These slides will take you through the Resolve Professional Services vision of leadership fundamentals and equip you with the understanding necessary to inspire your teams.
These slides will take you through the Resolve Professional Services vision of leadership fundamentals and equip you with the understanding necessary to inspire your teams.
Leadership Excellence in Action- A Roadmap to Inspire and Engage People and Teams
Learning objective: Increase techniques for strengthening team leadership
The concept of leadership is talked about so much we all should be experts. We use and hear words like inspire, engage, and motivate as we seek real solutions to leadership challenges. This workshop looks at the concept of leadership in action. What behaviors, knowledge, and skills do you need to grow and develop as a leader? How will you measure success? What unique qualities, power, and influence impact people and teams? Engage with federal executives and discover ways to turn YOU into tangible leadership value. This road map will take you from good to great leadership.
At the end of this workshop, participants will be able to:
a. List sources of power needed to be influential
b. Take a self-assessment to identify personal leadership strengths
c. Explore the art of delegation and effective team leadership
d. Explore the role of feedback and performance measures
e. Create an action list with and explore plans to measure success
Authentic Leadership - Focusing on Strengths and SolutionsTim Bright
My presentation at the 5th Bursa Management Conference in December 2012. The conference is organised by the Bursa Chamber of Commerce and Industry (BTSO) and Peryon (the HR association).
Leadership books abound. Yet there are very few that put Values first before all those leadership skills. In this book, Harry Krammer explains the Four principles of Value-Based leadership and has shared his personal experiences to validate how these principles do work .
When Leaders engage in Self-reflection ( Principle # 1) followed by Balance, True-Self-confidence and Genuine Humility, then the organization has a much greater chance of leading the Values instead of with Egos. He also shares why positive core business ethics create greater shareholder value. One excellent point he discusses is the difference between what is legal and what is right.
Talent Management and leadership development are far more effective when approaching these two elements from a Values driven position. After all, organizations are all about people united to achieve those big, hairy audacious goals that would be fare ore difficult if not impossible to achieve individually.
Silo thinking is also viewed within the circle of Leadership. When this happens, my turf or silo becomes bigger than the organization’s big vision and this creates poor performance.
Another advantage to leading from a position of high ethics is motivation and team engagement. Teams do not come together naturally, but “ are developed purposefully and with intention”.
The end result from Values to Action is precisely that action or execution and implementation. Failed execution can more often than not be laid at the feet of leadership and not extenuating circumstances.
Values are not bullet points on a Corporate website or motivational phrases on a poster in a lunch room.. Some companies talk a good game and have plaques on the wall stating their Mission & Values, but their day-to-day actions tell a different story.
Leaders should Value Values – Values Create Valuation
'Their perception is your reality' - breaking down barriers for team leadersCamilla Long, MCMI
This is a programme for emerging leaders in your organisation. Help your Team Leaders and Managers to understand their default leadership style, to build on their own unique strengths as a leader and to overcome barriers to harmonious team working. This one-day workshop helps participants to connect with their purpose and bring renewed energy to their teams.
Undercover Coach: Agente del cambio encubiertoAgilar
Author: Adrian Perreau de Pinninck
Conference: CAS2013 (Bilbao)
How to get into a company to later become Agile Coach? Explains de pros and cons of this way of becoming a Agile Coach.
¿Cómo entrar en una empresa para luego convertirse en Agile Coach? Se explica los pros y contras de esta manera de convertirse en Coach
Author: Adrian Perreau de Pinninck
Course: Masters on Biotechnology and R&D Management at UPF
Describes the different aspects to take intou account in order to make the most of the innovation abilities of a group or company
Leadership Excellence in Action- A Roadmap to Inspire and Engage People and Teams
Learning objective: Increase techniques for strengthening team leadership
The concept of leadership is talked about so much we all should be experts. We use and hear words like inspire, engage, and motivate as we seek real solutions to leadership challenges. This workshop looks at the concept of leadership in action. What behaviors, knowledge, and skills do you need to grow and develop as a leader? How will you measure success? What unique qualities, power, and influence impact people and teams? Engage with federal executives and discover ways to turn YOU into tangible leadership value. This road map will take you from good to great leadership.
At the end of this workshop, participants will be able to:
a. List sources of power needed to be influential
b. Take a self-assessment to identify personal leadership strengths
c. Explore the art of delegation and effective team leadership
d. Explore the role of feedback and performance measures
e. Create an action list with and explore plans to measure success
Authentic Leadership - Focusing on Strengths and SolutionsTim Bright
My presentation at the 5th Bursa Management Conference in December 2012. The conference is organised by the Bursa Chamber of Commerce and Industry (BTSO) and Peryon (the HR association).
