The document discusses various topics related to analytical thinking, decision making, motivation, and organizational culture. It provides definitions and perspectives on factors like belief systems, relationships, workplace motivation, and how to direct change by focusing the environment. The overall message is that culture provides a competitive advantage because it is difficult for competitors to copy an organization's heart, soul, and unique culture. Values fuel culture while strategy puts it into practice. Culture influences important aspects like how people are motivated and how an organization approaches change.
Analysing Prioritisation Communication Day FiveReuben Ray
This document discusses planning and prioritization, problem solving, and decision making. It provides an overview of social cognitive theory and discusses principles like defining priorities, understanding that resources are limited, and reflecting one's culture. It also presents approaches to identifying and classifying problems, as well as common problem-solving techniques. Finally, it addresses challenges faced by the Jetking education franchise and proposes solutions like improving career focus, consulting academics for content, measuring student feedback, and introducing differentiated pricing models.
Analysis Prioritisation Communication Day ThreeReuben Ray
1. The document discusses various aspects of business and culture including planning, communication, analytical thinking, stakeholders, customer journey, types of businesses, and driving values as culture.
2. It provides examples of company cultures like Starbucks, Apple, and Hyundai focusing on values, leadership, and transforming cultures.
3. The document examines frameworks for analyzing organizational culture like the Competing Values Framework and describes culture as a strategic asset that impacts performance when properly measured, communicated, and aligned.
Analysing Prioritisation Communication Day SixReuben Ray
The document discusses various aspects of process planning such as defining key activities, metrics, revenue streams, channels, and stakeholder collaboration. It also covers designing processes to add more value or reduce costs, prioritizing processes based on importance and urgency, and using tools like work breakdown structures and critical path methods to plan processes. The overall message is that understanding the purpose a process serves determines its value.
This document summarizes the skills that will be important for personal assistants and secretaries in 2020 and beyond based on a seminar presented by Catalyst Consulting. It identifies that complex problem solving, critical thinking, creativity, people management, coordinating with others, emotional intelligence, judgment and decision making, service orientation, negotiation, and cognitive flexibility will be the top 10 skills needed in 2020. It provides definitions and examples for each skill area, emphasizing how personal assistants can develop these skills through continuous learning, communication, collaboration and embracing change.
The document discusses building a high performance culture at LeadCap. It outlines the stages of change processes that organizations and individuals go through, from initial resistance to acceptance of changes. It also identifies key enablers and transformers needed, including selection processes, training, leadership, teamwork, communication and innovation. The summary emphasizes building a culture where individuals are responsible and trusted to perform, and where success depends on individual, team and organizational performance. It concludes that the company needs high visibility commitments and deliverables to truly become a high performance culture.
Analysing Prioritisation Communication Day FiveReuben Ray
This document discusses planning and prioritization, problem solving, and decision making. It provides an overview of social cognitive theory and discusses principles like defining priorities, understanding that resources are limited, and reflecting one's culture. It also presents approaches to identifying and classifying problems, as well as common problem-solving techniques. Finally, it addresses challenges faced by the Jetking education franchise and proposes solutions like improving career focus, consulting academics for content, measuring student feedback, and introducing differentiated pricing models.
Analysis Prioritisation Communication Day ThreeReuben Ray
1. The document discusses various aspects of business and culture including planning, communication, analytical thinking, stakeholders, customer journey, types of businesses, and driving values as culture.
2. It provides examples of company cultures like Starbucks, Apple, and Hyundai focusing on values, leadership, and transforming cultures.
3. The document examines frameworks for analyzing organizational culture like the Competing Values Framework and describes culture as a strategic asset that impacts performance when properly measured, communicated, and aligned.
Analysing Prioritisation Communication Day SixReuben Ray
The document discusses various aspects of process planning such as defining key activities, metrics, revenue streams, channels, and stakeholder collaboration. It also covers designing processes to add more value or reduce costs, prioritizing processes based on importance and urgency, and using tools like work breakdown structures and critical path methods to plan processes. The overall message is that understanding the purpose a process serves determines its value.
This document summarizes the skills that will be important for personal assistants and secretaries in 2020 and beyond based on a seminar presented by Catalyst Consulting. It identifies that complex problem solving, critical thinking, creativity, people management, coordinating with others, emotional intelligence, judgment and decision making, service orientation, negotiation, and cognitive flexibility will be the top 10 skills needed in 2020. It provides definitions and examples for each skill area, emphasizing how personal assistants can develop these skills through continuous learning, communication, collaboration and embracing change.
The document discusses building a high performance culture at LeadCap. It outlines the stages of change processes that organizations and individuals go through, from initial resistance to acceptance of changes. It also identifies key enablers and transformers needed, including selection processes, training, leadership, teamwork, communication and innovation. The summary emphasizes building a culture where individuals are responsible and trusted to perform, and where success depends on individual, team and organizational performance. It concludes that the company needs high visibility commitments and deliverables to truly become a high performance culture.
