Anna Obukhova - Biology of Powerful Powerless Leader

•

0 likes•54 views

Agile Leadership has its unique flavor of natural leadership when power is not given with a title but taken by a person based on his/her inner abilities. We use Servant Leadership or Powerless Leader to emphasize this difference. If we look deeper into the biology and neuroscience of leadership we might find really unexpected things – that Agile leaders are the ones that are recognized by nature and we unconsciously can select these people from the crowd. How to become this type of person? To be an effective Agile leader we need to understand: What makes a leader: Leader-Leader Agile Model; The difference between a leader and dominant behavior, why leaders look younger and more active (on hormonal level) ; Hormones and neuroscience of a natural leader (with some cases and practice); Leadership differences and similarities of Scrum Master and Product Owner; Simple (4 words) yet powerful mindset change to become a natural leader that people will follow.

BIOLOGY OF POWERFUL
POWERLESS LEADER
ANNA OBUKHOVA
AGILE COACH
ANNA.OBUKHOVA@MAIL.RU
FB: ANNA OBUKHOVA
24 OCTOBER 2019
AGILE TOUR VILNIUS

AGILE COACH
AGILE FROM 2004
SCRUM, XP, KANBAN
SCRUM MASTER, PRODUCT OWNER
PROJECT/PROGRAM MANAGER
AGILE PORTFOLIO MANAGER
ANNA OBUKHOVA
WORK
ANNA OBUKHOVA
EDUCATION
BIOLOGY
IT
MANAGEMENT
MBA (GLOBAL BUSINESS)
COACHING
NEUROLEADERSHIP
MASTER APPLIED NEUROSCIENCE (CURRENT)

LEADER
LEADER
LEADER LEADER
LEADER LEADER
LEADER

SERVANT LEADER -
IS A LEADER WHO SERVES THE TEAM?

POWERLESS SERVANT SHOULD CREATE
POWERFUL LEADERS?

WE DON'T NEED SERVANTS FOR THE TEAM
WE NEED LEADERS FOR LEADERS

MANAGEMENT VS LEADERSHIP
SERVANT LEADER VS LEADER

BEHAVIOUR IN A CAGE
ACCESS TO FOOD
Anna Obukhova

BEHAVIOUR IN WILD NATURE
HUNTING FOR FOOD
Anna Obukhova

DOMINANT LEADER
BEHAVIOUR IN A CAGE
ACCESS TO FOOD
BEHAVIOUR IN WILD NATURE
HUNTING FOR FOOD

NO NEED FOR EXPLORING
- LOW DOPAMINE
NO SPACE FOR CHILDREN
- LOW TESTOSTERONE
NO ENEMIES FROM OUTSIDE
- LOW ADRENALINE
Anna Obukhova

DOMINANT LEADER
LOW TESTOSTERONE
AND DOPAMINE
FEELING OLD AND
WEAK
HIGH TESTOSTERONE
AND DOPAMINE
FEELING YOUNG AND
POWERFUL

