netrashetty
Netra Shetty
Cargill, Incorporated is a privately held, multinational corporation, based in Minnetonka, Minnesota. Founded in 1865, it is now the largest privately held corporation in the United States in terms of revenue.[1] If it were a public company, it would rank in the top 10 companies in the Fortune 500. Some of Cargill's major businesses are trading, purchasing and distributing grain and other agricultural commodities; trading in energy, steel and transport; the manufacture and sale of livestock and feed; producing food ingredients such as starch and glucose syrup, vegetable oils and fats for application in processed foods and industrial use. Cargill also operates a large financial services arm, which manages financial risks in the commodity markets for the company. In 2003, it split off a portion of its financial operations into a hedge fund called Black River Asset Management, with about $10 billion of assets and liabilities.[2] It owns 2/3 of the shares of The Mosaic Company, one of the world's leading producers and marketers of concentrated phosphate and potash crop nutrients.
It is because something worked well for an organization and valuable information needs to be shared. This year at the 2005 Excellence Fair it was Cargill, the international food provider (located in over 59 countries), that was recognized for their Transition into Leadership curriculum that helps employees transition into leadership roles.
So, what is it about Cargill's leadership curriculum that has led to such great success? It began when Cargill recognized that great team members also make great leaders. But, the insights, skills, and vision needed to be an effective leader must be developed, practiced, and learned over time.
As such, the focus of Cargill's leadership development program is to provide new and aspiring leaders with the skills required to confront the challenges and opportunities that a leadership role entails. In the program, aspiring and new leaders learn how to guide, empower, and assist the efforts of others towards greater success. These newly developed leaders are instructed on how to lead people, make a difference in their work, and fulfill leadership expectations. So how is this leadership development program different from all of the others? This program provides new leaders with the key tools for leading effectively, while at the same time making the program specific to the development needs of each attendee. Most programs on the market do not focus on the transformation process aspiring leaders must go through to maximize their effectiveness.
The Transition into Leadership curriculum was designed to:
Introduce the best ideas and practices in leadership today
Identify the significant differences between leadership and management
Determine the participants own leadership strengths and areas for improvement
Develop and practice sound leadership skills and abilities
Learn "best practices" through close affiliation with other Cargill leaders
Communicate effectively and reinforce, mission, goals, and vision
Take accountability for business results and team member development
Embrace change and challenge the comfort zone of team members
Cargill's leadership development program places great importance on their employees and know that they are the key part of a successful future. As a result they seek the best programs in order to create development opportunities for their employees and leaders around the world.
Cargill selected CMOE to partner with them in the development and implementation of the Transition into Leadership program. At the Center for Management and Organization Effectiveness we have been helping Cargill to create, develop and implement their Transition into Leadership program and fulfill a variety of training needs.
The past 27 years CMOE has been instrumental in designing leadership development programs for multinational organizations. We help our clients improve the leaders of today and help create the leaders of tomorrow
This has become increasingly evident as we have attempted to adapt to the escalating changes in our society and workplaces over the past century. As we try to take command of our own destiny and guide the destinies of our families, communities, organizations and our planet, the necessity of effective leadership ability has become increasingly obvious. Effective leadership is one of the keys to our future success and survival.
But what is leadership, and who has it? Can you develop leadership ability, or is it something you must be born with? Some say leadership has to be learned and earned. Others say leadership is a gift that cannot be taught.
Much of the literature on leadership focuses on "characteristics" of good leaders. These characteristics, however, are often too general to be of much practical value to someone trying to become a better leader. For instance, to say that good leaders are "gifted optimists" or are "honest" and "inspiring" provides little practical basis for specific skill development or improvement. These are typically judgments about our behavior made by others.
Frequently, descriptions of effective leadership emphasize what has been effective in a particular business, culture or environment. However, the actions, style or characteristics that make a leader "good" in one context may be ineffective or devastating in another.
Some studies of leadership focus on the outcomes of effective leadership; pointing out that good leaders "create vision," "mobilize commitment," "recognize needs," etc. However, simply knowing about these goals is not enough. The key to actually achieving them involves having the mental and behavioral skills required to put them into practice.
With the tools of NLP it is possible to define and explore some specific models, principles and skills that will allow you to be a more successful leader; i.e., the "how to's" of effective leadership.
In defining what effective "leadership" is, it is important to distinguish between (a) a "leader," (b) "leadership" and (c) "leading." The position of "leader" is a role in a particular system. A person in the formal role of a leader may or may not possess leadership skills and be capable of leading. "Leadership" is essentially related to a person's skills, abilities and degree of influence. A good deal of leadership can come from people who are not formal "leaders." "Leading" is the result of using one's role and leadership ability to influence others in some way.
In its broadest sense, leadership can be defined as the ability to influence others toward the accomplishment of some goal. That is, a leader leads a collaborator or group of collaborators towards some end. In businesses and organizations, ‘leadership’ is often contrasted with ‘management’. Management is typically defined as "getting things done through others." In comparison, leadership is defined as, "getting others to do things." Thus, leadership is intimately tied up with motivating and influencing others.
