iQLeadership
Editor and Author: John Read
Page: 1
Top Tips On Leadership Development
My list of Tips for Leadership
Development is a snapshot aimed at
provoking thought rather than ever being
exhaustive!
I share my list of tips compiled from my current research,
reading, consulting and personal experiences of leadership
development on the following page.
It would be great to hear from you about your top tips and
share them across our readership. If you are willing to
share, please send them to me at my email address below
and I will include your contribution in our next newsletter.
For now, I trust you will enjoy what follows…next page.
Game On
Gaming comes to Work, and is approved!
Key Take-Aways:
Key technologies developed in the Gaming World such as
3D and Avatars by IBM and Linden Labs Second Life
amongst others have found new applications in
conferencing, and elearning.
So What?
Differentiating real from virtual realities will increasingly
define the importance of face to face, high touch from the
simplistic technical solutions of high tech.
Yet…tech solutions continue to drive new forms and
significantly greater reach of interpersonal
communications.
Read more here…
 Issue: 1
Volume: 1
Editor and Author: John Read
Page: 2

Top Tips On Leadership Development

1. Organisational Leadership levels: individual-self, knowledge-specialist, team-collaborative, line-

hierarchical and business - enterprise. Identify the key factors impacting leader and leadership
development for each level in your organisation. Start here.

2. Develop and implement a simple competency framework embracing non-technical and technical competencies.
Show all employees where they are located within your framework currently. Consider using manager’s
performance management discussions to explore this with employees and show them how they can make advances
in their careers. Understand and apply the natural links between career and leadership development. These begin
with feedback, self-awareness and self-development aka. self-leadership and enable true growth of the individual
and of their relationships with each other. Ensure employees and leaders learn and practice increasing their self-
responsibility through sharing their development planning. Show leadership.
3. Define a set of criteria that all of your leadership development programmes must meet in order to be selected for
implementation. Typical factors will capture inputs, processes and outputs as well as cultural and environmental
factors. Whether formally or informally, be sure to refer to these key criteria, acknowledging what stage of
organisational development and culture you have now, and what strategic and practical requirements and
constraints are present. From this analysis ask senior management what are their expectations to include with
yours as the key goals leadership development. Make planning and forecasting an annual affair at least.
4. In planning leadership development recognise the powerful role that key context factors play and the frequent
disconnects in these factors that can drive ineffective behaviours. Key contextual factors include: all of your
Talent Management policies and programmes from recruitment and selection to succession, retirement and
replacement planning; all of the HR and work systems and procedures, and of course communications – formal
and informal. Start your planning with a review of these key factors and their power and influence.

5. Leadership development is unlikely to succeed if it is practiced only in one mode…just

training or just coaching or just one of any solution is unlikely to create the tipping point
for competency to meet opportunity within a supportive context, including an appropriate
level of challenge to deliver evidence of real leadership development. Match modes of
development to context and development goals.

6. Address moral leadership and ethical behaviour at work. These dimensions of behaviour are linked to
innovation and will drive organic growth within your organisation. Integrity and trust must be developed and
sustained by leadership at all levels in the organisation for innovation to arise and contribute effectively to
sustained organisational development.
7. Model leaders should be recognised and rewarded, whilst balancing the high performer’s visibility with those
making advances on their own learning and development paths. Ensure that positive leadership messaging reaches
all levels of competency and effectively and consistently drive behaviour development for all.
8. Measure your leadership programmes, before and after – define a Balanced Scorecard for measuring inputs,
processes and outcomes of your leadership development. Try and calculate ROI of your programmes to inform
your Finance Director, CEO and Board of Directors annually.
 Issue: 1
Volume: 1
Editor and Author: John Read
Page: 3

Top Tips On Leadership Development

9. Consider two arms of leadership development and the scientifically proven methodologies in each domain to
develop your own model of integrated leader and leadership development. Develop your own plans using what best
practice available.
Leader development – recognise the power of individual differences and develop the leader as an individual.
Leadership development – recognise leadership as a set of relationships and develop the leader’s relationship skills
10. Obtain a copy of the following book for a great read on recent leadership development best practices in top
companies including Agilent Technologies Inc., GE Capital, HP, Honeywell Aerospace, Intel and Motorola:
Carter, L., Ulrich, D., & Goldsmith, M. (Eds.). (2005). Best practices in leadership development and
organisational change: How the best companies ensure meaningful change and sustainable leadership. San
Francisco, CA: John Wiley & Sons.