This document summarizes the agenda for a two-day HR business partner conference on organizational resilience in turbulent times. The conference will cover topics like applying agile principles to HR, global megatrends, defining problems to solve, responding agilely, agile organizations, challenges with agility, agile HR processes, leading agile transformations, and developing an agile mindset. Videos related to the new world of work will also be shared. The goal is to help HR functions and businesses navigate challenges and build resilience through agility.
Full Study: Performance Reviews Get a Failing GradeAdobe
We surveyed 1,500 U.S. office workers for their thoughts on performance reviews, and unsurprisingly, people aren't fans of them. What we did unearth though are interesting reactions and feelings about the process. Shift through the full report.
Curious about how we've ditched the reviews for the Check-In? More on that here (https://adobe.ly/2j5NLUe) with resources to employ the Check-In for your org here: http://www.adobe.com/check-in.html
This document discusses the concept of human capital at the individual, team, organizational, and societal levels. It provides frameworks for understanding human capital, including competencies, skills, motivation, and productivity. It also discusses topics like organizational development, change management, leadership, and performance management in the context of developing an organization's human capital. The goal is to achieve sustainable business excellence, competitiveness, human well-being, and organizational direction and philosophy through investing in learning, innovation, and developing an organization's most important asset - its people.
High Performance Culture Presentation for LinkedInSam Drexler
This document proposes researching companies with high-performance cultures in the Bay Area to identify best practices for fostering employee acquisition, retention, engagement, and productivity. The goals are to demonstrate how companies use culture to maximize talent, recommend ideas for Gracenote's culture, identify competencies of high performers, and compare Gracenote's benefits. It discusses characteristics of high-performing employees and organizations, including values like integrity, passion, courage, communication, and leadership. Quotes from LinkedIn and Workday emphasize the importance of transparency, positive culture, and leadership in driving engagement. The document cites Peter Drucker and a Deloitte study that highly engaged companies with the right culture have lower turnover, better execution, and
Talent Pipeline Optimisation: Ensuring Your Talented People Realise Their Po...The HR Observer
The purpose of this session is to help participants understand how to build in the appropriate processes and development initiatives to ensure that their organisations’ most talented people make the biggest positive impact in the organisation that they can. Participants will walk away from the session having been introduced to cutting edge ways to accurately identify potential and with the full understanding of what talented people need to be exposed to in order to reach their potential. They will also leave with a clear view of what kills potential in people and a kick-start of how to change the talent landscape in their organisation.
Bill Lawry, Managing Consultant, Nurturing Winners International
The document provides an agenda and overview for a presentation on leading practices in leadership and management. The presentation covers the differences between leadership and management, management essentials like agenda setting and network building, an example case study, leadership essentials on influence without authority and building a talent pipeline, and introducing a simple strategy framework. The presenter is then introduced, including their background and experience working with various clients. [/SUMMARY]
“We sense that ‘normal’ isn’t coming back, that we are being born into a new normal: a new kind of society, a new relationship to the earth, a new experience of being human.”
― Charles Eisenstein
HR Webinar: Shoulda, Woulda, Coulda – Taking the Guess Work out of the Select...Ascentis
Discussion of the additional value Talent Acquisition professionals can derive from appropriate pre-employment and pre-placement assessments.
Discussion looks at the impact each additional stage of due diligence will provide in the selection process:
• Experience & Resume Review
• Back Check and Verification
• Reference Checking
• Behavioral Assessment
• Interview
• Guided Interview
Developing your talents and skills requires both theory and practice. The document outlines a six-step methodology involving three theory steps (unawareness, awareness, clarification) and three practice steps (awkwardness, familiarity, automatic). It also describes the PEAFF strategy for developing skills, which involves planning, evaluation, awareness, focus, and faith. Mastering new skills takes time and effort, but following principles like choosing relevant skills, getting guidance from others, and continually improving can help people develop their talents.
The document discusses Predictive Results, a company that uses assessments to help organizations match employees to jobs based on their skills and personalities in order to reduce turnover. It claims their Predictive Index system can lower turnover rates by 50% or more by properly matching employees and helping managers understand motivation. Case studies show healthcare clients reduced turnover among facilities and nursing staff by 40-50% after using Predictive Results' assessments. The company also says the assessments help with behavioral and conflict issues by improving communication.
Developing Emotional Intelligence Skills for High Performance CulturesHuman Capital Media
More and more of the leading executives are creating high performing cultures with mindfulness. There is a very simple reason for this: in the modern business, EQ is more important than IQ. EQ, or “emotional intelligence,” is highly trainable through a variety of mindfulness and positive psychology techniques.
