Nowadays it is very important to maintain your SDRs motivated and happy, because, firstly, their role is very important for the success of a company, but, at the same time, their position is considered so repetitive. In this presentation we want to show you some strategies to help them to be delighted with their position for a longer period of time.
Let's enhance their satisfaction!
Communication Methodology, Framework, Mistakes, and ResourcesGranicus
Joseph Porcelli, Director of Professional Services at GovDelivery, shares his view of digital communications, using the analogy of barn-raising. He offers a strategic communication framework and some common mistakes to avoid when implementing a strategic communications program.
Value vs. Priority
To understand why, you have to understand the difference between a value and a priority.
A priority is defined as an established right to a certain higher degree of importance or precedence. In other words, something is more important than something else.
A value, on the other hand, is a fundamental belief that guides your attitudes, choices, and actions in all respects.
If you think of safety as a priority, you think of it as more important than other factors, but that’s mostly a statement of relativity. If you think of safety as a core value, you think of it as a guiding principle behind everything you do.
Safety as a priority treats safety as another item on the to-do list, albeit an important item. Safety as a core value treats safety as the most important item. More than that, safety is the commonality behind every choice and action.
Think of it this way, our priorities change depending on the situation but our core values usually don’t.
How Does Safety Become a Culture?
Successful safety cultures have several things in common. They have procedures that are written well and that are easy to understand and follow at all levels of the organization. They have leadership who interacts with employees and who quickly resolve identified hazards. And lastly, in a good safety culture, safety isn’t managed from one injury to the next nor is the success of the culture managed by injury rates.
If you’re like many companies, you understand the value of a safety culture but may not know how to make the transition away from managing safety from one injury to the next or judging success based on incident rates.
The key is thinking of safety the right way, not as a priority but as a value and having meaningful safety activities and discussions all the time, not just immediately after someone has an injury. Focusing on the activities that surround identifying and resolving hazards rather than on how many injuries you’ve had is another way to improve the safety culture.
Establishing Safety as a Core Value
How do you establish safety as a core value?
The good news is that if your company has a well written safety program, you’re already on the right path to building a good safety culture. But to bring your program one step closer to thinking of safety as a value, you have to be willing to empower your employees to put themselves and their safety before production and sales. This means empowering employees to do the right things and not penalizing them for it when they do.
Another way to establish safety as a core value is to view it just like you view every other department. Sales, quality, production, engineering, etc., they all have a seat at the table—and so should safety. In an organization with a world class safety program, safety is as much a part of the conversation as any other department.
This is only effective if you can get everyone to share in the mentality that for safety to be a core value, it has to be built
Using future scenarios is a valuable complement to the strategy and strategic thinking process....these two presentations aim to provide a high-level overview of the approach and potential value to be gained
You Built It They Will Come_webversion092010tmharpster
Everybody loves creating courses and solutions...but many of us sort of lose interest when it's time to implement. This presentation - via a true-life case study - offers 7 tips to ensure that you get the results you hoped for and you avoid the traps that cause many solutions to fizzle.
Nowadays it is very important to maintain your SDRs motivated and happy, because, firstly, their role is very important for the success of a company, but, at the same time, their position is considered so repetitive. In this presentation we want to show you some strategies to help them to be delighted with their position for a longer period of time.
Let's enhance their satisfaction!
Communication Methodology, Framework, Mistakes, and ResourcesGranicus
Joseph Porcelli, Director of Professional Services at GovDelivery, shares his view of digital communications, using the analogy of barn-raising. He offers a strategic communication framework and some common mistakes to avoid when implementing a strategic communications program.
Value vs. Priority
To understand why, you have to understand the difference between a value and a priority.
A priority is defined as an established right to a certain higher degree of importance or precedence. In other words, something is more important than something else.
A value, on the other hand, is a fundamental belief that guides your attitudes, choices, and actions in all respects.
If you think of safety as a priority, you think of it as more important than other factors, but that’s mostly a statement of relativity. If you think of safety as a core value, you think of it as a guiding principle behind everything you do.
Safety as a priority treats safety as another item on the to-do list, albeit an important item. Safety as a core value treats safety as the most important item. More than that, safety is the commonality behind every choice and action.
Think of it this way, our priorities change depending on the situation but our core values usually don’t.
How Does Safety Become a Culture?
Successful safety cultures have several things in common. They have procedures that are written well and that are easy to understand and follow at all levels of the organization. They have leadership who interacts with employees and who quickly resolve identified hazards. And lastly, in a good safety culture, safety isn’t managed from one injury to the next nor is the success of the culture managed by injury rates.
If you’re like many companies, you understand the value of a safety culture but may not know how to make the transition away from managing safety from one injury to the next or judging success based on incident rates.
The key is thinking of safety the right way, not as a priority but as a value and having meaningful safety activities and discussions all the time, not just immediately after someone has an injury. Focusing on the activities that surround identifying and resolving hazards rather than on how many injuries you’ve had is another way to improve the safety culture.
Establishing Safety as a Core Value
How do you establish safety as a core value?
The good news is that if your company has a well written safety program, you’re already on the right path to building a good safety culture. But to bring your program one step closer to thinking of safety as a value, you have to be willing to empower your employees to put themselves and their safety before production and sales. This means empowering employees to do the right things and not penalizing them for it when they do.
Another way to establish safety as a core value is to view it just like you view every other department. Sales, quality, production, engineering, etc., they all have a seat at the table—and so should safety. In an organization with a world class safety program, safety is as much a part of the conversation as any other department.
