This document summarizes the key points from a 17-week training program on the 17 Indisputable Laws of Teamwork. It provides an overview of the weekly topics, objectives, and discussion questions. Week 1 focuses on the importance of teamwork over individual play. Subsequent weeks cover principles like having a shared goal that is more important than any one role, playing to your strengths, developing team bonds as challenges increase, and the need for a catalyst to drive the team forward. The document uses quotes and questions to illustrate each law and help teams reflect on how to apply the concepts.
Psychologists tell us we're hard wired with a negativity bias--that you easily spot what's wrong with you. In your career, are you focusing your energy on fixing your weaknesses? If so, you're like most. Unfortunately, your time is better spent another way.
At your "Discover Your Strengths And Put Them To Work" event, you'll learn to apply your natural talents to improve your performance and productivity.
And the best news? It makes work feel easier and more enjoyable than it has in eons. See you there!
This document discusses the elements and skills needed for effective teamwork. It identifies key elements like open communication, clear direction and goals, accountability, and delegation. It also examines important skills such as communication, planning, problem solving, collaboration, and conflict management. The overall message is that strong teamwork requires establishing these elements and cultivating these skills in order to achieve success.
This document discusses the Clifton Strengths Finder assessment tool. It introduces positive psychology and the idea of focusing on strengths rather than weaknesses. The assessment identifies an individual's top 5 strengths from among 34 strengths categories within 4 domains: executing, influencing, relationship building, and strategic thinking. Understanding one's own strengths and the strengths of others helps build stronger working relationships and allows people to excel by applying their strengths. The document provides examples of each strength and exercises to help understand strengths. It emphasizes managing weaknesses by improving deficiencies, finding support from others, and focusing on strengths.
This document provides an overview of Module 1 of a training course on group dynamics. It discusses 4 key steps in the group development process according to Jack Gibb: 1) Acceptance, where group members feel safe and accepted; 2) Sharing information and concerns to understand each other; 3) Setting goals that the group commits to; and 4) Organizing for action by assigning roles and responsibilities. The document also includes reflection questions for participants and exercises on listening, sharing life experiences, and leadership styles.
This document provides an overview of strengths finder and how to work with others based on their strengths domains. It discusses the four domains of influencing, executing, relationship building, and strategic thinking. It then provides guidance on how to work with people with strengths in each of these domains, focusing on their natural tendencies and needs. The document uses a fictional example of teams designing castles to illustrate how strengths can be seen in a group activity. It prompts reflection on the activity and encourages understanding differences to work together effectively.
Teams that focus on strengths every day have 12.5% greater productivity. Teams that receive strengths feedback have 8.9% greater profitability.
(Source: Gallup)
Looking forward to using your natural talents to build the productivity on your team! StrengthsFinder unlocks that potential and gets the conversation started.
This document discusses adaptive leadership and how it differs from conventional leadership. Adaptive leadership is needed in situations of complexity and uncertainty where addressing an "adaptive challenge" is required. An adaptive challenge exists when there is a gap between current reality and important aspirations. Adaptive leaders understand change will be difficult, work to determine why the gap exists, and involve stakeholders in figuring out how to close the gap with experimentation and implementation. Key aspects of adaptive leadership include identifying the challenge, regulating distress, maintaining focus, involving people in the work, and periodically stepping back to analyze progress.
Psychologists tell us we're hard wired with a negativity bias--that you easily spot what's wrong with you. In your career, are you focusing your energy on fixing your weaknesses? If so, you're like most. Unfortunately, your time is better spent another way.
At your "Discover Your Strengths And Put Them To Work" event, you'll learn to apply your natural talents to improve your performance and productivity.
And the best news? It makes work feel easier and more enjoyable than it has in eons. See you there!
This document discusses the elements and skills needed for effective teamwork. It identifies key elements like open communication, clear direction and goals, accountability, and delegation. It also examines important skills such as communication, planning, problem solving, collaboration, and conflict management. The overall message is that strong teamwork requires establishing these elements and cultivating these skills in order to achieve success.
This document discusses the Clifton Strengths Finder assessment tool. It introduces positive psychology and the idea of focusing on strengths rather than weaknesses. The assessment identifies an individual's top 5 strengths from among 34 strengths categories within 4 domains: executing, influencing, relationship building, and strategic thinking. Understanding one's own strengths and the strengths of others helps build stronger working relationships and allows people to excel by applying their strengths. The document provides examples of each strength and exercises to help understand strengths. It emphasizes managing weaknesses by improving deficiencies, finding support from others, and focusing on strengths.
This document provides an overview of Module 1 of a training course on group dynamics. It discusses 4 key steps in the group development process according to Jack Gibb: 1) Acceptance, where group members feel safe and accepted; 2) Sharing information and concerns to understand each other; 3) Setting goals that the group commits to; and 4) Organizing for action by assigning roles and responsibilities. The document also includes reflection questions for participants and exercises on listening, sharing life experiences, and leadership styles.