Leadership books abound. Yet there are very few that put Values first before all those leadership skills. In this book, Harry Krammer explains the Four principles of Value-Based leadership and has shared his personal experiences to validate how these principles do work .
When Leaders engage in Self-reflection ( Principle # 1) followed by Balance, True-Self-confidence and Genuine Humility, then the organization has a much greater chance of leading the Values instead of with Egos. He also shares why positive core business ethics create greater shareholder value. One excellent point he discusses is the difference between what is legal and what is right.
Talent Management and leadership development are far more effective when approaching these two elements from a Values driven position. After all, organizations are all about people united to achieve those big, hairy audacious goals that would be fare ore difficult if not impossible to achieve individually.
Silo thinking is also viewed within the circle of Leadership. When this happens, my turf or silo becomes bigger than the organization’s big vision and this creates poor performance.
Another advantage to leading from a position of high ethics is motivation and team engagement. Teams do not come together naturally, but “ are developed purposefully and with intention”.
The end result from Values to Action is precisely that action or execution and implementation. Failed execution can more often than not be laid at the feet of leadership and not extenuating circumstances.
Values are not bullet points on a Corporate website or motivational phrases on a poster in a lunch room.. Some companies talk a good game and have plaques on the wall stating their Mission & Values, but their day-to-day actions tell a different story.
Leaders should Value Values – Values Create Valuation
'Their perception is your reality' - breaking down barriers for team leadersCamilla Long, MCMI
This is a programme for emerging leaders in your organisation. Help your Team Leaders and Managers to understand their default leadership style, to build on their own unique strengths as a leader and to overcome barriers to harmonious team working. This one-day workshop helps participants to connect with their purpose and bring renewed energy to their teams.
Undercover Coach: Agente del cambio encubiertoAgilar
Author: Adrian Perreau de Pinninck
Conference: CAS2013 (Bilbao)
How to get into a company to later become Agile Coach? Explains de pros and cons of this way of becoming a Agile Coach.
¿Cómo entrar en una empresa para luego convertirse en Agile Coach? Se explica los pros y contras de esta manera de convertirse en Coach
Author: Adrian Perreau de Pinninck
Course: Masters on Biotechnology and R&D Management at UPF
Describes the different aspects to take intou account in order to make the most of the innovation abilities of a group or company
Take the Red Pill: How Criteo revamped its software development processAgilar
Author: Adrian Perreau de Pinninck
Conference: Global Scrum Gathering Berlin 2014
Describes how Criteo managed to change the software engineering culture of its R&D department from 'Testing is cheating' to 22K+ tests being run every half hour.
Authors: Adrian Perreau de Pinninck, Angel Diaz-Maroto y Ariel Ber
Conference: CAS 2013 (Conferencia Agile Spain en Bilbao)
Describes 7 techniques for change management and how they relate with one another through Kotter's change management model.
- Kotter
- Pro-Action Cafe
- Inception Deck
- Lean Startup / A3 Thinking
- Design Thinking
- Schneider's company culture model
- Organic Scrum
Describimos 7 técnicas aplicadas a la gestión del cambio y como se relacionan entre ellas a través del model de Kotter:
- Modelo de Kotter
- Café pro-acción
- Inception Deck
- Lean Startup / A3 Thinking
- Design Thinkind
- Modelo de Schneider
- Scrum orgánico
Author: Adrian Perreau de Pinninck
Conference: ALE 2013 (Bucharest).
Less than a year ago Criteo, which has grown 200.000% in five years, moved to a new building to accommodate its team, which doubles in size every 6 months. The sub tribes in the R&D department accommodated to the different territories in the unusual modern architecture. Or did the territories foster sub tribes and their subcultures?
In this presentation we see a case of physical environment influencing cultural makeup and vice versa. We also show how group size tends to Dunbar's number for group satisfaction. Finally, we propose techniques to scaling groups beyond the 80 person chasm.
Agilar - When it comes to agility, let’s do it togetherAgilar
We offer a full portfolio of services in the field of agile and lean consulting. We train, we coach, and we embed ourselves as team members - we improve
Presentation given by Tiago Garcez at Agile Tour Brussels 2014 about what you should NOT do when scaling Agile. Intended to offer a different perspective on the scaling challenge by highlighting some heuristics about Agile organizations. The responsibility is not on coaches to draw up the perfect scaled Agile model, but rather on organizations to understand and internalize Agile principles and practices to then come up with their own vision for Agility at scale.