DOMINANT LEADER
AGGRESSIVE TO INNER
CIRCLE
THREAT IS INSIDE
AGGRESSIVE TO OUTSIDE
PROTECTS HIS TEAM

WHAT TRIGGERS PEOPLE TO BECOME
DOMINANTS?
TO THINK THEY ARE IN THE CAGE?
Anna Obukhova

- HABIT
- BURNOUT
- NO ACCESS TO RESULT
- BUREAUCRACY
- FAILURE
Anna Obukhova

1. RANK POTENTIAL
2. PRIMATIVITY
3. VITALITY
COMPONENTS OF A LEADER

RANK POTENTIAL -
IS WHAT PERSON THINKS HIS CALIBRE IS,
WHAT IS THE RIGHT SIZE OF ACHIEVEMENT
Anna Obukhova

2. PRIMATIVITY
MY GOALS
OTHER'S GOALS
Anna Obukhova

15%
CHOOSE CLOTHES
PREPARE FOOD
EASY ACTIVITY ABOUT 15 MINUTES

20-25%
USE THE KNOWN ROUTE
START/END ACTIVITY
WITH EXTERNAL SIGNAL
FOLLOW KNOWN RULES ONLY
MANUAL LABOR

30%
SELECT ACTIVITY HIMSELF
CAN'T PLAY
GET ENERGY FROM
EXTERNAL FEEDBACK

35%
ABILITY TO PLAN SCHEDULE
(IN TIME OR NOT)
PANIC IF ANYTHING CHANGES
CONFIDENT IN THE KNOWN
ENVIRONMENT

40%
ABILITY TO MANAGE (NOT LEAD)
UNDERSTAND PERSONAL
BOUNDARIES (AVOID CONFLICTS)
WILLPOWER (CHANGE
ACTIVITY VOLUNTARILY)
ABILITY TO CHANGE (SLOWLY)

45%
INTERNAL GOALS ARE MORE
IMPORTANT THAN EXTERNAL
MOVING TOWARDS POSITIVE
TASTE AND COLOUR, AESTHETICS
ABILITY TO HANDLE CHANGES
ABSTRACT THINKING

50-55%
LEADERSHIP AND FOLLOWERS
TOP MANAGEMENT
INDIVIDUALITY
CHANGE AGENTS
STABLE ENERGY

60%
UNDERSTANDING THAT OTHERS
ARE DIFFERENT AND MIGHT NOT
NEED TO BE CHANGED

65-75%
SOCIAL IMPORTANCE,
STABLE FOLLOWERS
PERSONAL PROJECTS
THOUGHT LEADERSHIP
CREATING NEW IDEAS

80-100%
KNOWN AT THE WORLD LEVEL
RUNS THE COUNTRY
MOTHER THERESA
PETER THE GREAT
TAMERLAN
SUN TZU
ALEXANDER THE GREAT
HIPPOCRATES

HOW MUCH ENERGY YOUR TEAM HAS?
Anna Obukhova

45 - 50%
35 - 40%
NEED TO MAINTAIN
ENVIRONMENT
ENERGY GAP
Anna Obukhova

ENERGY CONTAGION
MIRROR NEURONS
MIRROR NEURONS

MCLEAN - TRIUNE BRAIN
RANK POTENTIAL
PRIMATIVITY
VITALITY

EMOTIONALTONE
INTENTION
FREEDOMOFCHOICE
KNOW
YOURSELF
EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT
AGILE ENERGY
FRAMEWORK
Anna Obukhova

LEADER KNOWS WHERE TASTY THINGS ARE
OR
HOW TO BEHAVE
SO
TASTY THINGS WILL APPEAR RIGHT HERE

SM + PO = STRONG NATURAL LEADER
Anna Obukhova BrainLovesAgile.com

THANK YOU!
ANNA OBUKHOVA
AGILE COACH
ANNA.OBUKHOVA@MAIL.RU
LINKEDIN/FB: ANNA OBUKHOVA

LEAN projekto, startavusio 2019 metų lapkritį ir į savo veiklą įtraukusio 11 viešojo sektoriaus institucijų, tikslas – sukurti veiklos valdymo sistemą, kurį leistų efektyviau vykdyti veiklą ir padėtų institucijoms geriau tenkinti visuomenės interesus. „Per daugiau nei dvejus metus diegiant LEAN metodus, procesų valdymo ir rodiklių stebėsenos sistemas turėjome daug sėkmės istorijų ir išmoktų pamokų bei iššūkių. Analizuodami procesus supratome, kad LEAN žengia kartu su skaitmenizacija ir automatizavimu ir tai tapo viena pagrindinių mūsų projekto krypčių“ ,- sako M. Kaminskas ir A. K. Remeikienė.