This document provides an overview of strengths finder and how to work with others based on their strengths domains. It discusses the four domains of influencing, executing, relationship building, and strategic thinking. It then provides guidance on how to work with people with strengths in each of these domains, focusing on their natural tendencies and needs. The document uses a fictional example of teams designing castles to illustrate how strengths can be seen in a group activity. It prompts reflection on the activity and encourages understanding differences to work together effectively.
Teams that focus on strengths every day have 12.5% greater productivity. Teams that receive strengths feedback have 8.9% greater profitability.
(Source: Gallup)
Looking forward to using your natural talents to build the productivity on your team! StrengthsFinder unlocks that potential and gets the conversation started.
This document discusses adaptive leadership and how it differs from conventional leadership. Adaptive leadership is needed in situations of complexity and uncertainty where addressing an "adaptive challenge" is required. An adaptive challenge exists when there is a gap between current reality and important aspirations. Adaptive leaders understand change will be difficult, work to determine why the gap exists, and involve stakeholders in figuring out how to close the gap with experimentation and implementation. Key aspects of adaptive leadership include identifying the challenge, regulating distress, maintaining focus, involving people in the work, and periodically stepping back to analyze progress.
The document discusses overcoming immunity to change. It notes that change is difficult and inhibits transformation, and that we often use technical solutions to address challenges that require adaptive changes. It advocates developing mental complexity to be successful in a volatile, uncertain, complex, and ambiguous (VUCA) world. The document discusses creating a personal diagnostic of immunity to change as it relates to a personal improvement goal in order to unlock new behaviors and growth.
A presentation that focuses on team building from an I/O organization point of view. Useful in describing the four principles of successful team building storming, forming, norming, and performing. Item has also been created into a YouTube video with music.
This document discusses building trust in relationships and the importance of empathy. It presents the "trust equation" which is made up of credibility, reliability, intimacy, and focusing less on self-interest. Specific dimensions that build trust are having relevant expertise, being consistent and dependable, showing empathy through understanding different perspectives and being willing to discuss difficult issues, and prioritizing the other person's agenda. The document also discusses cognitive versus affective empathy and provides an exercise scenario to demonstrate empathetic responses.
This document discusses how to build and sustain trust in relationships. It explains that trust involves choosing to make yourself vulnerable to another person's actions. Trust is based on sincerity, reliability, competence, and care. The document provides tips for demonstrating each of these qualities to develop trust, such as being transparent, keeping commitments, acknowledging limitations, and prioritizing others' interests. It also discusses how distrust emerges and provides strategies for rebuilding trust when it has broken down.
This document discusses the importance of teamwork in business. It defines teamwork as the combination of team and work, and lists types of teamwork like problem solving and self-managed teams. The document presents a team effectiveness model with factors like resources, leadership, composition, and work design that influence team effectiveness. Some benefits of teamwork mentioned are increased work efficiency, improved employee relations, and learning opportunities. It concludes that great things are never accomplished by individuals alone but through collaborative team efforts.
Teamwork requires cooperation from all members toward a shared goal. It involves understanding each other, choosing complementary roles, and having open communication to solve problems together. When a team is empowered and performance is regularly measured, individuals can succeed in a way that leads to collective organizational success. Sharing outcomes builds trust and allows the team to learn from both victories and losses.
The document discusses focusing on one's strengths rather than weaknesses when it comes to careers. It cites research showing employees are more engaged and satisfied when they use their strengths at work. It provides assessments and exercises individuals can complete to identify their natural strengths and talents in order to pursue careers aligned with these strengths.
There's a difference between a manager and a boss. Moreover, people have often mistaken bosses as leaders. These slides will tell you the differences between the two. Are you a leader or a boss?
This document summarizes a workshop aimed at building team resilience. The workshop objectives are to explore what resilience means and how it applies to the team, assess how resilient the team currently is, and develop ways to improve team resilience. Through various activities, the workshop examines the characteristics of resilient teams, identifies challenges the team faces, and has the team create an action plan to strengthen areas of weakness and achieve their goals.
The document summarizes Stephen Covey's 8 habits of highly effective people. It discusses each habit in 1-3 paragraphs with headings for each habit. The habits are: 1) be proactive, 2) begin with the end in mind, 3) put first things first, 4) think win-win, 5) seek first to understand then to be understood, 6) synergize, 7) sharpen the saw, and 8) find your voice and inspire others. The document provides explanations and examples for each habit to help people become more effective in their personal and professional lives.
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
Pearls of wisdom collected from previous travelers on the road that we like to call change. I hope you can relate to some of these insights and perhaps provide more. Enjoy!
This document discusses leadership and provides an overview of a presentation on leveraging leadership skills. Some key points discussed include:
- Contemporary views of leadership see it as something everyone demonstrates in some way, through micro-contributions each day, rather than being limited to formal positions of authority.
- Traditional leadership skills like interpersonal competence, team collaboration, influencing others, developing self-awareness, and navigating change are discussed as foundations of leadership.
