Emotional Intelligence: is at the core of this process: This is about building self awareness and self belief in order to achieve your full potential and to be able to maximize your performance in all areas of your life.
Coaching generates Emotional Intelligence through an understanding of SELF.
Emotional awareness increases PEAK PERFORMANCE, which in turn increases bottom line profit.
Just as the top athletes depend on their coaches, so coaching can help even the best managers to improve their performance at work. Roderic Gray explains what coaching is and how it can help
A coach's role is to have meaningful conversations with others to help them achieve their goals and dreams through asking key questions, celebrating successes, providing encouragement, and ensuring accountability. The GROW model is used which stands for Goal, Reality, Options, and Way Forward to help set goals, understand the current situation, brainstorm options, and commit to a plan of action. The coaching process involves starting with a preferred future, uncovering facts and feelings, brainstorming options together, and helping the client commit to and plan out next steps.
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14BizLibrary
The document discusses coaching skills for managers and leaders. It outlines that coaching is important for improving business results and employee engagement. Effective coaching involves building relationships, setting goals and priorities, and improving performance. Coaching models and a coaching process are presented to help assess performance, develop improvement plans, and deliver targeted coaching to employees. Communication, performance management, business acumen, and emotional intelligence are key skills for coaches.
This document discusses coaching as an effective leadership strategy. It suggests that coaching can help build others' capacity rather than just training or telling people what to do. The session aims to help participants distinguish between capacity building and management strategies and recognize elements of effective coaching. Coaching as a leader involves asking questions to help others examine their thinking and expand their abilities to achieve goals. It should tap into intrinsic motivation and involve building trust through active listening, questioning, and modeling behaviors.
This document outlines the objectives and rationale for a coaching session aimed at developing leadership skills. It defines coaching as a process focused on unlocking potential and maximizing performance through questioning, listening and establishing goals. The session explores different coaching models and gives participants opportunities to practice coaching skills and assess their own abilities.
This document provides an analysis by Kimmer Collison-Ris of her strengths and weaknesses in relation to the 11 core competencies for health and wellness coaching as defined by the International Coaching Federation (ICF). She finds that her background as a medical professional aligns well with competencies around ethics, establishing agreements, and active listening. However, she acknowledges room for growth in areas like powerful questioning, creating awareness, and facilitating goal setting and accountability with clients. The analysis concludes with a commitment to developing skills in these competencies through her coaching practice.
Emotional Intelligence: is at the core of this process: This is about building self awareness and self belief in order to achieve your full potential and to be able to maximize your performance in all areas of your life.
Coaching generates Emotional Intelligence through an understanding of SELF.
Emotional awareness increases PEAK PERFORMANCE, which in turn increases bottom line profit.
Just as the top athletes depend on their coaches, so coaching can help even the best managers to improve their performance at work. Roderic Gray explains what coaching is and how it can help
A coach's role is to have meaningful conversations with others to help them achieve their goals and dreams through asking key questions, celebrating successes, providing encouragement, and ensuring accountability. The GROW model is used which stands for Goal, Reality, Options, and Way Forward to help set goals, understand the current situation, brainstorm options, and commit to a plan of action. The coaching process involves starting with a preferred future, uncovering facts and feelings, brainstorming options together, and helping the client commit to and plan out next steps.
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14BizLibrary
The document discusses coaching skills for managers and leaders. It outlines that coaching is important for improving business results and employee engagement. Effective coaching involves building relationships, setting goals and priorities, and improving performance. Coaching models and a coaching process are presented to help assess performance, develop improvement plans, and deliver targeted coaching to employees. Communication, performance management, business acumen, and emotional intelligence are key skills for coaches.
This document discusses coaching as an effective leadership strategy. It suggests that coaching can help build others' capacity rather than just training or telling people what to do. The session aims to help participants distinguish between capacity building and management strategies and recognize elements of effective coaching. Coaching as a leader involves asking questions to help others examine their thinking and expand their abilities to achieve goals. It should tap into intrinsic motivation and involve building trust through active listening, questioning, and modeling behaviors.
This document outlines the objectives and rationale for a coaching session aimed at developing leadership skills. It defines coaching as a process focused on unlocking potential and maximizing performance through questioning, listening and establishing goals. The session explores different coaching models and gives participants opportunities to practice coaching skills and assess their own abilities.
This document provides an analysis by Kimmer Collison-Ris of her strengths and weaknesses in relation to the 11 core competencies for health and wellness coaching as defined by the International Coaching Federation (ICF). She finds that her background as a medical professional aligns well with competencies around ethics, establishing agreements, and active listening. However, she acknowledges room for growth in areas like powerful questioning, creating awareness, and facilitating goal setting and accountability with clients. The analysis concludes with a commitment to developing skills in these competencies through her coaching practice.
Behavioral Coaching is a combination of processes, models and methodologies used by coaches to bring about lasting behavioral change on the part of clients
“If people in an organization are good at replicating what they already do well, what happens when the environment changes and what is needed begins to change?"