B. den Haak. How to make OKRs Lean Again

Agile Lietuva

OKRs are a goal-setting, strategy execution tool that involves setting ambitious goals that lead to measurable results. The thing is, over the years, OKRs have gotten too complicated - they need to be put on a diet - and that’s where Lean OKRs step in. They are hyper-focused on one single OKR to rule all others. Often, OKRs are not set up for success and thus tossed aside. There are four (and a half) common reasons why your OKRs aren’t working. Among them, the importance of finding a rhythm for making OKRs part of your way of working, leading teams with trust, and getting the foundation in place so teams aren’t running before they learn how to walk.

Bloomberg projektas iš esmės skirtas išmokyti valstybinio sektoriaus inovacijų komandas naudoti Design Service mąstymą diegiant projektą Agile metodu. Vilnius dalyvavo Skaitmeninių inovacijų iniciatyvoje, su „Bloomberg Philanthropies“ ir partneriais iš Future gov, Londonas. Projekto tikslas – paspartinti skaitmenines inovacijas, siekiant patobulinti gyventojams svarbias paslaugas. „FutureGov“ dirbo su Vilniaus savivaldybe, kartu kurdami projektą ir iš naujo modeliuodami paslaugą, kaip gyventojai gali naudotis suaugusiųjų socialinėmis paslaugomis. Šis projektas yra įvairiapusiškas, ne tik jungtine tarptautine specialistų komanda iš įvairių sričių, bet ir tuo kad siekiant skaitmenizuoti ir optimizuoti paslaugą buvo siekiama užtikrinti, kad piliečiai būtų paslaugos kūrėjai ir greitai gautų reikiamą rezultatą.

Maija Aniskovič. Agile įtaka komandos motyvacijai.

Agile Lietuva

dr. E. Janiūnienė. Asociacijos Agile Lietuva atlikto Agile tyrimo pristatymas

Agile Lietuva

M. Aniskovič. Laužome stereotipus: Agile gali drąsiai taikyti visi

Agile Lietuva

R. Krukonis. Reikalingas greitas rezultatas – pakeiskime projekto darbų organ...

Agile Lietuva

M. Jovaišas. Viešojo sektoriaus lankstumas įgyvendinant transformacijas

Agile Lietuva

A. Kovaliov. Kas nėra Agile jaunystėje, tas neturi širdies. Kas nėra Watefall...

Agile Lietuva

V. Vasiliauskas. Nestandartinis atvejis: nuo Kanban prie Scrum

Agile Lietuva

Leonard Vorobej. Agile projektų valdymas pradedantiesiems

Agile Lietuva

Giedrė Žemulaitytė. Agile personalo skyriaus valdyme

Agile Lietuva

Gabija Fatėnaitė. Agile ir Scrum turinio kūrimo ir marketingo komandose

Agile Lietuva

Gediminas Milieška. Agile kelionės: nuo transformacijos iki planavimo dideliu...

Agile Lietuva

Denis Vanpoucke. Agile kelionės:nuo transformacijos iki planavimo dideliu mastu

Agile Lietuva

Irmantas Znatinas. Kodėl reikalingas Agile, kai "pas mus ir taip viskas puiki...

Agile Lietuva

Vilniaus miesto savivaldybės Inovacijų ir technologijų grupės (ITG),kuriančios produktus ne tik Vilniaus miestui, tačiau ir visai Lietuvai susitikimo metu papasakojo apie išmoktas pamokas diegiant Agile valstybiniame sektoriuje. ITG komanda pasidalino nestandartinės Agile kelionės įspūdžiais ir savo patirtimi:  kaip pradėti neturint didelio biudžeto pokyčiams;  kuo pavojingas per didelis entuziazmas diegiant Agile;  kaip nauji diegiami principai ne tik didina produktų kokybę, bet ir gerina komandinį darbą.