In the emerging views of leadership, however, leaders do not have influence simply because they are ‘bosses’ or ‘commanders’. Rather, leaders are people who are committed to "creating a world to which people want to belong." This commitment demands a special set of models and abilities in order to effectively and ecologically manifest the visions which guide those committed to change. It involves communicating, interacting and managing relationships within an organization, network or social system to move toward one’s highest aspirations.
It is because something worked well for an organization and valuable information needs to be shared. This year at the 2005 Excellence Fair it was Cargill, the international food provider (located in over 59 countries), that was recognized for their Transition into Leadership curriculum that helps employees transition into leadership roles.
So, what is it about Cargill's leadership curriculum that has led to such great success? It began when Cargill recognized that great team members also make great leaders. But, the insights, skills, and vision needed to be an effective leader must be developed, practiced, and learned over time.
As such, the focus of Cargill's leadership development program is to provide new and aspiring leaders with the skills required to confront the challenges and opportunities that a leadership role entails. In the program, aspiring and new leaders learn how to guide, empower, and assist the efforts of others towards greater success. These newly developed leaders are instructed on how to lead people, make a difference in their work, and fulfill leadership expectations. So how is this leadership development program different from all of the others? This program provides new leaders with the key tools for leading effectively, while at the same time making the program specific to the development needs of each attendee. Most programs on the market do not focus on the transformation process aspiring leaders must go through to maximize their effectiveness.
The Transition into Leadership curriculum was designed to:
Introduce the best ideas and practices in leadership today
Identify the significant differences between leadership and management
Determine the participants own leadership strengths and areas for improvement
Develop and practice sound leadership skills and abilities
Learn "best practices" through close affiliation with other Cargill leaders
Communicate effectively and reinforce, mission, goals, and vision
Take accountability for business results and team member development
Embrace change and challenge the comfort zone of team members
Cargill's leadership development program places great importance on their employees and know that they are the key part of a successful future. As a result they seek the best programs in order to create development opportunities for their employees and leaders around the world.
Cargill selected CMOE to partner with them in the development and implementation of the Transition into Leadership program. At the Center for Management and Organization Effectiveness we have been helping Cargill to create, develop and implement their Transition into Leadership program and fulfill a variety of training needs.
The past 27 years CMOE has been instrumental in designing leadership development programs for multinational organizations. We help our clients improve the leaders of today and help create the leaders of tomorrow
This has become increasingly evident as we have attempted to adapt to the escalating changes in our society and workplaces over the past century. As we try to take command of our own destiny and guide the destinies of our families, communities, organizations and our planet, the necessity of effective leadership ability has become increasingly obvious. Effective leadership is one of the keys to our future success and survival.
But what is leadership, and who has it? Can you develop leadership ability, or is it something you must be born with? Some say leadership has to be learned and earned. Others say leadership is a gift that cannot be taught.
Much of the literature on leadership focuses on "characteristics" of good leaders. These characteristics, however, are often too general to be of much practical value to someone trying to become a better leader. For instance, to say that good leaders are "gifted optimists" or are "honest" and "inspiring" provides little practical basis for specific skill development or improvement. These are typically judgments about our behavior made by others.
Frequently, descriptions of effective leadership emphasize what has been effective in a particular business, culture or environment. However, the actions, style or characteristics that make a leader "good" in one context may be ineffective or devastating in another.
Some studies of leadership focus on the outcomes of effective leadership; pointing out that good leaders "create vision," "mobilize commitment," "recognize needs," etc. However, simply knowing about these goals is not enough. The key to actually achieving them involves having the mental and behavioral skills required to put them into practice.
With the tools of NLP it is possible to define and explore some specific models, principles and skills that will allow you to be a more successful leader; i.e., the "how to's" of effective leadership.
In defining what effective "leadership" is, it is important to distinguish between (a) a "leader," (b) "leadership" and (c) "leading." The position of "leader" is a role in a particular system. A person in the formal role of a leader may or may not possess leadership skills and be capable of leading. "Leadership" is essentially related to a person's skills, abilities and degree of influence. A good deal of leadership can come from people who are not formal "leaders." "Leading" is the result of using one's role and leadership ability to influence others in some way.
In its broadest sense, leadership can be defined as the ability to influence others toward the accomplishment of some goal. That is, a leader leads a collaborator or group of collaborators towards some end. In businesses and organizations, ‘leadership’ is often contrasted with ‘management’. Management is typically defined as "getting things done through others." In comparison, leadership is defined as, "getting others to do things." Thus, leadership is intimately tied up with motivating and influencing others.
In the emerging views of leadership, however, leaders do not have influence simply because they are ‘bosses’ or ‘commanders’. Rather, leaders are people who are committed to "creating a world to which people want to belong." This commitment demands a special set of models and abilities in order to effectively and ecologically manifest the visions which guide those committed to change. It involves communicating, interacting and managing relationships within an organization, network or social system to move toward one’s highest aspirations.