- Fatal flaws that can undermine leadership potential if not addressed include a lack of self-awareness, poor interpersonal skills, and an inability to collaborate in teams.
- Translating leadership skills to the workplace involves identifying strengths, addressing weaknesses, and
The document compares pictures of two different sports and discusses exercise habits. It asks the reader to analyze the pictures by considering the skills needed, feelings of those involved, and reasons for choosing each sport. It also provides discussion questions about exercise levels today, best ways to stay fit, individual versus team sports, making sports compulsory in schools, and increasing fitness awareness.
1) The document outlines an AIESEC conference focused on leadership, learning, and innovation.
2) It describes various sessions at the conference around developing leadership skills and strengths.
3) It includes an exercise where participants rank the importance of items needed to survive on a simulated moon landing, intended to demonstrate the value of collaboration over working individually.
The document discusses overcoming immunity to change. It notes that change is difficult and inhibits transformation, and that we often use technical solutions to address challenges that require adaptive changes. It advocates developing mental complexity to be successful in a volatile, uncertain, complex, and ambiguous (VUCA) world. The document discusses creating a personal diagnostic of immunity to change as it relates to a personal improvement goal in order to unlock new behaviors and growth.
A presentation that focuses on team building from an I/O organization point of view. Useful in describing the four principles of successful team building storming, forming, norming, and performing. Item has also been created into a YouTube video with music.
This document discusses building trust in relationships and the importance of empathy. It presents the "trust equation" which is made up of credibility, reliability, intimacy, and focusing less on self-interest. Specific dimensions that build trust are having relevant expertise, being consistent and dependable, showing empathy through understanding different perspectives and being willing to discuss difficult issues, and prioritizing the other person's agenda. The document also discusses cognitive versus affective empathy and provides an exercise scenario to demonstrate empathetic responses.
This document discusses how to build and sustain trust in relationships. It explains that trust involves choosing to make yourself vulnerable to another person's actions. Trust is based on sincerity, reliability, competence, and care. The document provides tips for demonstrating each of these qualities to develop trust, such as being transparent, keeping commitments, acknowledging limitations, and prioritizing others' interests. It also discusses how distrust emerges and provides strategies for rebuilding trust when it has broken down.
This document discusses the importance of teamwork in business. It defines teamwork as the combination of team and work, and lists types of teamwork like problem solving and self-managed teams. The document presents a team effectiveness model with factors like resources, leadership, composition, and work design that influence team effectiveness. Some benefits of teamwork mentioned are increased work efficiency, improved employee relations, and learning opportunities. It concludes that great things are never accomplished by individuals alone but through collaborative team efforts.
Teamwork requires cooperation from all members toward a shared goal. It involves understanding each other, choosing complementary roles, and having open communication to solve problems together. When a team is empowered and performance is regularly measured, individuals can succeed in a way that leads to collective organizational success. Sharing outcomes builds trust and allows the team to learn from both victories and losses.
The document discusses focusing on one's strengths rather than weaknesses when it comes to careers. It cites research showing employees are more engaged and satisfied when they use their strengths at work. It provides assessments and exercises individuals can complete to identify their natural strengths and talents in order to pursue careers aligned with these strengths.
There's a difference between a manager and a boss. Moreover, people have often mistaken bosses as leaders. These slides will tell you the differences between the two. Are you a leader or a boss?
This document summarizes a workshop aimed at building team resilience. The workshop objectives are to explore what resilience means and how it applies to the team, assess how resilient the team currently is, and develop ways to improve team resilience. Through various activities, the workshop examines the characteristics of resilient teams, identifies challenges the team faces, and has the team create an action plan to strengthen areas of weakness and achieve their goals.
The document summarizes Stephen Covey's 8 habits of highly effective people. It discusses each habit in 1-3 paragraphs with headings for each habit. The habits are: 1) be proactive, 2) begin with the end in mind, 3) put first things first, 4) think win-win, 5) seek first to understand then to be understood, 6) synergize, 7) sharpen the saw, and 8) find your voice and inspire others. The document provides explanations and examples for each habit to help people become more effective in their personal and professional lives.
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
Pearls of wisdom collected from previous travelers on the road that we like to call change. I hope you can relate to some of these insights and perhaps provide more. Enjoy!
This document discusses leadership and provides an overview of a presentation on leveraging leadership skills. Some key points discussed include:
- Contemporary views of leadership see it as something everyone demonstrates in some way, through micro-contributions each day, rather than being limited to formal positions of authority.
- Traditional leadership skills like interpersonal competence, team collaboration, influencing others, developing self-awareness, and navigating change are discussed as foundations of leadership.
- Fatal flaws that can undermine leadership potential if not addressed include a lack of self-awareness, poor interpersonal skills, and an inability to collaborate in teams.
- Translating leadership skills to the workplace involves identifying strengths, addressing weaknesses, and
The document compares pictures of two different sports and discusses exercise habits. It asks the reader to analyze the pictures by considering the skills needed, feelings of those involved, and reasons for choosing each sport. It also provides discussion questions about exercise levels today, best ways to stay fit, individual versus team sports, making sports compulsory in schools, and increasing fitness awareness.