A. Kovaliov ir A. Kublickij. Diegimo etapas prasideda nuo pirmos iteracijos ....

Agile Lietuva

Ar jums pažįstama situacija, kai IT sprendimas yra kuriamas ilgai ir rezultatą gaunate tik projekto pabaigoje? Tiek dirbant su išoriniu tiekėju, tiek su vidine komanda, norint pasiekti gerą rezultatą ir gauti naudą kuo anksčiau geriausia IT sprendimus kurti ir diegti kuo mažesnėmis dalimis - iteracijomis. Kiekvienos iteracijos rezultatas - funkcionalumo prieaugis, plečiantis arba gerinantis sistemos veiksmingumą. Efektyviausi būdai tai pasiekti - kruopštus darbų planavimas ir procesų automatizavimas. Pranešimo metu pranešėjai pasidalino žiniomis ir patirtimi apie DevOps išteklius, praktikas ir veiklas, būtinas agile projektui, siekiant automatizuoti diegimus į testavimo ir/arba gamybinę aplinkas. Pristatymas pagrįstas kompleksinio mikroservisais grįsto (angl. microservice) produkto Scaled Agile gamybos patirtimi.

Laimonas Lileika. Susitikimas, kuris galėjo būti... „Slack“ žinutė

Agile Lietuva

Šeštasis Agile manifesto principas teigia: pats naudingiausias ir efektyviausias būdas dalintis informacija yra daryti tai gyvai. Kitaip tariant - ne tik fiziškai visiems būnant toje pačioje vietoje, bet ir būtinai sinchroniniu būdu. Vienas iš asociacijos Agile Lietuva įkūrėjų, susitikimo pranešėjas Laimonas Lileika mano, kad šis principas toks, koks buvo suformuluotas prieš 20 metų, prarado aktualumą, tad atėjo laikas jį arba perrašyti, arba perkelti į Agile mitų sąrašą. Laimonas dirba tarptautinėje bendrovėje „Toptal“. Tai viena didžiausių, pilnai nuotoliniu būdu dirbančių, įmonių, neturinti nei vieno biuro. Per dešimt metų „Toptal“ darbuotojai sukūrė brandžią nuotolinio darbo kultūrą, kurioje 98% komunikacijos yra skaitmeninė, o darbuotojai dirba iš bet kurio pasaulio krašto. Pranešimo metu Laimonas pasidalino, kas yra tie likę 2% komunikacijos, papasakojo apie darbo organizavimo principus (anglų k. Ways of Working), įrankius, procesų robotizaciją bei kitus sinchroninės ir asinchroninės komunikacijos elementus, užtikrinančius sklandų IT ir produkto vystymo komandų darbą. Pranešimo vaizdo įrašas: https://bit.ly/Laimono_įrašas

Mikas Jovaišas. Vienas žingsnis veiklos transformacijos link

Agile Lietuva

Nuotolinio susitikimo metu pranešėjas Mikas Jovaišas kalbėjo apie: – Transformacijos portfelio valdymą viešojo sektoriaus organizacijoje. – Portfelio apimties valdyme taikytus metodus ir jų diegimą žemos brandos organizacijoje. – Portfelio valdymo iššūkius: organizacijos pasirengimą ir komandos gebėjimus. Taip pat Mikas pateikė praktinių veiklos patarimų ir apžvelgė transformacijos progresą.

Ugnė Kryževičiūtė. Refleksijos ir pamokos - ne tik apie procesus

Agile Lietuva

„Į komandos sėkmę galima žvelgti kaip į dėlionę, susidedančią iš įvairių praktikų, procesų ir, be abejo, bendro komandos gerbuvio. Reguliarios refleksijos mums padeda įsivertinti šios dėlionės sudaromą paveikslą ir suprasti, kad mus stabdo bei kas padeda judėti pirmyn“ ,- sako Ugnė. Pranešėja pasidalino „hands on“ patirtimi apie komandos retrospektyvas: jų pokyčius, klaidas, pamokas ir kokių iššūkių įprastoms praktikoms įnešė netikėtai pakitusios darbo sąlygos. Ugnė eina Frontend programuotojos pareigas Vinted. Pranešėjos kelią į programavimą lydėjo nuolatinės refleksijos, reikšmingai prisidėjusios prie profesinio augimo ir karjeros pokyčio. Metų pradžioje susikūrus naujai komandai, Ugnė savo jėgas nusprendė išbandyti vesdama komandos retrospektyvų susitikimus, prisidėdama prie komandos savirefleksijos ir tobulėjimo. Ugnės pranešimo vaizdo įrašas: https://bit.ly/Ugnės_pranešimas