Presentation, created for a Taylor University MBA corporate site client, discusses the key differences between coaching and mentoring and when to use each.
Leadership coaching involves working with organizational leaders to understand how they impact their team and improve their effectiveness. Coaching provides a structured process of setting goals, facilitated discussions, and accountability checks to gain new perspectives and develop habits for improved performance or progress toward goals. Typical areas of focus in leadership coaching are increasing engagement, improving team dynamics, better decision-making, and building resourcefulness. Coaching sessions are confidential discussions focused on the coachee's goals, which over time can lead to new ideas for addressing issues and reaching objectives. Coaching aims to empower leaders to make positive contributions through removing barriers to their success.
View the latest Coaching Supervision webinar presentation with Professor Peter Hawkins, a leading writer and practitioner in the use of coaching and coaching supervision and Christopher Smith, Managing Director of Bath Consultancy and an experienced coach, team coach and coaching supervisor.
During this session they explore 3 ways in which supervision can make a difference to:
•Coaching individuals with their teams and the organisation in mind
• Team coaching - maximising the value of the process for the wider business
• Your work as a practitioner in organisation development.
View the presentation to get the latest, leading edge thinking on the practice of systemic supervision.
Listen to the webinar here: http://www.bathconsultancygroup.com/what-we-do/coaching-supervision/coaching-supervision-webinar-recordings.shtml
Coaching efficacy: Do coaches deliver what they promise?
People who coach human performance in workplaces operate in a wide variety of ways, with relatively little evaluation reported. The perceptions of a sample of coaches and their clients are reported – before, during and after coaching. Examples are given of the concerns clients have on promises made and processes used. The concerns of inadequate processes of planning, evaluation and monitoring are explored. The apparent strength of these processes in psychological approaches to coaching is compared with benefits expected or achieved. The lack of clarity of roles, goals and ways of working reduces funder confidence and work opportunities. Making explicit agreements with clients about goals, standards expected and results achieved appear to encourage client and coach to more rapid achievement of goals—more and less effective examples of each are examined.
Employee coaching involves providing training, feedback, and support to help employees improve performance and remove barriers. It includes setting expectations, monitoring performance, providing feedback, and celebrating successes. Coaching opportunities arise when employees appear unmotivated, make errors, miss deadlines or fall below standards. The purpose of coaching is to inform employees of what they do well and how to improve, teach needed skills, guide them to solve problems, and empower growth. Benefits include improved productivity, morale and satisfaction. To be effective, coaches must be supportive, patient, knowledgeable and build trust through open communication.
This document discusses staff engagement and motivation. It defines engagement as an employee's commitment to applying discretionary effort to achieve organizational goals. Motivation is defined as the factors that stimulate desire and energy in people to be continually interested in their work. The document discusses outdated motivation theories based on fear and short-term results. It advocates for intrinsic motivators like autonomy, mastery, and purpose based on Daniel Pink's research. Techniques to improve engagement are presented, like communicating consistently, emphasizing health, and getting to know staff. Personal engagement triggers are identified as a way to uncover what intrinsically motivates each employee.
This guide provides school leadership teams with resources to improve employee engagement, including discussion questions and action ideas. It focuses on the 12 key engagement factors measured by Gallup's Q12 survey. The guide explains each factor and how school leaders can take action to help employees feel they understand expectations, have necessary materials/equipment, can use their strengths daily, receive recognition, feel cared for, and are encouraged to develop. The goal is for teams to gain insights and plan actions to increase engagement.
Managing an employee engagement survey can be difficult. Learn how PULS can accelerate your employee engagement program by giving you constant feedback.
This document provides guidance on how to coach and develop others effectively. It discusses behaviors good coaches exhibit such as helping people understand themselves, facilitating goal setting, and providing encouragement. It also outlines behaviors coaches should avoid, like giving answers or imposing their own opinions. The document then reviews skills coaches need like asking thought-provoking questions, active listening, and motivating action. It introduces the G.R.O.W. model for structuring coaching conversations around setting goals, discussing reality, exploring options, and determining willingness. The coaching process involves building trust with the coachee, using the G.R.O.W. model, and following up to check on progress.
How to Create a Culture That Fosters Employee Engagement | Webinar BizLibrary
Zombies are the walking dead. Disengaged employees are dead productivity-wise. Both are contagious and pose a risk to those among them. Additionally, disengaged employees cost organizations a lot of money. The frightening facts:
70% of employees are disengaged and actively disengaged.
Nearly 1/3 of employees think their managers fail to effectively communicate goals.
40% of employees say they don't receive regular, clear feedback on their performance from their manager.
(Sources: Gallup and Tower Perrins)
So, how can we overcome the walking dead and create a culture that fosters engagement. The cure? Your managers. In this webinar we'll discuss how to develop your managers and improve your organizational culture.