1) The document outlines an AIESEC conference focused on leadership, learning, and innovation.
2) It describes various sessions at the conference around developing leadership skills and strengths.
3) It includes an exercise where participants rank the importance of items needed to survive on a simulated moon landing, intended to demonstrate the value of collaboration over working individually.
Reflective questions - a powerful way to develop our practiceAlex Clapson
The document provides reflective questions in three categories: questions about using reflection, questions for reflecting on goals, and questions for reflecting on work-life balance. The reflective questions are meant to help people analyze their thoughts, behaviors, actions, strengths/weaknesses, goals, work performance, work-life balance, and ways to improve. Regular reflection can enhance focus, learning, and development of skills like critical thinking and adaptability.
Personal mastery is about empowering individuals through constant self-reflection and development. It involves continuously clarifying what is truly important through clarifying one's vision and understanding the gap between the current reality and that vision. This creative tension can then motivate people to address underlying beliefs that may be limiting their potential, such as a lack of self-worth or ability. With commitment to truth and by accessing one's subconscious mind, people can change limiting beliefs and empower themselves to achieve their vision. For organizations, fostering personal mastery requires investment, alignment around shared goals, and potentially reworking structures to give people freedom to pursue their visions. Exercises provided help individuals explore their deepest desires and clarify their core values to guide personal and
The document discusses the concept of fixed and growth mindsets. It presents a quiz to determine whether the reader has a fixed or growth mindset. A fixed mindset is the belief that intelligence cannot change, while a growth mindset is the belief that intelligence can grow with effort. The document then compares the brain to muscles, noting that both have structures that grow with use, develop through increasingly difficult challenges, require sustained effort to build, and can be built up by anyone through hard work. It concludes that having a growth mindset, which believes in the ability to increase one's intelligence through effort, is important for success.
This document outlines an agenda for a diversity, equity, and inclusion (DEI) facilitation and coaching workshop. The workshop focuses on building awareness of oneself, one's team, and students. It includes discussions of DEI theory and strategies for developing effective DEI practices. The agenda covers topics such as adaptive change, developing a compelling vision, addressing tensions, and moving from awareness to strategy. It also includes facilitation exercises where participants practice sharing reflections and receiving feedback. The overall goal is to help participants strengthen their DEI facilitation and coaching skills.
This document discusses the importance of collaboration and visionary leadership. Courageous leaders possess self-awareness, knowledge, and decision-making skills. They invite trust and guide collaborative decisions based on data and plans for improvement. Vision represents a leader's ideals and desired future, while mission communicates an organization's core values, purpose, and goals. Developing a shared vision and mission involves collaborative discussions to identify priority actions and categories that unite stakeholders toward a common purpose.
Презентацията съдържа обобщение на семинара на Tony Robbins - Unleash The Power Within. Семинара е най-големият по рода си в световен план за личностно развитие и усъвършенстване. Тони Робинс е един от най-добрите експерти в тази насока и е помогнал на над 5 000 000 души по целият свят да променят и подобрят живота си. В презентацията има изключително много упражнения от семинара.
The document outlines a 4-day personal development program with the following key elements:
Day 1 focuses on turning fear into power through a firewalk experience and understanding how emotions, physiology, and language impact one's state. Day 2 is about turning dreams into reality through success conditioning and mastering one's life. Day 3 involves a transformation day to breakthrough to a new life. Day 4 explores the power of pure energy and 12 principles for a vital life. The program also addresses topics like communication skills, goal-setting, mindset, leadership, and business mastery. Exercises are provided to help participants apply the concepts.
The document discusses a class on sport psychology taught by Coach Bonfiglio, providing his contact information and an overview of topics to be covered in the class including developing mental toughness, understanding performance psychology, and learning strategies to improve focus, confidence, and competitiveness. The class will examine how to develop a winning mindset and give optimal performance through sport psychology principles.
Afp toronto create an engaged passionate board2gailperry
This document provides tips for motivating nonprofit boards and getting them excited about the organization's mission. It recommends (1) reigniting board members' passion for the cause by discovering their personal motivations, (2) helping them understand how donations are making an impact, (3) giving them direct experiences with the organization's work, (4) making meetings more engaging, (5) building trust and relationships through social time, and (6) assigning specific action items to keep members actively involved. The goal is to transform boards from being detached managers to energized advocates who are enthusiastic about advancing the organization's mission.
This presentation was created and given by Dr. Andy Driska at the 2017 MSU Summer Coaches' School. The presentation helped sport coaches and leaders work through ideas concerning ways to build their own team culture within their programs.
Turning It Around During Challenging TimesMarkAdams
The document provides a summary of Mark Adams' presentation on turning things around during challenging times. It outlines a 5-step process: 1) Keep it simple 2) Be clear about expectations 3) Recruit the best talent 4) Play to your strengths 5) Re-create the vision. For each step, Adams provides examples and advice for how leaders can implement the steps to address challenges and achieve goals.