Artūras Baranauskas. Agile refleksijos: būdas gerinti kliento patirtį

Agile Lietuva

12-asis Agile Manifesto principas pažymi, kad komanda reguliariai aptaria, kaip tapti efektyvesne, atitinkamai derina ir keičia savo darbo metodus. Taip pat pabrėžia, kad reguliarus patirties aptarimas yra reikalingas siekiant didinti komandos efektyvumą ir pasiruošti būtiniems pokyčiams, tinkamai prisitaikyti prie pa(si)keitimų. Didžioji dalis publikacijų apie Agile, 12-ąjį principą sieja su komandos efektyvinimu - žinių, praktikų / procesų tobulinimu ir pritaikymu. „Aš siūlau į 12-ąjį Agile principą pažvelgti kiek iš kitos perspektyvos - kliento / užsakovo patirties gerinimo ir būdo parengti bei pateikti geresnius produktus, t.y. labiau atitinkančius kliento / užsakovo poreikius“, - sako Artūras. Pranešėjas Artūras Baranauskas pastaruosius 6 metus dirbo procesų vystytojo / savininko / vadovo pozicijose - ITIL srityje. Taip pat turi sukaupęs 2 m. praktinę patirtį Agile (SAF'e). Artūro pranešimo vaizdo įrašas: https://bit.ly/Artūro_pranešimas

一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证

gcljeuzdu

毕业原版【微信:41543339】【杜克大学毕业证(Duke毕业证)】【微信:41543339】成绩单、外壳、offer、留信学历认证（永久存档真实可查）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。【我们承诺采用的是学校原版纸张（纸质、底色、纹路），我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】【业务选择办理准则】一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信41543339】文凭即可二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信41543339】即可三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。留信网认证的作用: 1:该专业认证可证明留学生真实身份 2:同时对留学生所学专业登记给予评定 3:国家专业人才认证中心颁发入库证书 4:这个认证书并且可以归档倒地方 5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息 6:个人职称评审加20分 7:个人信誉贷款加10分 8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才留信网服务项目： 1、留学生专业人才库服务（留信分析） 2、国（境）学习人员提供就业推荐信服务 3、留学人员区块链存储服务 → 【关于价格问题（保证一手价格）】我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子我给客户的都是第一手的代理价格，因为我想坦诚对待大家不想跟大家在价格方面浪费时间对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！

Risk-Management-presentation for cooperatives

bernanbumatay1

Recently uploaded

一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证

gcljeuzdu

Risk-Management-presentation for cooperatives

bernanbumatay1

20240608 QFM019 Engineering Leadership Reading List May 2024

Matthew Sinclair

Integrity in leadership builds trust by ensuring consistency between words an...

Ram V Chary

Protected Workmen required today for growth

rivaraj2711

Strategic Org Design with Org Topologies™

Alexey Krivitsky

Org Design is a core skill to be mastered by management for any successful org change. Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.

W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...

William (Bill) H. Bender, FCSI

Case Analysis - The Sky is the Limit | Principles of Management

A. F. M. Rubayat-Ul Jannat

The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread. Key takeaways: Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology. Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location. Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks? Discussion questions: Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology. External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries. Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns. Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.