Employee Engagement Best Practices: Survey Process Tips to Improve Trust, Acc...Qualtrics
To view the on-demand webinar for this presentation see the below link: https://success.qualtrics.com/survey-process-tips-watch.html?utm_source=slideshare
Measuring employee engagement can drive positive organizational change and increase revenue, retention, and overall productivity. However, mismanaging your employee engagement program can actually decrease trust, accountability, and empowerment amongst employees.
Join Qualtrics and Sarah Marrs, Employee Engagement Specialist, as we discuss common pitfalls that undermine engagement programs along with some practical tips to ensure a successful experience.
The Gallup Q12 is a widely used survey that measures employee engagement. It identifies 12 key factors that contribute to strong feelings of engagement when satisfied. Over 1.5 million employees across 87,000 work units have participated. Research shows organizations with high Q12 scores experience lower turnover, higher sales growth, better productivity and customer loyalty.
The Q12 sorts employees into engaged (28%), not engaged (54%) or actively disengaged (17%). Engaged employees are passionate and connected while disengaged employees are essentially "checked out." Actively disengaged employees undermine the work of others. The majority (71%) are either underperforming or counterproductive.
This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
This personal development plan outlines three key areas of focus for the individual:
1) Addressing perceptions that they are too negative by adopting a more optimistic and future-focused approach.
2) Reducing perceptions of micromanagement by delegating more work and prioritizing strategic tasks.
3) Shifting to a more collaborative decision-making style through inclusive practices like extended staff meetings and assigning teams to address issues.
Time to grow how to successfully hire and manage your startup teamBernadette Han, Ph.D.
One of the major struggles of startup founders is hiring and building a successful startup team. Learn key elements of hiring and managing teams. Get help to find the right talent and build an impressive team without wasting financial resources, time and compromising your company culture.
Coaching skills can help people maximize their strengths and increase responsibility, accountability, creativity and resourcefulness to overcome challenges and achieve results. The primary coaching skills presented in this interactive presentation will focus on the principles of a coaching conversation, listening, the art of asking curious questions, leading cultural change, and how to promote responsibility and accountability to support people to elicit their own solutions and strategies and take action to implement these solutions.
Speaker:
Callie Bland, Executive Coach, RN and CEO, Coach Callie Consulting
The document discusses the future shape of the Coaching Psychology Special Interest Group (CPSIG) in New Zealand. It provides background on the establishment of CPSIG and considers what psychologists bring to coaching, such as professionalism, assessment/formulation skills, and training/education. It raises questions about the role of coaching psychology in New Zealand and how members see CPSIG developing over the next 12 months, including its activities, governance, and membership.
“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on the stuff — then you can do pretty well.”
– Mark Zuckerberg, CEO, Facebook
What coaching stances can do for you in Kanban settings... Michael Mahlberg
Agile Coach, XP-Coach, Kanban-Coach – with all these coaching related terms it is sometimes hard to know, what the job of an <xyz> coach is – this talk provides some answers. (Slides from my talk at the Lean Kanban Benelux Conference 2016)
Polar Bear Pithing Ice Breaker Day 2016
Short description how to integrate b2b sales process to b2b buying process.
Ice Breaker Day was event, where startups got the right tools to break through the ice with global investors and media. Hands on workshops sparred by top experts, networking and matchmaking!
Behavioral Coaching is a combination of processes, models and methodologies used by coaches to bring about lasting behavioral change on the part of clients
“If people in an organization are good at replicating what they already do well, what happens when the environment changes and what is needed begins to change?"
Presentation, created for a Taylor University MBA corporate site client, discusses the key differences between coaching and mentoring and when to use each.
Leadership coaching involves working with organizational leaders to understand how they impact their team and improve their effectiveness. Coaching provides a structured process of setting goals, facilitated discussions, and accountability checks to gain new perspectives and develop habits for improved performance or progress toward goals. Typical areas of focus in leadership coaching are increasing engagement, improving team dynamics, better decision-making, and building resourcefulness. Coaching sessions are confidential discussions focused on the coachee's goals, which over time can lead to new ideas for addressing issues and reaching objectives. Coaching aims to empower leaders to make positive contributions through removing barriers to their success.
View the latest Coaching Supervision webinar presentation with Professor Peter Hawkins, a leading writer and practitioner in the use of coaching and coaching supervision and Christopher Smith, Managing Director of Bath Consultancy and an experienced coach, team coach and coaching supervisor.
During this session they explore 3 ways in which supervision can make a difference to:
•Coaching individuals with their teams and the organisation in mind
• Team coaching - maximising the value of the process for the wider business
• Your work as a practitioner in organisation development.
View the presentation to get the latest, leading edge thinking on the practice of systemic supervision.
Listen to the webinar here: http://www.bathconsultancygroup.com/what-we-do/coaching-supervision/coaching-supervision-webinar-recordings.shtml
Coaching efficacy: Do coaches deliver what they promise?
