About this Resource
The Leader's Map Room is your online repository of all kinds of leadership models (maps). In here you will find simple explanations of each leader's map.
Maps in the room cover:
Each map has downloadable resources, such as audio, transcripts, templates and checklists.
This category includes maps that help leaders change organisations, even cities and nations.
The DREAM Model takes people on a journey, where most people will visit different states or attitudes during a change. Mapping these can be very helpful in making sense out of the chaos.
Kurt Lewin devised this map in the late 1940's. It has stood the test of time because it is so good. Despite it appearing simple, it has informed many later maps. Study this map and you will see it echoed in others.
This is a strategic-level map for leaders of organization-wide change. It is a classic of sorts, from a Harvard Business School Professor, John Kotter.
This map uses more of an organism metaphor when considering organisations and leading them through change.
This section of the Room is devoted to those maps that help us understand, influence and lead individuals.
Although the emphasis is on the individual, these maps are also used to great effect in leading groups.
This one of the classics. So much so, we shall see an example of this employed in the Simpsons!
Often, we can be surprised and confused about the ways people can react to a change. This map explains the most common reasons for this. And being prepared is to be forearmed.
This section of the room considers some of the maps leaders have found useful when leading teams.
Yes, the apostrophe in the title is correct. This map was developed by a husband and wife duo, Rollin and Christine Glaser.
The conventional approach to leading people is to consider the challenge as a problem to be solved. Outlier approaches, borrowing from positive psychology and some elements of Agile, takes a very different tack, with some surprisingly healthy results.
Appreciative Inquiry, or AI as it is known, has gained traction over the last few years, particularly in organisations where there has been a history of internal disagreement about what change is needed. I have used it, with some significant success, with several corporate clients.
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