Join Whil, the leaders in digital mindfulness training, to find out:
What mindfulness training is and how to bring it to your employees
The secrets of the emotional intelligence and leadership training born at Google
How to unleash the leadership potential in your team, including millennials
How mindfulness can help your employees thrive, in the face of of stress and disruption
All attendees will get a free special eBook and a subscription to Whil’s digital training platform, featuring thousands of training programs based in neuroscience, mindfulness and positive psychology.
1. The document discusses leadership approaches in Chinese companies like Vanke, Haier, and Haidilao, noting they emphasize relationship-building, goal-setting, and adapting styles to contexts.
2. It then outlines future influences on leadership like globalization, climate change, and technology, arguing future leaders will need to emphasize empathy, strategic thinking, collaboration, and adaptability.
3. The conclusion is that leadership approaches depend on company goals and culture, and organizations must adapt leadership styles to changing environments for efficiency, with trust and adaptation being essential.
This document provides information on managing and motivating millennials in the workplace. It discusses the characteristics of millennials and how they differ from other generations in areas such as leadership, feedback, and work-life balance. Tips are provided on managing millennials effectively, such as providing strong management, connecting work to a higher purpose, making recognition impactful, making work challenging and engaging, and leveraging technology. The document also discusses how millennials are entering management roles and the differences and similarities between millennials and the new Gen Z workers.
Managing, Mentoring, and Working with MillennialsWorkboard Inc.
This document provides tips for managing and mentoring millennials in the workplace. Millennials now make up a third of the workforce but many companies struggle to manage them effectively. Millennials expect transparency, frequent feedback, and meaningful work rather than financial rewards. The tips recommend communicating goals clearly, providing regular feedback and coaching, sharing expertise to help them develop skills on the job, and using tools and methods they find engaging and easy to use rather than outdated processes. Embracing millennials' potential through development and collaboration can boost business performance.
The document summarizes the key topics from Charles Cotter's presentation on the science of happiness at work. It discusses developing a happiness mantra and anthem, the history and theories of happiness including the PERMA model, research on what makes employees happy and unhappy, the importance of employee engagement, and strategies for improving happiness and engagement in the workplace such as focusing on strengths, well-being, and effective management.
Taking the Dark Arts Out of Hiring for Culture FitRoundPegg
What is the #1 Predictor is that a new hire will be a success in their new role? How well they Fit the company and the team. Learn how to ID the good Culture Fits when evaluating candidates - and how you can get Fit Scores for all candidates in minutes using simple software.
Learn how to identify your company culture (your Company CultureDNA), and use what you learn to make better hires.
Why strategic HR is crucial and how to get startedBambooHR
HR can be transactional, but take that away and what should HR be doing? This slideshare helps look at why we need to be strategic and what steps to take to do so now.
The document discusses forces disrupting organizations today including demographic shifts, the ubiquity of digital technology, an accelerated rate of change, and evolving expectations of younger workers. It notes that 90% of organizations anticipate significant disruption from digital trends. Several statistics are presented about the overwhelmed modern employee including long work hours, constant connectivity via mobile devices, and the difficulty achieving work-life balance. The document advocates for organizational design centered around networks of teams rather than hierarchies and highlights trends in the importance of various human capital priorities to businesses.
HIMSS Workshop - Emotional Intelligence, The Key to Leadership, Success and C...HIMSS
The document discusses applying emotional intelligence in healthcare IT organizations. It defines emotional intelligence and explores its five domains and their impact. The document emphasizes that developing emotional intelligence can help organizations address three key challenges: delivering superior products/services, attracting and retaining top talent, and creating opportunities for growth. It provides research showing the importance of emotional intelligence for building trust, managing relationships, and leading change. The document promotes using EQ mapping to assess strengths/weaknesses and develop personalized plans to improve specific emotional competencies over 21 days.
Ankur Nag is an agile coach with over 14 years of experience, including 8 years specifically in agile. He has several agile certifications and focuses on topics like agile culture, emotional intelligence, and psychological safety. The document discusses the importance of company culture and defines it as the product of a company's values, expectations, and environment. It also examines obstacles to transforming culture, such as when a company's culture is not aligned with agile values or there is general resistance to change.
This document summarizes the agenda for a two-day HR business partner conference on organizational resilience in turbulent times. The conference will cover topics like applying agile principles to HR, global megatrends, defining problems to solve, responding agilely, agile organizations, challenges with agility, agile HR processes, leading agile transformations, and developing an agile mindset. Videos related to the new world of work will also be shared. The goal is to help HR functions and businesses navigate challenges and build resilience through agility.
Full Study: Performance Reviews Get a Failing GradeAdobe
We surveyed 1,500 U.S. office workers for their thoughts on performance reviews, and unsurprisingly, people aren't fans of them. What we did unearth though are interesting reactions and feelings about the process. Shift through the full report.