People who coach human performance in workplaces operate in a wide variety of ways, with relatively little evaluation reported. The perceptions of a sample of coaches and their clients are reported – before, during and after coaching. Examples are given of the concerns clients have on promises made and processes used. The concerns of inadequate processes of planning, evaluation and monitoring are explored. The apparent strength of these processes in psychological approaches to coaching is compared with benefits expected or achieved. The lack of clarity of roles, goals and ways of working reduces funder confidence and work opportunities. Making explicit agreements with clients about goals, standards expected and results achieved appear to encourage client and coach to more rapid achievement of goals—more and less effective examples of each are examined.
Employee coaching involves providing training, feedback, and support to help employees improve performance and remove barriers. It includes setting expectations, monitoring performance, providing feedback, and celebrating successes. Coaching opportunities arise when employees appear unmotivated, make errors, miss deadlines or fall below standards. The purpose of coaching is to inform employees of what they do well and how to improve, teach needed skills, guide them to solve problems, and empower growth. Benefits include improved productivity, morale and satisfaction. To be effective, coaches must be supportive, patient, knowledgeable and build trust through open communication.
This document discusses staff engagement and motivation. It defines engagement as an employee's commitment to applying discretionary effort to achieve organizational goals. Motivation is defined as the factors that stimulate desire and energy in people to be continually interested in their work. The document discusses outdated motivation theories based on fear and short-term results. It advocates for intrinsic motivators like autonomy, mastery, and purpose based on Daniel Pink's research. Techniques to improve engagement are presented, like communicating consistently, emphasizing health, and getting to know staff. Personal engagement triggers are identified as a way to uncover what intrinsically motivates each employee.
This guide provides school leadership teams with resources to improve employee engagement, including discussion questions and action ideas. It focuses on the 12 key engagement factors measured by Gallup's Q12 survey. The guide explains each factor and how school leaders can take action to help employees feel they understand expectations, have necessary materials/equipment, can use their strengths daily, receive recognition, feel cared for, and are encouraged to develop. The goal is for teams to gain insights and plan actions to increase engagement.
Managing an employee engagement survey can be difficult. Learn how PULS can accelerate your employee engagement program by giving you constant feedback.
This document provides guidance on how to coach and develop others effectively. It discusses behaviors good coaches exhibit such as helping people understand themselves, facilitating goal setting, and providing encouragement. It also outlines behaviors coaches should avoid, like giving answers or imposing their own opinions. The document then reviews skills coaches need like asking thought-provoking questions, active listening, and motivating action. It introduces the G.R.O.W. model for structuring coaching conversations around setting goals, discussing reality, exploring options, and determining willingness. The coaching process involves building trust with the coachee, using the G.R.O.W. model, and following up to check on progress.
How to Create a Culture That Fosters Employee Engagement | Webinar BizLibrary
Zombies are the walking dead. Disengaged employees are dead productivity-wise. Both are contagious and pose a risk to those among them. Additionally, disengaged employees cost organizations a lot of money. The frightening facts:
70% of employees are disengaged and actively disengaged.
Nearly 1/3 of employees think their managers fail to effectively communicate goals.
40% of employees say they don't receive regular, clear feedback on their performance from their manager.
(Sources: Gallup and Tower Perrins)
So, how can we overcome the walking dead and create a culture that fosters engagement. The cure? Your managers. In this webinar we'll discuss how to develop your managers and improve your organizational culture.
Employee Engagement Best Practices: Survey Process Tips to Improve Trust, Acc...Qualtrics
To view the on-demand webinar for this presentation see the below link: https://success.qualtrics.com/survey-process-tips-watch.html?utm_source=slideshare
Measuring employee engagement can drive positive organizational change and increase revenue, retention, and overall productivity. However, mismanaging your employee engagement program can actually decrease trust, accountability, and empowerment amongst employees.
Join Qualtrics and Sarah Marrs, Employee Engagement Specialist, as we discuss common pitfalls that undermine engagement programs along with some practical tips to ensure a successful experience.
The Gallup Q12 is a widely used survey that measures employee engagement. It identifies 12 key factors that contribute to strong feelings of engagement when satisfied. Over 1.5 million employees across 87,000 work units have participated. Research shows organizations with high Q12 scores experience lower turnover, higher sales growth, better productivity and customer loyalty.
The Q12 sorts employees into engaged (28%), not engaged (54%) or actively disengaged (17%). Engaged employees are passionate and connected while disengaged employees are essentially "checked out." Actively disengaged employees undermine the work of others. The majority (71%) are either underperforming or counterproductive.
This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
This personal development plan outlines three key areas of focus for the individual:
1) Addressing perceptions that they are too negative by adopting a more optimistic and future-focused approach.
2) Reducing perceptions of micromanagement by delegating more work and prioritizing strategic tasks.
3) Shifting to a more collaborative decision-making style through inclusive practices like extended staff meetings and assigning teams to address issues.
Time to grow how to successfully hire and manage your startup teamBernadette Han, Ph.D.