Agilar - Cuando se trate de agilidad, estaremos para acompañarteAgilar
Ofrecemos un completo paquete de servicios en el campo de la consultoría Agile y Lean. Realizamos formaciones, coaching y también trabajamos como parte del equipo – mejoramos
Authors: Adrian Perreau de Pinninck, Manu Cupcic
Conference: CAS 2014 (Barcelona)
Have you ever wondered how large software companies with an engineering culture make sure they are able to deliver software over and over to production? How do you coordinate 100+ software engineers so that there are no bottlenecks and quality is not compromised?
In this talk you will see how a Continuous Delivery system was implemented at Criteo, the fastest growing IT company in EMEA 2012. Before starting the project there were 160+ code repositories with dependency hell. They were being built independently and releases to production were error prone and painful. You will see the technical architecture behind a successful implementation of a Continuous Delivery system. The system was made up of a Gerrit code review tool connected to a Jenkins build pipeline, building 160 repositories with over 7M lines of code.
We will explore different architectural choices such as branching system, hot fixes, sandbox and pre-production environments, and how these were developed and used by the large R&D department.
Why does there seem to be a gap between management and IT when it comes to Agile? Why is Agile still sometimes viewed as an "IT initiative"? And what can we do to start bridging this gap? In this presentation given at XP Days Benelux 2012, Tiago Garcez tackles these questions and more.
We are always telling our clients that Agile is the way to go. Many of them ask us "why?" This presentation was given by Tiago Garcez at the Agile Tour Brussels 2013 and provided his answer as to why we should all be trying to be more Agile.
From Diversity Zero to Hero: The GoDaddy Transformation StoryLever Inc.
Overhauling a company's reputation, brand and culture is no small feat, but over the last five years, GoDaddy has achieved a full-scale transformation. Katee Van Horn, the company's VP of Global Engagement and Inclusion, has been there throughout. Here, she brings us behind the scenes to show what it's taken to elevate GoDaddy to one of the most admired workplaces for diversity, and particularly for women in tech.
Revisit performance management to achieve peak team performanceDavid Perks
Old ways of managing performance don't work. Ratings demoralize and disengage employees. What should leaders do instead and how can a 100 year old approach be rapidly modernized. We provide the travel guide to take you to peak performance.
The presentation was made during the Community Service Public Relations Council's annual Spectrum Conference on May 20, 2014.
Program Description: Are you new to a leadership position? Do you aspire to take on a leadership role in your organization?
Do you want to be a better leader or improve your leadership skills? We will provide a “buffet” of
leadership elements to help you improve your capacity to lead. View the selections and sample small
portions on communicating, resolving conflict, project planning and management, goal setting, and
listening. You might have more of an appetite for some offerings and less for others, but there will be
something to satisfy everyone’s hunger for successfully leading themselves, a team, or organization.
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
Leadership StylesJust as leaders can be found in many places.docxsmile790243
Leadership Styles
Just as leaders can be found in many places in a business, there are many ways to
be a leader— different styles and approaches. The six leadership styles discussed
below are one way to look at leadership styles. Each of these styles sends a clear
message to the team about how the leader and the team interact. Some leaders
adopt one of these styles and use it every time they lead. But more effective
leaders master most or all of these styles, evaluate the team and goals at hand, and
choose the most appropriate style for the given situation.
A pacesetting leader says to the team, “Do as I do, now.”
The pacesetting leader is a high performer himself, and expects his team to
perform with excellence and speed. The leader models the desired behaviors and
expects the team to mirror it. This style works well with a highly skilled and
motivated team. It can create problems when a team gets overwhelmed, or when
more creativity is appropriate.
A visionary leader says to the team, “Come with me.”
The visionary leader sets out a common vision and goal for the team, and invites
each individual team member to find his or her way to achieve the necessary tasks.
This style works well when a new vision is appropriate and when there is latitude
in how a goal may be attained. It can be counter-productive when the group knows
more than the leader.
An affiliative leader says to the team, “People come first.”
Focuses first on the team and its emotional needs and the emotional health of the
team as a whole. This is an appropriate style in times of stress, when a team needs
some extra TLC. This style may not be appropriate when there are many pressing
deadlines for a project.
A coaching leader says to the team, “Try this.”
The coaching leader is focused on the team’s professional development and offers
team members opportunities to work on developing new skills or improving
weaknesses. This style works well when a leader is proficient at many things and
can truly help team members improve in various ways. When people are unwilling
to learn, this style may not be a good use of time and resources.
A coercive leader says to the team, “Do what I tell you.”