原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样

tdt5v4b

学校原件一模一样【微信：741003700 】《(澳洲WSU毕业证书)西悉尼大学毕业证、文凭证书》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。本公司拥有海外各大学样板无数，能完美还原。 1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700 【主营项目】一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！二.真实使馆公证(即留学回国人员证明,不成功不收费) 三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度) 如果您处于以下几种情况： ◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】 ◇面对父母的压力，希望尽快拿到； ◇不清楚认证流程以及材料该如何准备； ◇回国时间很长，忘记办理； ◇回国马上就要找工作，办给用人单位看； ◇企事业单位必须要求办理的 ◇需要报考公务员、购买免税车、落转户口 ◇申请留学生创业基金留信网认证的作用: 1:该专业认证可证明留学生真实身份 2:同时对留学生所学专业登记给予评定 3:国家专业人才认证中心颁发入库证书 4:这个认证书并且可以归档倒地方 5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息 6:个人职称评审加20分 7:个人信誉贷款加10分 8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才

原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样

tdt5v4b

学校原件一模一样【微信：741003700 】《(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。本公司拥有海外各大学样板无数，能完美还原。 1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700 【主营项目】一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！二.真实使馆公证(即留学回国人员证明,不成功不收费) 三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度) 如果您处于以下几种情况： ◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】 ◇面对父母的压力，希望尽快拿到； ◇不清楚认证流程以及材料该如何准备； ◇回国时间很长，忘记办理； ◇回国马上就要找工作，办给用人单位看； ◇企事业单位必须要求办理的 ◇需要报考公务员、购买免税车、落转户口 ◇申请留学生创业基金留信网认证的作用: 1:该专业认证可证明留学生真实身份 2:同时对留学生所学专业登记给予评定 3:国家专业人才认证中心颁发入库证书 4:这个认证书并且可以归档倒地方 5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息 6:个人职称评审加20分 7:个人信誉贷款加10分 8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才

CV Ensio Suopanki1.pdf ENGLISH Russian Finnish German

EUS+ Management & Consulting Excellence

在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样

tdt5v4b

学校原件一模一样【微信：741003700 】《(Murdoch毕业证书)莫道克大学毕业证电子版成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。本公司拥有海外各大学样板无数，能完美还原。 1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700 【主营项目】一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！二.真实使馆公证(即留学回国人员证明,不成功不收费) 三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度) 如果您处于以下几种情况： ◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】 ◇面对父母的压力，希望尽快拿到； ◇不清楚认证流程以及材料该如何准备； ◇回国时间很长，忘记办理； ◇回国马上就要找工作，办给用人单位看； ◇企事业单位必须要求办理的 ◇需要报考公务员、购买免税车、落转户口 ◇申请留学生创业基金留信网认证的作用: 1:该专业认证可证明留学生真实身份 2:同时对留学生所学专业登记给予评定 3:国家专业人才认证中心颁发入库证书 4:这个认证书并且可以归档倒地方 5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息 6:个人职称评审加20分 7:个人信誉贷款加10分 8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才

W.H.Bender Quote 65 - The Team Member and Guest Experience

William (Bill) H. Bender, FCSI

在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样

tdt5v4b

学校原件一模一样【微信：741003700 】《(UVic毕业证书)维多利亚大学毕业证》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。本公司拥有海外各大学样板无数，能完美还原。 1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700 【主营项目】一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！二.真实使馆公证(即留学回国人员证明,不成功不收费) 三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度) 如果您处于以下几种情况： ◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】 ◇面对父母的压力，希望尽快拿到； ◇不清楚认证流程以及材料该如何准备； ◇回国时间很长，忘记办理； ◇回国马上就要找工作，办给用人单位看； ◇企事业单位必须要求办理的 ◇需要报考公务员、购买免税车、落转户口 ◇申请留学生创业基金留信网认证的作用: 1:该专业认证可证明留学生真实身份 2:同时对留学生所学专业登记给予评定 3:国家专业人才认证中心颁发入库证书 4:这个认证书并且可以归档倒地方 5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息 6:个人职称评审加20分 7:个人信誉贷款加10分 8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才

Public Speaking Tips to Help You Be A Strong Leader.pdf

Pinta Partners

In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking. Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/