This document provides an overview of martial arts training for adults. It discusses how adult martial arts focuses on self-defense and fitness in a safe way tailored for adult bodies. The document contains success stories from students who have improved their health, confidence and life through martial arts. It also previews the topics to be covered in subsequent chapters, including focusing on progress not perfection, managing stress by "leaving problems at the door", and developing beneficial habits like consistency, focus and repetition through martial arts practice.
The big question: "What are you going to do with your life?" can feel overwhelming. Using the step by step Trifecta approach (purpose, code and goals) we help you answer this crucial question. If you have questions contact me: mark@synenergy.world
Tmtd how to facilitate team purpose discussionAIESEC
This document provides guidance to an EB team on defining their team purpose, stand, and shared values. It recommends they understand the current context, AIESEC vision, and leadership goals to craft an ambitious purpose aligned with their role in society. Key questions are outlined to help the team determine their purpose, stand, and shared values through individual reflection and group discussion. The document emphasizes the purpose and stand should capture the team's essence, connection, and vision of success, and act as a filter for decisions. It stresses visualizing, referring to, adjusting, and clarifying the values to translate them into projects and behaviors.
This document discusses AIESEC's leadership development model. It focuses on developing self-aware, empowering, and solution-oriented world citizens through an inner and outer journey program. This includes believing in one's ability to make a difference, communicating effectively in diverse environments, understanding personal values, and adapting to challenges. Team Minimums supports this journey by providing specific actions that help participants achieve leadership skills and bring peace by fulfilling human potential.
This document discusses AIESEC's leadership development model. It focuses on developing self-aware, empowering, and solution-oriented world citizens through an inner and outer journey program. This includes believing in one's ability to make a difference, communicating effectively in diverse environments, understanding personal values, and adapting to challenges. Team Minimums supports this journey by providing specific actions that help participants achieve leadership skills and bring peace by fulfilling human potential.
The document discusses the stages of team development - forming, storming, norming, and performing.
In the forming stage, the leader defines team values, purpose, and creates a plan. They build relationships and understand roles. In storming, disagreements increase so the leader clarifies goals and responsibilities. Meetings are used to align the team. In norming, consensus is reached and results improve. The leader gives additional responsibilities and feedback. Finally, in performing the team is self-driven and strategically aware, working towards their purpose. The leader celebrates successes and allows independent work. Building trust is key to guiding a team through these stages of high performance.
1) The document discusses the stages of team development - forming, storming, norming, and performing. It provides characteristics and suggestions for leaders in each stage.
2) In the forming stage, the team is positive but dependent on the leader. Leaders should define values, purpose, and provide training.
3) Storming involves increased disagreements as roles become clearer. Leaders should ensure clear goals, roles, and effective meetings to drive performance.
4) During norming, consensus grows and results improve. Leaders should continue coaching and give additional responsibilities to boost engagement.
5) In performing, the self-driven team is strategically aware and focused on goals. Leaders keep enthusiasm high and
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Full-RAG: A modern architecture for hyper-personalizationZilliz
Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Essentials of Automations: The Art of Triggers and Actions in FME
17 indisputable laws of teamwork
1. 17 Indisputable Laws of Teamwork
WEEK 1 ‐ Law 1: The Law of Significance
‐ One is too small a number to achieve greatness.
Quote 1: “Individuals play the game but teams win championships.”
Chinese Proverb
Questions:
1. What does this mean?
2. In sport is there anything of real value that you can do alone?
3. What does a team bring to the table?
a. In the weight room?
b. Outside of the weight room?
(Energy, Accountability, How to achieve goals,
4. How do we grow now as a team? What can we do each day to make this happen
Quote 2: “You may be good … but you’re not that good.”
John C Maxwell
Questions:
1. What does this mean?
2. Become A Better Team Member
a. Goal Forms – Fill Them Out
i. What goals are you working toward right now
ii. How are you going about these goals (individual or team)
iii. With these goals ask yourself:
1. Is it bigger than I am?
2. Does it benefit others as well as myself/?
3. Is it worth dedicating part of my life to?
If Yes: Think about those who should join you to achieve the goal. Invite them to join you. Look for
others.
Examples:
SUMMER CHALLENGE Film Specific Goals
Technique Conditioning Classroom
2. WEEK 2 – Law 2: The Law of the Big Picture
‐ The Goal is more important than the Role
Quote 1: “If you think you are the entire picture, you will never see the big picture.”
John C. Maxwell
Questions:
1. Are you willing to give everything for the common good of the team?
a. How do you plan on doing this?
2. What are the mutually team shared goals?
a. We want goals not outcomes!
b. Coaches, write them down and lets post them daily
Quote 2: “If a team is to reach its potential, each player must be willing to subordinate his personal
goals to the good of the team.”