Curious about how we've ditched the reviews for the Check-In? More on that here (https://adobe.ly/2j5NLUe) with resources to employ the Check-In for your org here: http://www.adobe.com/check-in.html
This document discusses the concept of human capital at the individual, team, organizational, and societal levels. It provides frameworks for understanding human capital, including competencies, skills, motivation, and productivity. It also discusses topics like organizational development, change management, leadership, and performance management in the context of developing an organization's human capital. The goal is to achieve sustainable business excellence, competitiveness, human well-being, and organizational direction and philosophy through investing in learning, innovation, and developing an organization's most important asset - its people.
High Performance Culture Presentation for LinkedInSam Drexler
This document proposes researching companies with high-performance cultures in the Bay Area to identify best practices for fostering employee acquisition, retention, engagement, and productivity. The goals are to demonstrate how companies use culture to maximize talent, recommend ideas for Gracenote's culture, identify competencies of high performers, and compare Gracenote's benefits. It discusses characteristics of high-performing employees and organizations, including values like integrity, passion, courage, communication, and leadership. Quotes from LinkedIn and Workday emphasize the importance of transparency, positive culture, and leadership in driving engagement. The document cites Peter Drucker and a Deloitte study that highly engaged companies with the right culture have lower turnover, better execution, and
Talent Pipeline Optimisation: Ensuring Your Talented People Realise Their Po...The HR Observer
The purpose of this session is to help participants understand how to build in the appropriate processes and development initiatives to ensure that their organisations’ most talented people make the biggest positive impact in the organisation that they can. Participants will walk away from the session having been introduced to cutting edge ways to accurately identify potential and with the full understanding of what talented people need to be exposed to in order to reach their potential. They will also leave with a clear view of what kills potential in people and a kick-start of how to change the talent landscape in their organisation.
Bill Lawry, Managing Consultant, Nurturing Winners International
The document provides an agenda and overview for a presentation on leading practices in leadership and management. The presentation covers the differences between leadership and management, management essentials like agenda setting and network building, an example case study, leadership essentials on influence without authority and building a talent pipeline, and introducing a simple strategy framework. The presenter is then introduced, including their background and experience working with various clients. [/SUMMARY]
“We sense that ‘normal’ isn’t coming back, that we are being born into a new normal: a new kind of society, a new relationship to the earth, a new experience of being human.”
― Charles Eisenstein
HR Webinar: Shoulda, Woulda, Coulda – Taking the Guess Work out of the Select...Ascentis
Discussion of the additional value Talent Acquisition professionals can derive from appropriate pre-employment and pre-placement assessments.
Discussion looks at the impact each additional stage of due diligence will provide in the selection process:
• Experience & Resume Review
• Back Check and Verification
• Reference Checking
• Behavioral Assessment
• Interview
• Guided Interview
Developing your talents and skills requires both theory and practice. The document outlines a six-step methodology involving three theory steps (unawareness, awareness, clarification) and three practice steps (awkwardness, familiarity, automatic). It also describes the PEAFF strategy for developing skills, which involves planning, evaluation, awareness, focus, and faith. Mastering new skills takes time and effort, but following principles like choosing relevant skills, getting guidance from others, and continually improving can help people develop their talents.
The document discusses Predictive Results, a company that uses assessments to help organizations match employees to jobs based on their skills and personalities in order to reduce turnover. It claims their Predictive Index system can lower turnover rates by 50% or more by properly matching employees and helping managers understand motivation. Case studies show healthcare clients reduced turnover among facilities and nursing staff by 40-50% after using Predictive Results' assessments. The company also says the assessments help with behavioral and conflict issues by improving communication.
Developing Emotional Intelligence Skills for High Performance CulturesHuman Capital Media
More and more of the leading executives are creating high performing cultures with mindfulness. There is a very simple reason for this: in the modern business, EQ is more important than IQ. EQ, or “emotional intelligence,” is highly trainable through a variety of mindfulness and positive psychology techniques.
Join Whil, the leaders in digital mindfulness training, to find out:
What mindfulness training is and how to bring it to your employees
The secrets of the emotional intelligence and leadership training born at Google
How to unleash the leadership potential in your team, including millennials
How mindfulness can help your employees thrive, in the face of of stress and disruption
All attendees will get a free special eBook and a subscription to Whil’s digital training platform, featuring thousands of training programs based in neuroscience, mindfulness and positive psychology.
1. The document discusses leadership approaches in Chinese companies like Vanke, Haier, and Haidilao, noting they emphasize relationship-building, goal-setting, and adapting styles to contexts.
2. It then outlines future influences on leadership like globalization, climate change, and technology, arguing future leaders will need to emphasize empathy, strategic thinking, collaboration, and adaptability.
3. The conclusion is that leadership approaches depend on company goals and culture, and organizations must adapt leadership styles to changing environments for efficiency, with trust and adaptation being essential.