Senior Project and Engineering Leader Jim Smith.pdf

Jim Smith

I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines. My experience includes:  Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)  Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.  Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)  Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.  Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.  Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)  Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.  Great knowledge of ISO9001, NFPA, OSHA regulations.  User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau. I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail. Jim Smith 678-993-7195 jimsmith30024@gmail.com

Comparing Stability and Sustainability in Agile Systems

Rob Healy

Enriching engagement with ethical review processes

strikingabalance

Training- integrated management system (iso)

akaash13

Employment PracticesRegulation and Multinational Corporations

RoopaTemkar

Recently uploaded (20)

一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证

Risk-Management-presentation for cooperatives

20240608 QFM019 Engineering Leadership Reading List May 2024

Integrity in leadership builds trust by ensuring consistency between words an...

Protected Workmen required today for growth

Strategic Org Design with Org Topologies™

W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...

Case Analysis - The Sky is the Limit | Principles of Management

原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样

原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样

CV Ensio Suopanki1.pdf ENGLISH Russian Finnish German

在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样

W.H.Bender Quote 65 - The Team Member and Guest Experience

在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样

Public Speaking Tips to Help You Be A Strong Leader.pdf

Senior Project and Engineering Leader Jim Smith.pdf

Comparing Stability and Sustainability in Agile Systems

Enriching engagement with ethical review processes

Training- integrated management system (iso)

Employment PracticesRegulation and Multinational Corporations

Anna Obukhova - Biology of Powerful Powerless Leader

1. BIOLOGY OF POWERFUL POWERLESS LEADER ANNA OBUKHOVA AGILE COACH ANNA.OBUKHOVA@MAIL.RU FB: ANNA OBUKHOVA 24 OCTOBER 2019 AGILE TOUR VILNIUS

2. AGILE COACH AGILE FROM 2004 SCRUM, XP, KANBAN SCRUM MASTER, PRODUCT OWNER PROJECT/PROGRAM MANAGER AGILE PORTFOLIO MANAGER ANNA OBUKHOVA WORK ANNA OBUKHOVA EDUCATION BIOLOGY IT MANAGEMENT MBA (GLOBAL BUSINESS) COACHING NEUROLEADERSHIP MASTER APPLIED NEUROSCIENCE (CURRENT)

4. INTENT BASED LEADERSHIP

5. GIVE POWER - CREATE LEADERS

6. LEADER LEADER LEADER LEADER LEADER LEADER LEADER

7. LEADER LEADER LEADER LEADER LEADER LEADER LEADER

9. SERVANT LEADER

10. SERVANT LEADER - IS A LEADER WHO SERVES THE TEAM?

11. LEADER - SERVANT

12. POWERLESS SERVANT SHOULD CREATE POWERFUL LEADERS?

13. WE DON'T NEED SERVANTS FOR THE TEAM WE NEED LEADERS FOR LEADERS

14. WHERE A SERVANT LEADER TAKES HIS POWER?

15. DICHOTOMY FOR LEADERSHIP? Anna Obukhova

16. MANAGEMENT VS LEADERSHIP?

17. MANAGEMENT VS LEADERSHIP SERVANT LEADER VS LEADER

18. DOMINANT VS LEADER

19. Anna Obukhova

20. BEHAVIOUR IN A CAGE ACCESS TO FOOD Anna Obukhova

21. BEHAVIOUR IN WILD NATURE HUNTING FOR FOOD Anna Obukhova

22. DOMINANT LEADER BEHAVIOUR IN A CAGE ACCESS TO FOOD BEHAVIOUR IN WILD NATURE HUNTING FOR FOOD

23. Anna Obukhova

24. Anna Obukhova

25. NO NEED FOR EXPLORING - LOW DOPAMINE NO SPACE FOR CHILDREN - LOW TESTOSTERONE NO ENEMIES FROM OUTSIDE - LOW ADRENALINE Anna Obukhova

26. Anna Obukhova

27. DOMINANT LEADER LOW TESTOSTERONE AND DOPAMINE FEELING OLD AND WEAK HIGH TESTOSTERONE AND DOPAMINE FEELING YOUNG AND POWERFUL

