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Attendees learned valuable strategies on how to use compassion to prepare for their coaching sessions: * Set a positive climate that fosters respect * Focus on long-term development— not on altering short-term performance * Discover your employees’ personal goals Part Two of our 3-part series took place on Tuesday November 29 at 2 pm ET. Join us as Teleos’ scholar-practitioners, Suzanne Rotondo and Gretchen Schmelzer share how you can: * Deepen the conversation with your team * Get the feedback you’re looking for * Build on the coaching reflections from Part One
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This panel presentation is focused on the Park Place experience and our exploration with the many ways the theory of strength-based leadership can be applied within our organization. We will provide a corporate perspective and the experiences of three Park Place sites leaders in implementing a strength based leadership approach and through their individual lenses share the work they have done to support their teams at the local level. Presented by: - Lynda Foley, VP Quality Assurance, Park Place Seniors Living (PPSL) - Elaine MacDonald, Site Administrator, New Horizons Care Centre, Campbell River, PPSL - Margot Hagerty, Site Administrator, Newport Harbour Care Centre, Calgary, PPSL - Jody Edwards, Site Administrator, Spring Valley Care Centre, Kelowna, PPSL
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Suzanne Rotondo and Gretchen Schmelzer Master coach faculty members for Teleos’ flagship coach development and certification program In the first of a three-part series on coaching, Suzanne and Gretchen will discuss, “What Neuropsychology Tells Us About the Positive Impact of Coaching with Compassion.”
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The transition to the role of manager is exciting but also challenging. With new responsibilities and expectations it’s necessary for newly hired or promoted individuals to get off to the right start. A new manager needs to strengthen their personal skills, develop a team focus and build organization awareness.
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In this presentation, we’ll dive deeper into your employee feedback. We’ll source the most common roadblocks to success and share ideas and useful resources to overcome them. You’ll learn how to leverage platform features already at your fingertips to identify problems, test hypotheses, and generate solutions. Walk away knowing how to analyze your data in a more advanced way, such as linking engagement to business outcomes and testing the success of your actions.
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Are you looking for ways to increase the collaboration, cohesiveness, and engagement of your student senate? Do you feel overwhelmed in your senate role or burned out? Do you feel your work is unappreciated? Is someone on your team a micro-manager who you find difficult to work with? If you answered yes to any of these questions, this session is for you. It will provide groundwork for developing a dynamic team, focusing on principles of Strengths Based Leadership and Languages of Appreciation in the Workplace.
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Attendees learned valuable strategies on how to use compassion to prepare for their coaching sessions: * Set a positive climate that fosters respect * Focus on long-term development— not on altering short-term performance * Discover your employees’ personal goals Part Two of our 3-part series took place on Tuesday November 29 at 2 pm ET. Join us as Teleos’ scholar-practitioners, Suzanne Rotondo and Gretchen Schmelzer share how you can: * Deepen the conversation with your team * Get the feedback you’re looking for * Build on the coaching reflections from Part One
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This panel presentation is focused on the Park Place experience and our exploration with the many ways the theory of strength-based leadership can be applied within our organization. We will provide a corporate perspective and the experiences of three Park Place sites leaders in implementing a strength based leadership approach and through their individual lenses share the work they have done to support their teams at the local level. Presented by: - Lynda Foley, VP Quality Assurance, Park Place Seniors Living (PPSL) - Elaine MacDonald, Site Administrator, New Horizons Care Centre, Campbell River, PPSL - Margot Hagerty, Site Administrator, Newport Harbour Care Centre, Calgary, PPSL - Jody Edwards, Site Administrator, Spring Valley Care Centre, Kelowna, PPSL
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The transition to the role of manager is exciting but also challenging. With new responsibilities and expectations it’s necessary for newly hired or promoted individuals to get off to the right start. A new manager needs to strengthen their personal skills, develop a team focus and build organization awareness.