Bud Wilkinson (Oklahoma Football – 1950s)
Questions: REVIEW PERSONAL GOAL & TEAM GOALS
1. Is your priority the team or yourself?
2. Have your actions in week 1 shown this?
3. Why did we right our personal goals down?
a. How do my personal goals fit into the team goals? If they don’t are they ego based?
b. How can me and my teammates goals come together to fit the big picture?
c. Ex. Team Goal: Improved strength by attending all training sessions
i. How many people have this personal goal ‐ Accountability
Quote 3: “Everybody on a championship team doesn’t get publicity, but everyone can say
he’s a champion.”
Erving “Magic” Johnson
Questions:
1. What role do I play on this team? Can you accept this role?
2. Does my attitude fit into this role and the team goal?
3. Do I think of myself? Are the people that depend on me being let down?
3. WEEK 3 – Law 3: The Law of the Niche
‐ All players have a place where they add the most value
Quote 1: “If each person is not doing what adds the most value to the team, you won’t achieve your
potential as a team.” ‐ John C. Maxwell
Questions:
1. What happens to a team when one or more of its members play out of “position”
a. Team Morale & Willingness to work as a team.
2. Where do you add the most value?
3. What type of “positions” exist on this team?
Quote 2: “You are most valuable where you add the most value.”
‐John C. Maxwell
Questions:
1. Have you found your niche?
2. How are you working to improve your niche?
Quote 3: “Great leadership must know the team, the situation, and the players.”
‐John C. Maxwell
Questions:
1. The Team: Do we know the vision, and goals?
a. Do we know where we are going and why we want to get there?
2. The Situation: Where are we currently and what do we require?
3. The Players: Do I know my teammates?
a. What are their goals? Do they fit with mine and the teams
b. What makes you tick?
4. WEEK 4 – Law 4: The Law of Mount Everest
‐ As the Challenge Escalates, the Need for Teamwork Elevates
Quote1: “Ask not what your teammates can do for you but what you can do for your teammates.”
‐Magic Johnson
Questions:
1. Who is on my team? Tell me something about a teammate.
a. Related to the team goals.
2. Potential is only as good as the current team.
a. What can we do enhance our team to reach our potential?
IF I DON’T KNOW MY TEAMMATES HOW CAN I RELY ON THEM DURING A CHALLENGE
Quote 2: “Accept the challenges so that you may feel the exhilaration of victory.”
‐General Patton
Questions:
1. What challenges does this team face?
2. How can we as a team face these challenges?
a. Who takes which role?
i. Is the right person in the right role?
3. Please write down team challenges
Quote 3: “Build the team today for the challenges of tomorrow.”
‐John C Maxwell
Questions:
1. How do we build the team?
a. Know the challenges, Know your teammates, Know your role – Now Develop
i. Develop the team
1. Leadership – each person has a strength & weakness
a. Who is a leader in the weight room – can we rally around this
person. (May not be a captain/team leader).
b. Who is a leader for _________________?
What is your strength & weakness?
6. WEEK 6 – Law 5: The Law of the Chain
‐ The Strength of the team is impacted by the weakest link
Quote 1: “ 10 x 10 x 10 x 10 x 10 = 100,000 10 x 10 x 10 x 10 x 5 = 50,000”
‐ What is a weak link
Questions;
1. How does the weak link hurt the team?
a. A 50% difference with 4 10’s and a 5 when compared to 5 10’s.
2. What are characteristics of the weak link? Ask yourself does this describe me?
3. What are characteristics of the strong links? Ask yourself does this describe me?
a. Clear Vision, Good Self‐Image, Superb Ability, High Energy
4. Can this team afford a weak link?
Quote 2: “Our competitors are getting better. Across this country our competitors are getting better,
... The weaker links are having to drop out because they can't compete. The bar is being raised in this
competitive arena so it's on our shoulders to do the right thing in this environment.”
‐ The journey cannot be made with weak links
Questions:
1. Are we ready to raise the bar? How?
2. Not everyone will take this journey. Why should you be one taking the journey?
3. Do you have the characteristics to make this team better?
Quote 3: “That's what the foundation of this program is going to be built on and the next few years that's what
this team is going to be built on ‐‐ players we can trust, players that are going to be accountable and players who
want to be the best ‐‐ not just OK, the best.”
‐Dave Wannstedt
‐ Build the Chain by strengthening people and developing teamwork
Questions:
1. A weak link is okay with being OK
2. How can we strengthen people?
3. How can we develop teamwork?
8. WEEK 8 – Law 7: The Law of the Compass
‐ Vision Gives Team Members Direction and Confidence
Quote1: “Great Vision precedes great achievement. A team without vision is purposeless.”
Questions:
1. What does this mean
2. How would you define a vision? An imaginative conception or anticipation
3. What is our Short Term Vision? Build off Previous Seasons
4. What is our Long Term Vision? Build off Previous Seasons
Quote 2: “People only see what they are prepared to see.”