3iQLeadership

Leadership
Executive Team Coaching Skills
Assessment Competency
Coaching Coaching for Managers
Development

 Personality  Executive Measures of

 Senior  Senior,
Middle and Success used:
 Leadership Executive Team
Junior
 ROI
Style  Middle Development Managers
 Team  Pre- and
 Cognitive Manager  Strategic
Leaders Post-
capacity  Junior Facilitation  Develop assessments
Coaching  Balanced
 Requisite Manager  Performance
Culture Scorecard
level Enhancement
 Issue: 1
Volume: 1
Editor and Author: John Read
Page: 4

Thought Leadership On Distributed Leadership

And grant my tongue such powerful expression

That it may leave behind a single spark

Of glory for a people still to come.

Dante (1308-1321) ‘Paradiso – Canto XXXIII #70’

The Guiding Principles of Distributed Leadership are:

 Everyone is a leader, every mutually supportive high performing team is a leadership group, and every senior
manager’s role is to facilitate development of all the individuals and teams in their business division or unit

 Individual level principles:

o Everyone has access to self-leadership development opportunities from personal productivity to team
leadership and beyond and are expected to develop their leadership skills and individual, team
organisational performance
o Everyone has a coach – typically their immediate supervisor
o Everyone has an opportunity to choose and commit to clear positive guiding work values in the
organisation and demonstrate these in their self-leadership behaviours

 Team Level principles:

o Everyone belongs to at least one and preferably not more than three teams at any one time
o Team goal setting and performance development is facilitated by the team leader
o Goals and actions are decided by all members of the team, framed on a simple balanced scorecard
system developed by the team, and are coached and endorsed, but not decided by the team leader
o Teams derive their feedback regularly from two primary sources: internal team members and external
customers they serve
o Teams aim to meet the six guiding team principles for high-performing teams:
 Mutually supportive, open internal and external communications, strong internal trust, set their
own objectives, gather their own data against their metrics, and frequently reflect on their
performance

 Business/Enterprise Level principles:

o Leadership involves senior managers communicating about and facilitating translation of forces and
conditions in the external environment to opportunities for growth and development of structures, roles
and accountabilities, internal policies, strategies and commitments to actions that reinforce individual
and team commitments to the values and success of their teams, themselves and their organisation
o Building and sustaining alignment between personal and organisational brands for everyone
o Advancing the organisation’s contribution to its social leadership role and contributing to the
communities it serves and operate in

 Click here to request a full copy of this article

 Issue: 1
Volume: 1
Editor and Author: John Read
Page: 5

Game On

Innovation in Action: A special interactive presentation from

IBM Chuck Hamilton, New Media and Learning Leader for
IBM’s 3D Division.
This is a good informal presentation overviewing the impacts
and opportunities for new forms of innovation and productivity
using social media. Update your knowledge and contrast the
technologies deployed by IBM as market leaders. Click here to
view this presentation in a new window on the internet.

View developments of 3D technologies for work functions including e-

Learning and Conferencing.
Virtual Environment meetings click here
eLearning and 3D technology click here and click here
Optimising the connections between learning and technology click here
Announcement of Joint development of 3D and Work Applications by IBM
and Linden Labs Second Technology click here
Other applications forecast for Virtual Reality click here
Your next exposure to 3D may be here at a 3D Virtual Conference online.
Excerpt from this story:
“HONG KONG, Dec. 9 /PRNewswire-Asia/ -- At the end of 2009, there is
continual news in the virtual fair field. On Dec. 6th, the 3rd China (Shenzhen)
International Finance Exhibition organized by Shenzhen Municipal
Government drew to a close. On the following day, "3D Virtual China
(Shenzhen) International Finance Exhibition," co-organized by CCPIT
(Shenzhen) and Fairtheworld (Fairtheworld.com), went online as planned,
migrating the closed actual finance expo to the much wider Fair N Fair 3D
virtual expo platform. Hundreds of major banks, insurance companies and
securities agencies, such as Bank of China, Citibank and Ping An Insurance,
went on exhibit here.”

Social networks and their impact on… 3iQLeadership

Revenue is positive…Business Week – click here
Us…not always positive…CBC News – click here
Business is great for customer connections, I ask why not employee connections
as well??...CBC News - click here