This document provides information on managing and motivating millennials in the workplace. It discusses the characteristics of millennials and how they differ from other generations in areas such as leadership, feedback, and work-life balance. Tips are provided on managing millennials effectively, such as providing strong management, connecting work to a higher purpose, making recognition impactful, making work challenging and engaging, and leveraging technology. The document also discusses how millennials are entering management roles and the differences and similarities between millennials and the new Gen Z workers.
Managing, Mentoring, and Working with MillennialsWorkboard Inc.
This document provides tips for managing and mentoring millennials in the workplace. Millennials now make up a third of the workforce but many companies struggle to manage them effectively. Millennials expect transparency, frequent feedback, and meaningful work rather than financial rewards. The tips recommend communicating goals clearly, providing regular feedback and coaching, sharing expertise to help them develop skills on the job, and using tools and methods they find engaging and easy to use rather than outdated processes. Embracing millennials' potential through development and collaboration can boost business performance.
The document summarizes the key topics from Charles Cotter's presentation on the science of happiness at work. It discusses developing a happiness mantra and anthem, the history and theories of happiness including the PERMA model, research on what makes employees happy and unhappy, the importance of employee engagement, and strategies for improving happiness and engagement in the workplace such as focusing on strengths, well-being, and effective management.
Taking the Dark Arts Out of Hiring for Culture FitRoundPegg
What is the #1 Predictor is that a new hire will be a success in their new role? How well they Fit the company and the team. Learn how to ID the good Culture Fits when evaluating candidates - and how you can get Fit Scores for all candidates in minutes using simple software.
Learn how to identify your company culture (your Company CultureDNA), and use what you learn to make better hires.
Why strategic HR is crucial and how to get startedBambooHR
HR can be transactional, but take that away and what should HR be doing? This slideshare helps look at why we need to be strategic and what steps to take to do so now.
The document discusses forces disrupting organizations today including demographic shifts, the ubiquity of digital technology, an accelerated rate of change, and evolving expectations of younger workers. It notes that 90% of organizations anticipate significant disruption from digital trends. Several statistics are presented about the overwhelmed modern employee including long work hours, constant connectivity via mobile devices, and the difficulty achieving work-life balance. The document advocates for organizational design centered around networks of teams rather than hierarchies and highlights trends in the importance of various human capital priorities to businesses.
HIMSS Workshop - Emotional Intelligence, The Key to Leadership, Success and C...HIMSS
The document discusses applying emotional intelligence in healthcare IT organizations. It defines emotional intelligence and explores its five domains and their impact. The document emphasizes that developing emotional intelligence can help organizations address three key challenges: delivering superior products/services, attracting and retaining top talent, and creating opportunities for growth. It provides research showing the importance of emotional intelligence for building trust, managing relationships, and leading change. The document promotes using EQ mapping to assess strengths/weaknesses and develop personalized plans to improve specific emotional competencies over 21 days.
Ankur Nag is an agile coach with over 14 years of experience, including 8 years specifically in agile. He has several agile certifications and focuses on topics like agile culture, emotional intelligence, and psychological safety. The document discusses the importance of company culture and defines it as the product of a company's values, expectations, and environment. It also examines obstacles to transforming culture, such as when a company's culture is not aligned with agile values or there is general resistance to change.
Do you have the culture to support your work life strategy?
Tor Eneroth, Network Director of Barrett Values Centre and Jacqueline Gwee of aAdvantage Consulting share tools, strategies and a real life case study to help culture managers, HR professionals and change agents implement Work-life strategies effectively.
The Emotionally Intelligent Interim Manager.Ppt2MartinD1
The document discusses using emotional intelligence in selecting interim managers. It defines emotional intelligence and describes its five components: self-awareness, self-regulation, motivation, empathy, and social skills. Research found successful interim managers possess high emotional intelligence. While emotional intelligence tests exist, limitations include lack of agreed definition and sound measurement methods. The author suggests using emotional intelligence as part of selection but not as the sole criteria, and more research is still needed.
Measuring Success: Which Customer Focused Initiative is the Right One?
You've gone beyond segmentation and have done some qualitative research to understand what consumers really need and want from your organization. You've used those research insights to envision an improved consumer journey that will alleviate pain points and even deliver delight! The team is on the same page that this vision will result in a fundamentally improved experience. But there are many aspects of the journey. Many changes will need to be made, some large and some small. Which are more important? Which will get you the most results? What should be done first, second, and third? Where should limited investment dollars be spent? This talk will explore key considerations for measuring consumer engagement, deciding which metrics are important to your organization, and how to set up guiding principles as a framework for decision making.
Getting your shift together making sense of organizational culture and changeDani
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
Organizations are rife with dysfunction, politics, competition and the wasting of time and energy on non-productive conflicts that divert people from the true vision and mission
The document discusses how to build a values-driven startup by establishing an inspiring vision, effective strategy, core values, observable behaviors, organizational practices, and key metrics that align. It emphasizes defining values based on the founder's personal values, market needs, and what enables the team to thrive. Values are brought to life through behaviors and practices, and success is measured with key metrics. The overall goal is to build companies that not only generate wealth but also enrich people's lives.