28. DOMINANT LEADER AGGRESSIVE TO INNER CIRCLE THREAT IS INSIDE AGGRESSIVE TO OUTSIDE PROTECTS HIS TEAM

29. WHAT TRIGGERS PEOPLE TO BECOME DOMINANTS? TO THINK THEY ARE IN THE CAGE? Anna Obukhova

30. - HABIT - BURNOUT - NO ACCESS TO RESULT - BUREAUCRACY - FAILURE Anna Obukhova

31. DOMINANT VS LEADER

32. 1. RANK POTENTIAL 2. PRIMATIVITY 3. VITALITY COMPONENTS OF A LEADER

33. 1. RANK POTENTIAL

34. RANK POTENTIAL - IS WHAT PERSON THINKS HIS CALIBRE IS, WHAT IS THE RIGHT SIZE OF ACHIEVEMENT Anna Obukhova

35. 1. RANK POTENTIAL RETICULAR FORMATION

36. Anna Obukhova

37. 2. PRIMATIVITY MY GOALS OTHER'S GOALS Anna Obukhova

38. 0% 100% 3. VITALITY

39. MCLEAN - TRIUNE BRAIN

40. THINK ABOUT YOUR TEAM Anna Obukhova

41. 5% SWALLOWING DIGESTION

42. 10% GET DRESSED MOVE INSIDE THE HOUSE

43. 15% CHOOSE CLOTHES PREPARE FOOD EASY ACTIVITY ABOUT 15 MINUTES

44. 20-25% USE THE KNOWN ROUTE START/END ACTIVITY WITH EXTERNAL SIGNAL FOLLOW KNOWN RULES ONLY MANUAL LABOR

45. 30% SELECT ACTIVITY HIMSELF CAN'T PLAY GET ENERGY FROM EXTERNAL FEEDBACK

46. 35% ABILITY TO PLAN SCHEDULE (IN TIME OR NOT) PANIC IF ANYTHING CHANGES CONFIDENT IN THE KNOWN ENVIRONMENT

47. 40% ABILITY TO MANAGE (NOT LEAD) UNDERSTAND PERSONAL BOUNDARIES (AVOID CONFLICTS) WILLPOWER (CHANGE ACTIVITY VOLUNTARILY) ABILITY TO CHANGE (SLOWLY)

48. 45% INTERNAL GOALS ARE MORE IMPORTANT THAN EXTERNAL MOVING TOWARDS POSITIVE TASTE AND COLOUR, AESTHETICS ABILITY TO HANDLE CHANGES ABSTRACT THINKING

49. 50-55% LEADERSHIP AND FOLLOWERS TOP MANAGEMENT INDIVIDUALITY CHANGE AGENTS STABLE ENERGY

50. 60% UNDERSTANDING THAT OTHERS ARE DIFFERENT AND MIGHT NOT NEED TO BE CHANGED

51. 65-75% SOCIAL IMPORTANCE, STABLE FOLLOWERS PERSONAL PROJECTS THOUGHT LEADERSHIP CREATING NEW IDEAS

52. 80-100% KNOWN AT THE WORLD LEVEL RUNS THE COUNTRY MOTHER THERESA PETER THE GREAT TAMERLAN SUN TZU ALEXANDER THE GREAT HIPPOCRATES

53. HOW MUCH ENERGY YOUR TEAM HAS? Anna Obukhova

54. 45 - 50% 35 - 40% NEED TO MAINTAIN ENVIRONMENT ENERGY GAP Anna Obukhova

55. ENERGY CONTAGION MIRROR NEURONS MIRROR NEURONS

56. MCLEAN - TRIUNE BRAIN RANK POTENTIAL PRIMATIVITY VITALITY

57. Rank potential Primativity Vitality

58. Rank Potential Primativity Vitality

59. Rank potential Primativity Vitality

60. Rank Potential Primativity Vitality