‐Ralph Waldo Emerson
Questions:
1. Have I prepared myself for both the short and long term vision?
2. Mental Skills Training: Practice Visualization
a. See yourself doing it ‐ Short Term Visualization – Weight Room, Spring Practice, Tests,
etc.
b. See yourself doing it Long Term Visualization – Weight Room, Season Practice & Games,
Tournament, etc.
Quote 3: “Good leaders create a vision, articulate a vision, passionately own the vision, and relentless
drive it to completion.” ‐Jack Welch
Questions:
1. How can we reach our potential? Must challenge the team toward the vision
a. Just showing up won’t allow us to reach our potential – WE MUST CHALLENGE
2. Visualization Training: See yourself doing it!
WEEK 9 – Law 8: The Law of the Bad Apple
9. ‐ Rotten Attitudes Ruin a Team
Quote 1: “Good attitudes among players do not guarantee a team’s success, but bad attitudes
guarantee its failure.”
Questions:
1. What was your attitude when you woke up today and when you came to lifting?
2. When attitudes go up so does the potential. When attitudes go down, the potential of the team
does as well.
3. What is your attitude now?
Quote 2: Roger Banister Story
‐ In the early 20th
century sports experts believed nobody could run less than a 4 min. mile
‐ In 1954 Roger Banister ran a 3min 59.4sec mile.
‐ Then more began to break the barrier. First a few, then dozens, then hundreds.
‐ Why – Attitudes Changed
o They began to adopt the mind‐set and beliefs of their peers.
Questions:
1. What is the moral?: Attitudes compound when exposed to others and can spread quickly
‐ Positive & Negative
‐ Negative – compound faster than positive
2. What was your attitude when you woke up today and when you came to lifting?
Quote 3: “It is our attitude at the beginning of a difficult undertaking which, more than anything else,
will determine its successful outcome.” ‐William Jones
Questions:
1. How can we create positive attitudes?
a. Knowing that the attitude we select will affect performance
i. Positive=Positive & Negative=Negative
2. What was your attitude today?
WEEK 10 – Law 9: The Law of Countability
10. ‐ Teammates Must Be Able to Count on Each Other When it Counts
Quote 1: “A mouse does not rely on just one hole.”
‐Titus Maccius Plautus
Questions:
1. What does this mean?
2. Look to your left, look to your right – Can You Rely on this person?
a. Can you tell them why?
Quote 2: “Character + Competence + Commitment + Consistency + Cohesion = Countability”
Questions:
1. The formula for countability
2. When I looked left and right – Was I thinking that I have these 5 components and so do my
teammates?
3. What does each of these components mean?
Quote 3: “I am a member of a team, and I rely on the team, I defer to it and sacrifice for it,
because the team, not the individual, is the ultimate champion.”
Questions:
1. How do I become a better team member?
a. Are you dedicated to the team success?
i. Missing training sessions, Summer 2011?
b. Can you be depended on every time
i. Are you consistent?
c. Do you perform your work with excellence?
i. Are you competent and do you put the time in for the better of the team?
12. ‐ The team can make adjustments when it knows where it stands
Quote 1: “We aren’t where we want to be; we aren’t where we ought to be; but thank goodness we
aren’t where we used to be.” –Lou Holtz
Questions
1. Where are we and where do we want to end up at?
2. What needs to be done to get us to that end point?
3. If we fall behind, what can be done to catch up?
Quote 2: “How do you make a difference and what difference does it make? This has to be highly
personal. The only thing you can change is you.” –Martin Sheen
Questions
1. What do you need to improve upon?
2. Will the changes you make personally, carry over and affect your team?
3. What is it that is pushing you to make these decisions? Goals, health, team, etc…?
Quote 3: “Where there is no struggle, there is no progress.” –Frederick Douglas
Questions
1: Are you content with doing the same thing you did last season?
2: Are you willing to struggle, to progress to achieve your goals?
3: In what areas of yourself and as a teammate do you need to progress to make your situation
better?
WEEK 13 – Law 12: The Law of the Bench
13. ‐ Great teams have great depth
Quote 1: “A great starter alone is simply not enough if a team wants to go to the highest level.” ‐ John
Maxwell
Questions:
1. What is your role on the team?
2. What do you need to accomplish to make sure the team succeeds?
3. How can you build a strong team bound so that non‐starters know they have a hand in the
team’s success?