This document provides an overview of the content to be covered in an advanced management training program. The training will cover topics such as leading through emotional intelligence, the balanced scorecard approach, planning functions of management, understanding the business environment, strategy execution, corporate governance issues, emerging leadership trends, motivating employees, change management, communication skills, and case studies. Participants will learn frameworks for areas like the balanced scorecard perspectives, Mc Kinsey 7S strategy, and leading through understanding personality types. The goal is to help participants strengthen advanced management skills and practices.
State farm 1 hour webinar updated march 2015Steve Suggs
This document summarizes an agent's experience using the Recruit the Best Team system to recruit sales team members. The agent struggled without a consistent recruitment process and made decisions without clear criteria. Since using the system for three years, the agent's team has experienced less turnover and higher production levels. The system provides a framework for comparing candidates, follow-up processes, and making offers based on objective results. As a result of the system, the agent's team qualified for multiple awards and recognition in 2013 for insurance sales production levels.
State farm 1 hour webinar updated march 2015Steve Suggs
This document summarizes the recruiting system and process used by Agent Peyton Pettus. Prior to using the Recruit the Best Team system, Pettus struggled without consistency in recruiting, follow up, and making offers. The system provides a framework for making consistent and informed decisions. As a result of using the system for almost 3 years, Pettus' team has experienced less turnover, a more positive and results-driven environment, and higher production levels, qualifying for multiple awards and honors in 2013.
This document provides an overview of Market Based Management principles and practices. It discusses how most companies fail over time due to an inability to change with market conditions. To survive, companies must master timeless principles like integrity, value creation, and principled entrepreneurship. It also outlines the key elements of the MBM framework, including having a clear vision, assessing people's virtues and talents, using decision rights and incentives to motivate performance, and continuously improving knowledge through feedback processes.
This document summarizes Nguyen Ha Giang's application for an MCVP oGIP position with AIESEC. It discusses their motivation and commitment to AIESEC's goals and values. It also outlines Nguyen's experiences, skills, leadership approach, and vision for improving the sustainability and relevance of AIESEC programs in Vietnam. Specifically, Nguyen believes their ability and commitment can help AIESEC better address youth development needs in Vietnam and clarify how its programs contribute to solving problems.
The document discusses factors for career success, including career awareness, aptitude, satisfaction, performance, and personal competencies. It emphasizes that exceptional career performance results from using one's unique combination of skills, knowledge, experiences, and behaviors in a well-suited position or career. The document examines various dimensions that determine career success, such as problem-solving styles, work habits, motivations, relationships skills, and vocational interests.
Master's certificate in sales management day 1 (march 2016)1-degree INC
This document provides an agenda and background information for a sales strategy workshop. The agenda covers topics like developing a strategic framework, differentiating through purpose and culture, and setting up an effective strategic planning cycle. Background details are provided on the workshop facilitator, including his experience in sales and marketing leadership roles. Examples are given of strategic frameworks like the four actions framework and strategy canvas tool that will be covered in the workshop.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating candidates based on their past, present, and future potential. The process involves assessing candidates' history, resumes, interviews and using tools like personality and skills tests to evaluate how well they will perform the job. It emphasizes the importance of seeking the "total person" to determine if candidates have the right skills, interests and traits to succeed in the role.
This document discusses how to improve team performance through understanding behavioral styles and improving communication. It emphasizes that most business issues are people-related, and that team productivity can be increased by 70% through behavioral discovery. It provides tips for self-awareness, adapting communication styles to different personalities, and building trust within teams. The goal is to align team members' motivations with business goals to improve execution and results.
The document discusses key factors for organizational success, including effective leadership, a clear mission and goals, strong communication, and focusing on talent and people. It emphasizes creating trust and a positive work environment. Other topics covered include understanding and managing risk, avoiding complacency through training, and maintaining an optimistic mindset.
Similar to Analysis Prioritisation Communication - Day One (20)
Analysis Prioritisation Communication-Day Eleven (Final)Reuben Ray
The document provides information on various time management techniques for prioritizing tasks and goals. It discusses creating lists of daily, weekly, monthly, and life goals. It also describes the Eisenhower matrix for separating urgent and important tasks. Additional methods covered include the 30x rule for training others, Warren Buffett's two list strategy, ranking daily tasks with the Ivy Lee method, and separating tasks by priority using letters and numbers. The document emphasizes measuring productivity over time and allocating time based on peak energy periods. It also discusses concepts like the sunk cost fallacy and using a time multiplier model to prioritize.
Analysis Prioritisation COmmunication - Day TenReuben Ray
This document discusses various aspects of communication and collaboration. It covers topics like non-verbal communication, terminology used in negotiation, causes of conflict, and strategies for dealing with conflict. It also discusses principles of effective negotiation like focusing on interests not positions, improving communication, and reasoning from first principles rather than by analogy. The power of collaboration to build trust, improve discipline, lower friction and resistance is highlighted. Effective collaboration requires aligning teams through trust to execute projects and ambitions.