One of the major struggles of startup founders is hiring and building a successful startup team. Learn key elements of hiring and managing teams. Get help to find the right talent and build an impressive team without wasting financial resources, time and compromising your company culture.
Coaching skills can help people maximize their strengths and increase responsibility, accountability, creativity and resourcefulness to overcome challenges and achieve results. The primary coaching skills presented in this interactive presentation will focus on the principles of a coaching conversation, listening, the art of asking curious questions, leading cultural change, and how to promote responsibility and accountability to support people to elicit their own solutions and strategies and take action to implement these solutions.
Speaker:
Callie Bland, Executive Coach, RN and CEO, Coach Callie Consulting
The document discusses the future shape of the Coaching Psychology Special Interest Group (CPSIG) in New Zealand. It provides background on the establishment of CPSIG and considers what psychologists bring to coaching, such as professionalism, assessment/formulation skills, and training/education. It raises questions about the role of coaching psychology in New Zealand and how members see CPSIG developing over the next 12 months, including its activities, governance, and membership.
“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on the stuff — then you can do pretty well.”
– Mark Zuckerberg, CEO, Facebook
What coaching stances can do for you in Kanban settings... Michael Mahlberg
Agile Coach, XP-Coach, Kanban-Coach – with all these coaching related terms it is sometimes hard to know, what the job of an <xyz> coach is – this talk provides some answers. (Slides from my talk at the Lean Kanban Benelux Conference 2016)
Polar Bear Pithing Ice Breaker Day 2016
Short description how to integrate b2b sales process to b2b buying process.
Ice Breaker Day was event, where startups got the right tools to break through the ice with global investors and media. Hands on workshops sparred by top experts, networking and matchmaking!
Este documento presenta el Business Coaching como una herramienta poderosa para los líderes y gerentes de las PYMES. Resume los resultados de encuestas que muestran bajos niveles de compromiso de los empleados y la importancia de que los gerentes adopten un enfoque de coaching. Explica conceptos clave del coaching, sus beneficios y autores destacados. También describe certificaciones y programas de entrenamiento en coaching ofrecidos por la empresa Ontology Training.
This Workshop is remarkable. Brian K McNeill [The Most Fun Professional Speaker] delivers a complete sales strategy and a step by step process that guarantees new customers. This is an outstanding value, and it is delivered with energy, enthusiasm and a true love of the sales process.
This document discusses the emerging trend of "Sales 2.0", which refers to new business practices that leverage online collaboration and Web 2.0 tools to improve sales and marketing efforts. It notes that one of the central pillars of Web 2.0 and Sales 2.0 is collaboration, as online tools now allow companies to better understand customers and market/sell products. A survey found that smaller companies are early adopters of these tools, with LinkedIn and Facebook being the most commonly used. While adoption is still growing, most respondents believe collaborative online tools are having a positive impact on their work. The document concludes that Sales 2.0 remains in its early stages.
Accused of a drug crime in Arizona? Knowles Law Firm, PLC is prepared to defend you. Whether you are facing a misdemeanor or a serious felony, don’t delay in contacting us today for a free and confidential consultation.
A wrong Job choosen desperately can end up badly wasting ones skill and talent. One if can afford to wait should invest time searching for a better skill matching job. One can do this by contacting HR of good companies or simply by contacting recruitment agencies in Mumbai. One such reputed placement consultant is T&A Solutions, which is one of the best placement consultants in Chandigarh.
25 teachers and 19 students from 8 European countries participated in a training program in Veliko Tarnovo, Bulgaria from April 4-8, 2016. The program focused on the topic of gender equality and included visits to historical and cultural sites, lectures, and meetings between the teachers and students. Participants learned about gender roles in Bulgarian traditions and engaged in activities to analyze gender equality in their respective educational systems. The evaluation of the project found that most planned activities had been completed on schedule but some tasks still needed to be finalized by partners in Bulgaria, Poland, and Spain over the following academic year.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Oracle Hyperion Planning is a web-based planning and budgeting tool that utilizes the Oracle Essbase multidimensional database. It provides powerful forecasting, modeling, and reporting capabilities. The presentation discusses Hyperion Planning's key features for strategic planning, budgeting, reporting and analysis. It also provides an example of how LightSquared used Hyperion Planning to manage a $6 billion budget for building a national 4G wireless network, including the ability to quickly model funding strategies and predict labor costs during rapid growth.
This ppt is about things one should quit doing at office. 10 major odds are being mentioned in the slides which are enough to bring about a bad name thus making us infamous at work. Any office maintaining these simple rules is bound to have a good working environment and happy employees. One such example is T&A Solutions which is one the renowned Placement Consultants in Delhi. It practices a calm and competent atmosphere where employees can explore, learn and achieve.