Quote 2: “There is no such thing as a self‐made man. You will reach your goals only with the help of
others.” – George Shinn
Questions:
1. Can you win the game on your own or does every player have a hand in the win?
2. How do teammates who don’t play in a game help the team win?
3. What can you do to be the best teammate possible, on and off the field?
Quote 3: “The secret is to work less as individuals and more as a team. As a coach, I play not my
eleven best, but my best eleven.” – Knute Rockne
Questions:
1. Can you accept the role that is given to you on the team?
2. No matter your role, how can you be a positive role model on the team?
3. Do you trust the person lined up next to you? If not, how can you build that trust?
WEEK 14 – Law 13: The Law of Identity
14. ‐ Shared values define the team
Quote 1: “A team cannot share values if the values have not been shared with the team.” – John
Maxwell
Questions:
1. What are your values? What are the team’s values?
2. Does EVERYBODY on the team share in those values?
3. Are values the same as goals? Are they written in stone or can they change?
Quote 2: “You can do what I cannot do. I can do what you cannot do. Together we can do great
things.” – Mother Teresa
1. What are your strengths? How can these help your team?
2. Do you know the strengths and weaknesses of your teammates?
3. How can all these strengths and weaknesses be brought together for the good of the team?
Quote 3: “Values are not just words, values are what we live by. They’re about the causes that we
champion and the people we fight for.” – Senator John Kerry
Questions:
1. How do you keep your values and the team’s values in order? Are they separate from each
other or do they relate?
2. Do the values you hold true translate over to your teammates? Does what you do on a daily
basis have an effect on them?
3. How can our actions in the weight room affect our values and how others look at us?
Week 15 – Law 14: The Law of Communication
15. ‐ Interaction fuels action
Quote 1: “Any problem, big or small, within a family, always seems to start with bad communication.”
– Emma Thompson
Questions:
1. How do you define communication? Does it change in different situations?
2. Does a team need to have communication to be successful?
3. Does your role on the team demand you to have good communication skills?
Quote 2: “Constantly talking isn’t necessarily communication.” – Charlie Kaufman
Questions:
1. What are you communicating when you are talking?
2. Is what you say always for the better good of your team?
3. How can we improve communications to help achieve team goals?
Quote 3: “It’s important to make sure that we’re talking with each other in a way that heals, not in a
way that wounds." ‐ Barack Obama
Questions
1. Do you think about the consequences of what you are saying?
2. Are you being consistent with your communication or do you make it harder for teammates
to understand?
3. Even when critique a teammate, are you being clear and courteous with what are you
saying?
WEEK 16 – Law 15: The Law of the Edge
16. ‐ The difference between two equally talented teams is leadership.
Quote 1: “Leaders lift themselves to a higher level first; then they lift the others around them.” – John
Maxwell
Questions:
1. What are you doing to reach the next level?
2. With what you have learned, how can you apply that to the next person and help them?
3. Can you take constructive criticism and use it to reach a higher level?
Quote 2: “Know your role!” – The Rock. **“Everyone is important but everyone isn’t equal.”
Questions:
1. What is your role?
2. If you are looked at as a leader, are you capable of stepping up and taking that role?
3. With whatever role you are in, what can you do to earn respect from your peers?
Quote 3: “Our chief want is someone who will inspire us to be what we know we could be.” ‐ Ralph
Waldo Emerson
Questions:
1. Who do you look to to inspire you? Coach? Teammate? Etc,...?
2. Do you know if you are this person?
3. What can you use to help inspire your teammates?
WEEK 17 – Law 16: The Law of High Morale
17. ‐ When you’re winning, nothing hurts
Quote 1: “When you do well, you think it’s worth it. When you sacrifice so much and you finally do
well, it feels really good.” ‐ Kerri Strug
Questions:
1. What are you willing to sacrifice, in the face of success or failure, that can help yourself or
your team?
2. Are you willing to fight through pain, physical or mental, to accomplish your goal?
3. What is “worth it” to make these sacrifices?
Quote 2: “Pain is temporary. Quitting lasts forever.” – Lance Armstrong
Questions:
1. Are you willing to give it your all to compete?
2. Do you have the ability to help the person next to you if you see that quitting might be an
option?
3. How do you want to be remembered? The person who fought through adversity, or the
person who quit when things got tough?
Quote 3: “About morals, I know only that what is moral is what you feel good after and what is
immoral is what you feel bad after.” ― Ernest Hemingway
Questions:
1. What guides you in your decision making?
2. Do you always leave the field/court/weight room feeling good about what you did that day?
3. If you feel like you made a decision that let someone down, do you have the ability to come
back and make up for that?
WEEK 18 – Law 17: The Law of Dividends
18. ‐ Investing in the team compounds over time
Quote 1: “I can live for 2 months on one good compliment.” – Mark Twain
Questions:
1. How do you feel when a teammate tells you that you did something good?
2. How often do you take time to talk to another player about the positive actions they are
taking?
3. How can increasing positive communication impact the team as a whole?
Quote 2: “SUCCESS is worthless if we don’t have people to share it with; indeed, our most desired
human emotion is that of connection with other souls.”
Questions:
1. Look around the room at your friends, do you really want to let them down?
2. How can you make a connection with new teammates, or ones that maybe you aren’t as
close with?
3. How will these relationships help us during preparation and in game situations?
Quote 3: “Too much of a good thing can be wonderful.” – Mae West
Questions:
1. If communication and values are a good thing, can we ever have too much of it?
2. Is investing in this team going to give you the kind of returns you want?
3. If all you had to do to achieve success was work harder than anyone else, put in more time
than anyone else, and believe that your teammates are doing the same thing, could you do
it?