Analysis, Prioritisation & Communication: Day 8 & 9Reuben Ray
Here are the key considerations for this negotiation with the stationery kit vendor:
- Maximize potential gains from student kit sales while minimizing risks of losses from unsold inventory. Aim for a win-win outcome.
- Consider average and variability in past student enrollments to project a realistic order quantity that balances adequate supply with excess stock.
- Request the vendor to buy back unsold inventory at a higher price than Rs. 30 to further reduce downside risks.
- Offer to place a larger minimum order or longer-term contract to get better per-unit pricing from the vendor.
- Be flexible and willing to make concessions if the vendor also brings constructive solutions to issues. Maintain cordial relationship for
Analysis Prioritisation Communication-Day SevenReuben Ray
This document provides information on quality processes and process improvement strategies. It discusses concepts like the planning process with inputs like vision and gap analysis, prioritization using Kano analysis, and monitoring. Other sections cover quality definitions and strategies for competitive advantage like cost leadership, differentiation, and customer orientation. Process improvement frameworks like Lean, Six Sigma, TQM and BPR are mentioned. The document also includes information on benchmarking, value creation, implementation, and team mandates for process improvement projects.
Analysing Prioritisation Communication - Day fourReuben Ray
This document discusses various topics related to purpose, goals, and thinking styles. It provides definitions and examples of concepts like goals, preferences, priorities, and cognitive styles. It also presents frameworks for clarifying purpose, setting goals, and considering different types of knowledge and how they are prioritized. Overall, the document offers perspectives on finding clarity of purpose and direction through goal-setting and understanding thinking preferences.
Introduction to Financial Analytics -Fundamentals of Finance Class I
by Reuben Ray; reuben@pexitics.com
• Time value of money.
• Present value & future value of money.
• Applications of TVM (Time Value of Money)
• Annuity & perpetuity concepts.
• Introduction to financial statements.
The document discusses implementing a values survey and engagement policy framework. It begins with conducting a values survey to understand employees' priorities and alignment with organizational values. This informs a report and policy evaluation. The policy aims to link objectives, metrics and competencies to motivate performance. Implementation involves championing the policy, measuring outcomes, and continually reviewing and refining the policy and competency framework based on data. The goal is to improve talent management, engagement and organizational performance through aligning around shared values.
This document discusses concepts related to happiness at work. It defines happiness as a state of well-being involving living a good life with meaning and deep life satisfaction. Several theories of happiness are examined, including Aristotle's view of eudaimonia and the Easterlin Paradox. Factors that can impact happiness at work are explored, such as work environment, rewards, job satisfaction, self-growth, and meeting needs and expectations. The document advocates measuring and assessing happiness at work in order to improve job satisfaction.
11. Whether you think you can, or
you think you can’t, you are right.
COMMUNICATE
H
AGENDA
12. Our Beliefs
DRIVERS OF
REASONING
BELIEF SYSTEMS
CUSTOMS
& RITUALS
FAITH &
LANGUAGES
GOALS &
AMBITIONS
“Truth is what one’s peers let one get away with” ~ Richard Rorty
MEANINGS
17. MEANINGS
Belief Systems
“All systems are recycled from the past. The fragrance of a flower is fulfilling only when it smells like its past.”
NEWNESS
HISTORY
EXPERIENCES
KNOWLEDGE
18. MEANINGS
Brain Systems
“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the most that is
most adaptable to change.” ~ Charles Darwin
PLEASURES
MEMORY
EXPERIENCES
KNOWLEDGE
20. CONNECTIONS
“Too much information with too little connections results in communication errors.”