El documento describe el ambiente y los conceptos relacionados con el impacto ambiental antropogénico. Define el ambiente como un sistema formado por elementos naturales y artificiales, y explica que el impacto ambiental se refiere a los cambios positivos o negativos producidos directa o indirectamente por los seres humanos o la naturaleza. Además, detalla los orígenes de la contaminación antropogénica como urbana, agrícola e industrial, así como la importancia de la prevención para minimizar los peligros para la salud y el medio amb
The document discusses leadership and human development. It notes that a true leader protects the interests of those they lead rather than their own interests. Additionally, it discusses three key aspects of human development: autonomy, competence, and belonging. It emphasizes understanding both the people one leads and the time period in order to be an effective leader.
First Impressions Matter: Onboarding for First Time UsersDesign for Context
This document appears to be a presentation about designing effective onboarding experiences for first-time users. It discusses 7 design principles for onboarding: 1) Present a clear value proposition, 2) Minimize login/account creation, 3) Provide a simple setup process, 4) Avoid a blank slate, 5) Allow users to immediately do something with results, 6) Import existing user data, and 7) Orient users with built-in demonstrations. Examples of mobile apps, web apps, and devices that exemplify these principles are presented, along with screenshots.
This document provides information about H&M, a large global clothing retailer. It discusses H&M's history and founders, vision, mission, brands offered, target customers, and 4P marketing analysis. Key details include:
- H&M was founded in Sweden in 1947 and has expanded globally, becoming one of the largest fashion retailers.
- Their vision is for sustainable business operations that meet needs of present and future generations.
- Their mission is to increase store numbers and comparable sales by 10-15% annually.
- H&M offers clothing, accessories, and home goods for men, women, children and babies.
"Karma - bra for business med gode verdier og god folkeskikk"Astrid Valen-Utvik
Hvordan få god karma i sosiale medier? Du kommer langt med en god strategi, riktig fokus, gode verdier og god folkeskikk, og i dette foredraget får du nøkkelordene som gir deg oppskriften på å lykkes med god kommunikasjon i hverdagen.
The appreciative coaching model is a 4 stage process for coaching: 1) Discovery, where the coach reflects with the client on past successes to celebrate strengths; 2) Dream, where the client articulates their potential and vision for the future; 3) Design, where the coach directs attention and action toward realizing the client's dream; and 4) Destiny, focusing on the client becoming who they strive to be.
The document provides a disaster recovery plan for KDU Bank. It includes:
- Contact information for key IT personnel and external vendors.
- Identification of critical systems and timelines for recovery within 4-24 hours including restoring backups and key services.
- Risks are assessed and contingencies are outlined for various disaster scenarios affecting operations.
- Backup strategies, software and physical safeguards are defined to enable recovery from disruption of computer and network services.
Applying coaching and mentoring strategies in the workplaceMichelle Grant
This document outlines strategies for applying coaching and mentoring in the workplace. It discusses distinguishing between coaching and mentoring, identifying principles for coaching others, and how coaching and mentoring can develop employees. The Grow model for coaching is introduced, which involves setting goals, understanding reality, exploring options, and establishing willingness. Learning contracts are also covered as a tool to clarify learning goals and roles between supervisors and employees. The overall message is that coaching, mentoring, and feedback are important for supervisors to facilitate employee growth and performance.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
Leadership Accelerator: Unleashing Potential in Younger Employees.pptxDennis Van Aelst
We recognize that our young professionals possess immense talent, fresh perspectives, and boundless energy. We believe in their potential to become the next generation of exceptional leaders. That's why we have developed this transformative program designed specifically to harness and amplify their abilities.
This document contains information about Dr. M.M. Bagali, a professor of management and human resources at Jain University in Bengaluru, India. It discusses his areas of research related to organizational transformation and developing admired organizations. Some key aspects of organizational transformation discussed include having an excellent workplace, strong people policies, and culture change. The document provides strategies and best practices for organizational transformation, as well as the importance of leadership, vision, communication, and ongoing evaluation in driving successful change.
M.M. Bagali is a professor of management and human resources at Jain University in Bengaluru, India. His research focuses on organizational transformation and developing admired organizations. He discusses developing excellent workplaces, implementing people-centric policies, and driving culture change. Some key aspects of transformation include establishing a vision and leadership, developing high-performance policies, and nurturing a great organizational culture. Leaders play an important role by establishing urgency for change, forming a guiding coalition, communicating a clear vision, empowering others, and institutionalizing new approaches.
Learn about, knowledge about coaching skills, talent development program, support structure for new talents, alignment of company mission, vision and obejctives
Walk The Talk Turning Organization’s Purpose and values into HabitSeta Wicaksana
In "The Four Keys to Becoming a Talent Magnet Organization," Pamela Stroko, Vice President, HCM Transformation at Oracle, states that "what distinguishes talent magnet organizations from everyone else is that first and foremost, they live their values."
They consult values such as trust/character, focus/priorities, engagement, and telling the truth, when making decisions.
Values are lived through talent processes because they touch everyone in the organization.
Values are the "who we are" and "what we aspire to become" and the talent practices and habits in the organization are the how.