This is only effective if you can get everyone to share in the mentality that for safety to be a core value, it has to be built
Using future scenarios is a valuable complement to the strategy and strategic thinking process....these two presentations aim to provide a high-level overview of the approach and potential value to be gained
You Built It They Will Come_webversion092010tmharpster
Everybody loves creating courses and solutions...but many of us sort of lose interest when it's time to implement. This presentation - via a true-life case study - offers 7 tips to ensure that you get the results you hoped for and you avoid the traps that cause many solutions to fizzle.
ANI | Roadmap for adopting mindset of agility | Rama Bedarkar | 28 March 2020AgileNetwork
Abstract:
Rama talk would explore what are the different traits of agility how organizations can work on changing the work environment by taking organized efforts to make small changes in the mindset of their workforce.
Unfortunately, nothing works if the mindset is not agile. How this should be practically driven by setting the roadmap shall be discussed in the presentation.
We cannot assess the current status of agility within the teams and leadership. We cannot target the expected values. But as a liberal and forward-thinking agile evangelist, I dare to chalk out a roadmap and action plan to work on ‘adopting mindset of agility’.
As widely said ‘Scrum never fails’; in the same way we can put efforts in the right direction to see small success stories and say an exercise of ‘Adopting to agility shall never fail’.
Corporate Training Webinar: Primer to Skill based learning – 5 ways to identi...Allen Partridge
Deciding to use skills can be an important and strategic part of enabling your organization to understand where your bench strength is strong and where you may need to train. Having skills can help to do this but where do you start? Join Dr. Allen Partridge in looking 5 things to consider when implanting skills in your organization and how can this apply to jobs, Learning, engagement, reporting and your LMS.
This presentation looks to improve the plan-do-review process by identifying some templates for briefing and debriefing and drawing on the knowledge from the Military and Elite Sport.
Surviving an Economic Downturn with Talent Optimization | The Predictive IndexThe Predictive Index
We know you care deeply about building a lasting company. But with COVID-19 and the resulting economic downturn, uncertainty is the new normal for everyone. You’re navigating uncharted waters, battered by turbulence, and propelled forward by an urgent, deep-seated need to lead your company to safety—so it will endure.
Additionally, seeing your employees succeed is important to you. You have a duty of care; their overall well-being matters. Aside from taking health precautions, the best way to take care of your people right now is to ensure your company is resilient.
In Agile framework the role of a Project manager becomes critical to help the team manage themselves or be autonomous rather trying to set targets, audit and devise control measures
ANI | Roadmap for adopting mindset of agility | Rama Bedarkar | 28 March 2020AgileNetwork
Abstract:
Rama talk would explore what are the different traits of agility how organizations can work on changing the work environment by taking organized efforts to make small changes in the mindset of their workforce.
Unfortunately, nothing works if the mindset is not agile. How this should be practically driven by setting the roadmap shall be discussed in the presentation.
We cannot assess the current status of agility within the teams and leadership. We cannot target the expected values. But as a liberal and forward-thinking agile evangelist, I dare to chalk out a roadmap and action plan to work on ‘adopting mindset of agility’.
As widely said ‘Scrum never fails’; in the same way we can put efforts in the right direction to see small success stories and say an exercise of ‘Adopting to agility shall never fail’.
Corporate Training Webinar: Primer to Skill based learning – 5 ways to identi...Allen Partridge
Deciding to use skills can be an important and strategic part of enabling your organization to understand where your bench strength is strong and where you may need to train. Having skills can help to do this but where do you start? Join Dr. Allen Partridge in looking 5 things to consider when implanting skills in your organization and how can this apply to jobs, Learning, engagement, reporting and your LMS.
This presentation looks to improve the plan-do-review process by identifying some templates for briefing and debriefing and drawing on the knowledge from the Military and Elite Sport.
Surviving an Economic Downturn with Talent Optimization | The Predictive IndexThe Predictive Index
We know you care deeply about building a lasting company. But with COVID-19 and the resulting economic downturn, uncertainty is the new normal for everyone. You’re navigating uncharted waters, battered by turbulence, and propelled forward by an urgent, deep-seated need to lead your company to safety—so it will endure.
Additionally, seeing your employees succeed is important to you. You have a duty of care; their overall well-being matters. Aside from taking health precautions, the best way to take care of your people right now is to ensure your company is resilient.
In Agile framework the role of a Project manager becomes critical to help the team manage themselves or be autonomous rather trying to set targets, audit and devise control measures
1. Command Intent "Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity." - General George S. Patton, Jr.
2. Translates into Which take account of OUR Values, Strengths and Knowledge To become Operational Which form a STRATEGY which is implemented through Vision and Mission COMMAND INTENT Combined with the local Industry environment, competition and resources Sales Goals F&B Goals Event Goals Staff and Support Action Delivering the Circle R Ranch “Experience” 4
3. Command Intent Without the Commander successfully communicating his intent to the Team there is little chance that the overall mission will be a success.
4. Command Intent Command Intent is defined as: “ A concise expression of the purpose of the campaign, the desired results and expected Team progress towards achieving the desired end-state.” Command Intent is focused on the end state required - and not what the troops have do to achieve this. .
5. Command Intent The essence of this concept is freeing Command to have the freedom to maneuver and take action to complete the overall mission in the most suitable way. The staff must understand Command Intent so they too can apply themselves with a Unity of Effort using their initiative to accomplish the mission in the most efficient way.
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7. THE BATTLE PLAN Creating an agile joint force empowered to exploit and create opportunities Command Staff Prepare Project Operate Inform-Intent Support-Sustain
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16. Command Intent for the Security and Defense of Our Environment Sales & Marketing Food & Beverage Event Operations Maintenance Staff & Training Support Teams Communication