WORDS
PICTURES EARS
EYES
SENSES
IMAGES
SOUNDS
PICTORIAL
MEMORY
VERBAL
MEMORY
PAST
PRIOR MEMORY
WORKING MEMORY
LONG TERM MEMORY
SENSORY SYSTEMS
21. What lies beneath
PAST PRESENT FUTURE
EVENTS
GRIT
CHOICES
&
EXPERIENCE
HOPE
MEMORIES
&
ENVIRONMENT
“Evolution is proof that we come from a long line of winners”
22. Dilemmas we face
Prisoners Dilemmas – Nash Equilibrium
Stanford Prison Experiment
Gratification Experiment
Coffee Cup Experiment – the food effect
Dutch Hunger Winter
PRISONER’S DILEMMA
Both serve
1 year each
A serves 3 yrs, B
goes free
Both serve
2 years each
B serves 3 yrs, A
goes free
B chooses
silence B betrays A
A chooses
silence
A betrays B
27. Bloom’s Taxonomy (revised)
Remember
retrieve pertinent facts from memory or recognize and recall events, objects or patterns
Understand
Construct new meaning using objects and ideas through interpretation, classification,
comparing, explaining or infer new objects or patterns
Apply
Use of constructs to solve problems or arrive at new meanings to complete tasks or
execute processes or implement them
Analyze
Classification of differentiated constructs to organize or solve or attribute it
Evaluate
Arrive at conclusions based on criteria of standardization or judgment of differentiated
constructs and their meanings
Create
Reorganise or create new outcomes for planning or producing for a meaningful purpose
28. Decisions vs memory
Complexity
Interactions
Information vs. memory
Everyday decisions Deciding the future
Too much to handle
Less time and simple data
Information becomes memory
Discarding specifics to generalise
Reinforcing memories for facts
Reduce information into lists
Prioritise based on appeal
More complexity and more time
Priming effect-repetition
Notice only when things change
Explore details to confirm beliefs
Notice flaws in others more
Create stories with data
More information and less time
Finding stories and patterns in data
Stereotyping from prior history
Relate based on fondness
Simplify probabilities
Know thoughts from prior beliefs
Project assumptions
More time, less information
Favour simpler options
Avoid decisions to avoid mistakes
Act only when we’re invested
Immediate data activates focus
Only act when we can impact
Information
33. Defining the path
Direct the Rider
The Rider has their own issues. A Rider
likes to contemplate and analyze
information before deciding on a
direction. When a Rider isn’t sure
exactly which direction to go, they lead
the Elephant in circles. Often, what
looks like resistance is actually lack of
clarity.
Motivate the Elephant
When an individual’s six-ton Elephant is
not in agreement with the direction
their Rider wants to go, the Rider is
going to lose. The Rider may get their
way temporarily, through close
monitoring and exerting self-control,
but in the long term the Elephant will
ALWAYS overpower the Rider. Why?
Self-control is an exhaustible resource.
Often what looks like resistance is
actually exhaustion.
Shape the Path
To direct the Rider and motivate the
Elephant, we need to shape the Path
by focusing the situation, including the
surrounding environment, to make the
change more likely. Being specific
narrows the focus, so the Elephant
and the Rider are more likely to stay
traveling together toward the goal.
Often, what looks like resistance is
actually lack of direction.
35. Individual
Growth
Brand & Indl.
Reputation
Career &
Achievements
Workplace
Culture
Personal
& Social
Recognition
Relationships
& Job Security
Org policies
& VMV
Identity &
Empowerment
DETERMINE THE VALUES
MEASURE FOR OBJECTIVES
UNCOVER YOUR
BENCHMARKS
HYGIENE HAPPINESS
36. Hygiene vs. Motivation
Disengaged
11%
Satisfied &
Not Contributing
9%
Contributing &
Not Satisfied
12%
Almost
Engaged
25%
EngagedEngaged
42%
Include as a short-term objective; Include for long-term culture;
innovation/compliant to push diversity/equality
improve/assign to build higher accountability
instill trust/collaboration to create teamwork as a culture
hierarchy of competence to drive inclusion as a value
improvisation of resources to define resource management
conclude tasks /costs to define job roles during hiring
assign tasks /revenue goals to push KPIs as a prerequisite
37. People
Complexity
Task
Complexity
Social-Tribe
Democratic-Hierarchy Assertive-Market
Influencer-Adhocracy
Organisation is like a family.
Factors: Loyalty & mutual
trust
Strategy: Openness, High trust
Criteria: Teamwork, Human
approach
Hierarchy based organisation.
Factors: Formal rules for
leading
Strategy: Stability and
consistence
Criteria: Dependability on
employee adherence
Market focussed organisation
Factors: Achievement and
goals
Strategy: Competitive spirit
Criteria: Winning the
marketplace
High mentoring approach.
Factors: Innovation,
Development
Strategy: New challenges
Criteria: New products and
services
38. The three guards
VALUES FUEL CULTURE. STRATEGY PUTS IT TO PRACTICE.
STRATEGY
HOW WE DO IT
D O N’T
39. “We do a lot of things right but all those things can be copied by a competitor tomorrow. The only thing
they can’t copy is our culture. Culture provides us a competitive advantage.”
Colleen Barrett, President – Southwest Airlines
“We have had firms study our processes and benchmark us for years, but they are hard-pressed to
duplicate our success. When it comes to a sustainable competitive advantage, our GE culture is one of
the most difficult things for others to copy.”
Jeff Immelt, CEO – General Electric
“We have no patent on anything we do, and anything we do can be copied by anyone else. But you can't
copy the heart and the soul and culture of our company and that distinguishes us from everyone else.”
Howard Schultz, Founder – Starbucks
“We have a culture dedicated to creating a place where talented people want to work. This gives us a
tremendous advantage when it comes to attracting, developing, exciting and retaining exceptional
people.” Ian Davis, Managing Director – McKinsey & Company
About Culture