This document discusses employee engagement and leadership. It begins by outlining the objectives of assessing motivation, employee engagement, motivation theories, emotional intelligence, and personal development planning. It then discusses what employee engagement means for individuals, teams, and organizations. Several theories of motivation are examined, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's three needs. Characteristics of engaged and unengaged employees are compared. The document stresses that consistent strategies, leadership, communication, motivation, involvement, and effort are needed to create an engaged organization. Key areas that impact engagement are identified as job factors, leadership, culture, training, and feeling valued. Traits of engaging leadership and motivated employees are
“People will have the greatest influence on productivity, excellence, and quality, but only if leaders can empower employees and give them more autonomy while maintaining effective accountability.”
~ The Coach: Creating Partnerships for a Competitive Edge
I designed this guide to help entrepreneur's navigate the opaque world of coaching. I also created this guide to help them assess and find an amazing coach who is a strong match. Fit is incredibly important because it has a direct impact on the strength of the alliance and quality of outcomes.
This guide is broken up into a number of sections. First, I provide an overview on what coaching actually is. I then share insights into the coaches toolbox. Said another way, the experiences, skills and certifications that a coach may have. From there, we'll dive into how you can run a process and determine fit. I then highlight coaches and organizations that have been recommended by your peers. On our way to wrapping up, I share how you can think about pricing and ROI. Finally, I leave you with some resources if you want to go deeper into coaching.
Working with a coach is a big investment in time, money and energy. Both sides should feel charged to co-create a partnership, embark on a life-changing journey and grow together over time. That's why going into the process armed with guidance and information is so critical. Good luck!
This document outlines the agenda for a two-day leadership and organizational change workshop. Day one focuses on organizational culture, leading change, and project team sessions. Day two covers community review, power dynamics, motivation theory, and job design. Ground rules are provided for group learning. Concepts around organizational culture, defining and assessing culture, and leading change are also summarized.
This document discusses factors that affect an educator's role in an organization. It addresses questions like what is the philosophy of education and the organization, what resources are available, and how to market oneself as an educator. The educator's role depends on setting vision, mission, and goals that align with the organization's philosophy. Placement and reporting structure also impact the educator's role. Building relationships, understanding quality data, and continually developing one's skills are important.
I am sharing _Management_LEADERSHIP (1)_ with you.pptxMarvenJuadiong2
This document discusses leadership, management, and analytical thinking. It defines leadership as influencing others towards achieving goals and outlines exemplary leadership practices like modeling behavior, inspiring a shared vision, and encouraging others. Management is defined as coordinating efforts to accomplish goals using resources efficiently. The key functions of management are planning, organizing, leading, and controlling. Analytical thinking involves breaking down complex problems systematically and anticipating consequences.
The document discusses career planning and succession planning. It defines career as the sequence of jobs an individual holds throughout their working life. It outlines the characteristics, benefits, and process of individual career planning which involves self-assessment, exploring information and opportunities, making decisions, creating action plans, and auditing results. Succession planning is defined as an ongoing process that systematically identifies, assesses, and develops organizational leadership through identifying key jobs, creating and assessing candidates, and final selection.
Coaching involves powerful conversations between a coach and client where the client uses tools like questioning, listening, intuition and feedback to uncover their fastest path forward. A coach helps clients set meaningful goals and achieve them by providing a fresh perspective, clarity, support for decisions, challenges to think bigger, and acknowledgement. Coaching surveys found that clients saw increases in self-awareness, better goal-setting, reduced stress, self-discovery and confidence through working with a coach. Ultimately, a coach can help anyone get to their big goals faster than going it alone.
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A presentation on how being positive can influence individual performance and bring change in the organization or vice versa.
Positivity will not only help in building confidence but also help to overcome any kind of situation.
This document outlines an agenda for a leadership training session on strategic thinking, vision, mission, and managing the external environment. The agenda includes introductions, defining key concepts, exercises on strategic thinking types, crafting visions and missions, and building inter-organizational relationships. Participants will evaluate their learning at the end of the session. The goal is to help leaders develop strategic thinking skills and learn how to align their organization's vision and mission with external factors.
The document provides advice for leaders on evaluating their performance and leadership. It discusses the importance of having a clear vision and priorities to guide decisions. Leaders should understand how they spend their time and align it with their vision. Providing and receiving feedback is key to coaching direct reports and improving one's own leadership. Succession planning and developing talent is critical so that others can take on leadership roles. Regular evaluation helps ensure the organization and leadership style fit the needs of the business. A leader's behaviors set an example that should be consistently followed.
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This document provides information on coaching, mentoring, and interventions. It discusses:
1) The goals of coaching and mentoring including acting like a coach/mentor, understanding their roles and techniques, and expanding abilities.
2) Key aspects of coaching including understanding the employee, their skills/goals, and helping them achieve goals aligned with organizational goals.