The coercive leader gives rigid instructions and requires total compliance. This can
be appropriate when there is an emergency, an extremely short time frame, or some
other unusual circumstances. This style should be used sparingly because it tends
to make people feel less valuable or important and often causes tension.
A democratic leader says to the team, “What do you think?”
A democratic leader encourages the participation of every team member and uses
consensus-based decision-making to make sure every person is on board. This is a
great method when the leader has a strong team and their buy-in is important to the
great method when the leader has a strong team and their buy-in is important to the
goal. It won’t work as well when there is an emergency or the team doesn’t have
enough ...
Merit Money: Motivation Beats Traditional Bonus SystemeBranding Ninja
The traditional bonus system is demotivating and flawed. Learn from real small to medium-sized businesses about how they use Merit Money and creative reward systems to encourage team collaboration through peer to peer recognition and acknowledgement.
Merit Money is a practice by Management 3.0 adapted in hundreds of companies looking to promote a culture of innovation, intrinsic motivation and gratitude. Learn more about Merit Money and read more stories of it in practice here: https://management30.com/practice/merit-money/
This presentation was originally given at the Management 3.0 Meetup in London: https://www.meetup.com/London-Management-3-0-Meetup-Become-Better-Managers/
and given by me, Jennifer Riggins: http://ebranding.ninja
Thank you to the companies that continue to share their experiments with us! To read more about these specific companies and their stories:
Typeform: https://redbooth.com/blog/startup-culture-typeform
Redbooth: http://www.happymelly.com/redbooth-peer-to-peer-recognition/
Mobile Jazz: https://redbooth.com/blog/company-culture-mobile-jazz
Happy Melly: http://www.happymelly.com/our-merit-money-retrospective/
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
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6. Why traditional models suck
Appraisals don’t help conveying
corporate values, their only focus is
economic ( bonuses, salary
upgrades... )
7. Why traditional models suck
Already identified by Deming* (
author of the Plan-Do-Check-Act
cycle ) as one of the 7 deadly
diseases of any organization
http://en.wikipedia.org/wiki/W._Edwards_Deming#Seven_Deadly_Diseases
8. Another model
The knowledge era: people are well
prepared, reaching job satisfaction
requires:
• Mastery
• Autonomy
• Purpose
“When it comes to intellectual activity, money doesn’t work as motivation booster”
Daniel H. Pink, ‘DRIVE’ http://www.youtube.com/watch?v=u6XAPnuFjJc
9. Another model
No more monetary bonuses linked
to individual performance. Ensure
everyone in the company feels well
paid, lucky to be here.
“Pay high enough salaries to take the money off the table,
so people can focus on their job”
Daniel H. Pink, DRIVE : http://www.youtube.com/watch?v=u6XAPnuFjJc
10. Another model
Every member must be engaged
and feel responsible to educate,
integrate and help the rest of
members
11. Another model
Pay your employees what they
deserve. Based on:
• What the employee could get
elsewhere
• What we would have to spend to
replace him
• What we would be willing to pay to
keep him in his job
13. Another model
A global bonus based on the
organization results is welcomed,
but NOT mandatory. Percentage
should be fixed and based on
employee salary.
14. Another model
Peers, not managers, decide who
gets rewarded. Rewards must not
be exclusionary.
16. Another model
All peers must choose their team
members. The best compromise
comes from our own decisions.
17. A practical approach
The organization discovers its own
values
– Courage
– Openness
– Technical Excellence
– Quality
– …
18. A practical approach
The members list daily actions that
demonstrate commitment to the
values
• E.g. Openness:
– When I asked for feedback on my last task, the other person
answered me honestly even though it felt uncomfortable.
– When I asked about my situation within the team, my manager
didn’t hide his concerns.
– …
20. A practical approach
The team creates “Value coins”
• Courage coin
• Openness coin
• …
21. A practical approach
Every member is given a certain
amount of coins periodically. The
shorter the period, the better.
22. A practical approach
Every member gives coins to
whomever sticks to the values:
– If I see somebody does a good action
demonstrating she sticks to “openness”, I will
pay her a coin of “openness”.
24. A practical approach
Organizational managers evaluate
the team members periodically,
assessing their alignment to the
values based on the amount of
collected coins.
25. A practical approach
Members receive benefits based on
how many coins they have received:
• Per 5 “courage” coins you get a ticket for an extreme sport
activity
• Per 5 “openness” coins you get a massage
• Per 20 coins in the same month you get half day off
• Per 60 coins covering all different values in a quarter you get
your name in any of our products
• Per 2 consecutive quarters with 60 coins you get interviewed
for the internal magazine
• …