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In this presentation, we’ll dive deeper into your employee feedback. We’ll source the most common roadblocks to success and share ideas and useful resources to overcome them. You’ll learn how to leverage platform features already at your fingertips to identify problems, test hypotheses, and generate solutions. Walk away knowing how to analyze your data in a more advanced way, such as linking engagement to business outcomes and testing the success of your actions.
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Are you looking for ways to increase the collaboration, cohesiveness, and engagement of your student senate? Do you feel overwhelmed in your senate role or burned out? Do you feel your work is unappreciated? Is someone on your team a micro-manager who you find difficult to work with? If you answered yes to any of these questions, this session is for you. It will provide groundwork for developing a dynamic team, focusing on principles of Strengths Based Leadership and Languages of Appreciation in the Workplace.
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This is to introduce the strength-based principle to maximize your contribution, your success. The same strength-based principle is also effective in leading and managing people as well.
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This is to introduce the strength-based principle to maximize your contribution, your success. The same strength-based principle is also effective in leading and managing people as well.
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MSCSA President Kayley Schoonmaker MSCSA Treasurer Matt Rubel Whether you have one person on your student senate or twenty people, it is always good to have some knowledge about successful recruitment. Once we have them through the door, we need to keep them there. How do we retain our members? Join us as we share best practices!
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There will always be certain PM techniques that we can get better at, but without a strong self-belief project managers will have a tendency to doubt their professional abilities.
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Running Head: FINAL REPORT 1 FINAL REPORT 3 Title Name Class Professor Date Title Introduction References 88 VIRTUAL TEAM SUCCESS So why don’t leaders deal with performance issues? One of the most common reasons leaders fail to hold team members account- able is that they don’t effectively communicate expectations — or for that matter, what ‘‘good’’ behaviors or deliverables even look like. In addition, when leading a team of people who are geo- graphically distributed, timely feedback also poses a challenge. Time zone differences or infrequent contact can increase the ‘‘lag time’’ between when the problem occurs, when the leader becomes aware of the problem, and when the opportunity to provide feedback arises. Conflict avoidance is another reason. Many leaders would rather attempt to wait out a problem than risk getting into a potentially contentious conversation with a team member. And dealing with poor performers is particularly difficult when you can’t regularly observe your team members. How can virtual team leaders regularly monitor team members’ work when they have limited or no physical contact? To make matters worse, how can a virtual team leader provide timely feedback and/or hold team members accountable when leading a team whose members do not report directly to him or her? Raygen Company Slump: How Would You Handle It? Before we introduce the factors that separate the best virtual team leaders from the rest of the pack and provide some practical tips for enhancing your effectiveness, take a few minutes to assess how you would deal with a virtual team that is having performance problems. Read the following case study and think about how you would handle it. Write down how you would approach each situation. After you complete that process, use the scoring guidelines to evaluate how you did. Then when you’ve reviewed the tips and guidelines for leading from a distance, revisit the case study to determine what you might do differently. Lepsinger, R. D. D. (2010). Virtual Team Success. Hoboken: Center for Creative Leadership. Retrieved from http://ebookcentral.proquest.com/lib/apus/detail.action?docID=589145 Created from apus on 2017-03-09 19:28:25. C o p yr ig h t © 2 0 1 0 . C e n te r fo r C re a tiv e L e a d e rs h ip . A ll ri g h ts r e se rv e d . How to Lead Virtual Teams 89 Case Study: Raygen Company Raygen Company is a global professional services firm that pro- vides consulting services to its clients. One key to Raygen’s success is its innovative marketing strategies. Three years ago, the SVP of marketing formed a cross- functional virtual team made up of ten geographically dispersed employees from marketing, sales, consulting, and finance. Throughout this three-year period, the team was extremely successful in generating and implementing new marketing strategies. However, it appears as though the team has hit a plateau in terms of its performance. Both the quality and ...
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21.
22.
23.
24.
25.
26.