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Leadership Agreement - Sign up and pledge

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Leadership Agreement - Sign up and pledge

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Read our Agreement in full and share your thoughts.

*Please make sure you have downloaded and installed diSCover mobile.

Link to Our Leadership Agreement in diSCover - https://shorturl.at/hsD2B

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Instructions to download diSCover mobile

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Instructions to download diSCover mobile

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1. Download the Cornerstone LearningExperience mobile app from the Google Play Store or Apple App Store.

App Name: Cornerstone LearningExperience

Developer: EdCast

2. Install and Open the App.

3. Click on ‘Get Started’.

4. Under ‘Team URL’, enter sc.edcast.eu then click the Next button.

5. On the Sign-in to diSCover page, click the ‘Accept log in with Phone and Tablet App’ button.

6. Enter your 7-digit SC Bank ID then your OneMFA via Push or OTP.

7. Enter your SC LAN Password (same password you use for your corporate laptop) and then click on ‘Log in’. Please note, Korean users can get their 7-digit Bank ID from the ‘FirstOffice’ system. The text ‘Single Sign On failed’ can be ignored.

8. You should land on the ‘My Feed’ section. You can now navigate diSCover and your learning on your mobile.

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When It Comes to Career Growth, Who’s Really Got Your Back?

Check out this Leadership Insight summary - https://shorturl.at/YYaUL

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Liz Sweigart
Published by Strategy+Business

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Why read this:Discover how identifying the right sponsor can boost your career growth and professional development. In brief:An individual contributor may incorrectly assume a complimentary senior colleague will have their back when discussing promotions and raises. However, to be someone’s sponsor in this way, a senior member of staff needs to be personally invested in the junior employee’s career. Working with a sponsor is an important step to long-term career success, so it is particularly important that employees learn how to identify suitable people and to distinguish that relationship from other supportive but less engaged colleagues. Key points: There are two factors that separates a ‘fan’ from a sponsor. The first is that a sponsor will feel responsible for ensuring an employee’s professional growth and development. The second is that a sponsor will be willing to use their position within the company to benefit the more junior staff member.
There is an important difference between a mentor and a sponsor. Mentors often have the same level of personal investment in the careers of their mentees; however, they sometimes lack the ability to act on behalf of the others. Often mentors concentrate on developing the employee as an individual instead.
Sponsorship can take many different forms depending on the individuals involved. For example, the senior staff member might introduce their protégé to others or invite them to work with certain teams or on certain projects that will help them gain the skills they need to progress.
Employees should identify a leader who they admire and that they have some things in common with. Sometimes HR will help individuals identify suitable sponsors. This can be particularly important when an individual has few existing connections in the corporate world or are from a minority group. The bottom line:As early as possible in their careers, junior staff members should try to build a variety of relationships from fans to sponsors across the organisation and at different levels. Leaders should ensure that there is a transparent and fair system in place for promotion and a diversity policy that everyone understands and follows. Based on an article by

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At Standard Chartered, we invest in things that matter. Watch our video and learn how we encourage flexibility, purpose and inclusion and support you to grow in a way that works for you 💙💚

https://youtu.be/dlV_GVq2imI?si=yq4txxjl9ngT1YOV

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Innovate With Us – Careers At Standard Chartered

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Check out our strategy for Fit For Growth and watch the video on Pulse.

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Redesigning Work

Check out this Leadership Insight summary - https://shorturl.at/oaNom

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Tania Lennon
Published by IMD Business School

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Why read this: Explore how organisations should rethink talent approaches to ensure a sustainable future of talent. In brief: As the gap between needed and existing talent is widening, robust processes should be developed to match talent to roles. These processes must address the dynamic, interconnected and heterogeneous nature of work today, and can be developed with a mixture of three different approaches. The 3 approaches: Developing a skills-based approach. There are two distinct advantages for organisations in taking a skills-based approach to job evaluation. The first is that it encourages a wider lens when forming roles that looks beyond education, encompassing other methods of skill acquisition. Secondly, it enables talent to move between roles more easily. To reap these advantages, companies need to meet some challenges. These include requiring sufficient analytical capabilities to evaluate both roles and candidates, the administration to map relevant skills with roles and projects, and what can be done to maintain people’s connection between their identity and the work they do.
Job crafting. This takes place when people are able to sculpt elements of their jobs. Both the individual and wider context can have an impact on this, as the person themselves can make subtle adjustments for a better fit to their challenges and lifestyle. People usually change the type and quantity of activities, who they engage with and the meaning they contrive from their role. Job crafting can improve performance through better adaptation to local contexts and overall job satisfaction.
Creating dynamic capabilities. When companies are able to develop the abilities of employees to build and apply new skills, it creates dynamic capabilities. The three key attributes of organisations who develop dynamic capabilities are cognitive flexibility, strategic process malleability and adaptive behaviours in order to test new approaches. The bottom line: Each of the above approaches can contribute to leaders thinking differently about both jobs and talent. Adopting a talent-centric approach can be looked through all three lenses, being skills-based, job crafting or dynamic capabilities. Based on an article by

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Monday, 14 October 2024

3:30pm to 4:30pm local time

come and register and grab some food as you reconnect and catch up with each other

4:30pm local time

event starts