3) Techniques for different types of interventions including counseling, encouraging, coaching/mentoring, and confrontation.
4) Conflict handling behaviors such as accommodation, compromise, collaboration, competition, and avoidance.
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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2. “
”
APPRECIATIVE COACHING IS A POWERFUL PROCESS
OF ASKING THE “RIGHT” QUESTIONS THAT ARE
CAREFULLY MADE TO CREATE A JOYFULLY FOCUSED
STATE OF MIND AS THE CLIENT CONSIDERS AND
ANSWERS THEM.
Appreciative Coaching: A Positive Process for Change
3. WHAT IS APPRECIATIVE COACHING?
Appreciative Coaching is a strengths based
method that can be applied to organizational
management, staff, teams, and individuals. It
focuses on existing strengths and distinctive
competencies, reaffirming them and
encouraging these qualities/traits to promote
positive growth and change.
4. THE FIVE PRINCIPLES
• The Constructionist Principle
• The Positive Principle
• The Simultaneity Principle
• The Poetic Principle
• The Anticipatory Principle.
5. PRINCIPLE ONE: THE
CONSTRUCTIONIST PRINCIPLE
A Person’s future is an extension of what she knows and doesn’t know, both as a
coach/manager and as a client/employee. By inquiring about an individual’s past
successes, we determine that they know and how we can apply what they know to a
desirable future.
6. PRINCIPLE TWO: THE POSITIVE
PRINCIPLE
Positive attitudes, actions, and connections
influence long-term change. Suggests that
when both the coach/manager and
employee/client are connected as partners in
the positive pursuit of a dream and when they
both retain positive attitudes and act toward
the change they want, the change will happen
positively.
7. PRINCIPLE THREE: THE
SIMULTANEITY PRINCIPLE
Inquiry and change happen in the same
moment. It is when the future happens and as
a result of the present. The kinds of questions
asked sets change in motion whether positive
or negative.
8. PRINCIPLE FOUR: THE POETIC
PRINCIPLE
The Poetic Principle suggests that life
stories can be rewritten to better fit how
individuals see themselves in their
present or future. It is a reminder that a
story can be reframed, reimagined, and
refocused to enable more hopeful and
joyful action toward a desired change.
9. PRINCIPLE FIVE: THE ANTICIPATORY
PRINCIPLE
This Principle states that a particular dream of
the future can guide current behavior in the
direction of that future. Focusing an individual
on their particular vision or dream enables
them to take clearer action in the present
toward the dream. Similar to affirmations that
are stated positively in the present and that
relate to some desired future state.
11. Appreciative Inquiry or AI is an approach to organizational analysis and
learning that is intended for communicating, discovering, understanding, and
fostering innovation.
• Inquiry should begin with appreciation
• Inquiry into what is possible should yield information that can be used, applied, and
validated in action
• Knowledge that appreciates what is becomes provocative and can stir organization
members to actions.
• Inquiry into human potential should be collaborative, assuming an immutable relationship
between the process of inquiry and its content.
12. • Positive Organizational Scholarship is a discipline that promotes an interest in
positive attributes and dynamics in organizations. Investigates the positive. neither
ignores nor dismisses the negative. Examines the elements in an organization that
help develop strengths, foster resiliency, and produce extraordinary performance.
• Positive Psychology is informs practitioners of Appreciative Coaching of the
workings of the human mind, emotions, and spirit. It gives direction in how to
support individuals in their growth, both when staff/clients are in a state of positive
expectation and when they are not.
• Solution-Focused Brief Therapy is accepts what the individual has to offer and
turns it to positive use. It does not seek the why but a resolution of problems to
help find substitute behaviors that will break undesired patterns.
13. THE MAIN STAGES OF APPRECIATIVE
COACHING FOR APPLICATION
•Discovery
•Dream
•Design
•Destiny Topic
14. DIFFERENCE IN PROBLEM SOLVING
AND APPRECIATIVE COACHING
Problem Solving
• Identify problem
• Conduct analysis of causes
• Brainstorm solutions and analyze
• Develop action plans
Appreciative Coaching
• Discovery: What gives your life or job
meaning?
• Dream: What might be your future?
• Design: How can it be the future?
• Destiny: What will be your future?
15. APPRECIATIVE COACHING IN
MANAGEMENT
Don’t ask Ask
What’s wrong with you? What’s wrong with them? When have you been successful in the your other job
duties?
Why can’t you learn from your past mistakes? How did that work out in your past?
Why do you think that it doesn’t work? What are your strengths & abilities to complete
company goals?
Why did you choose that outcome? What is your desired or dream outcome for this
situation?
Why bother? What do you want to do about the issue?
What are you supposed to do about it? What actions can you start with now?
16. SUMMARY
Appreciate coaching is another method of effective communication that can be
used for life coaching and business management. In my opinion as a life coach
and business owner, it is necessary to learn how to empathize and appreciate a
client or employee’s individual goals in order to assess their effectiveness in life
and the company’s vision.