APICS Phoenix Chapter Professional Development Meeting February '2
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A conversation centered around Leadership from the perspective of an Operations, Supply Chain and Quality Executive
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Katia sol gratitude te dx
This document discusses the transformative power of gratitude. It argues that practicing gratitude can positively impact personal health and happiness, relationships, families, organizations, and communities. Regular gratitude practice is linked to benefits like higher life satisfaction, better physical health, stronger social connections, and more positive relationships. The document provides tips for developing a gratitude practice, including committing to it daily, focusing on what is appreciated, sharing gratitude with others, and being thankful for the future. It suggests gratitude can help build stronger, more resilient communities by fostering a greater sense of unity.
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Katia sol gratitude te dx
This document discusses the transformative power of gratitude. It argues that practicing gratitude can positively impact personal health and happiness, relationships, families, organizations, and communities. Regular gratitude practice is linked to benefits like higher life satisfaction, better physical health, stronger social connections, and more positive relationships. The document provides tips for developing a gratitude practice, including committing to it daily, focusing on what is appreciated, sharing gratitude with others, and being thankful for the future. It suggests gratitude can help build stronger, more resilient communities by fostering a greater sense of unity.
Testimonials
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One of the top 5% most viewed LinkedIn profiles for 2012 with client satisfaction ratings of 4.8/5.0 in 2012 and 4.5/5.0 in 2010-2011.
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1. Do Exactly What You Say
Doing exactly what you say is the very first step to make others trust you because actions always speak louder than words. If possible, you should always do better than what you say. For example, if you already said that you could complete 90 percent of work, you should try to fulfill more rather than less of it.
2. Honor Your Promises
If you want to be trusted by others, you should be a dependable person. For example, after making a promise, you had better try to meet it well. If you cannot meet it for some reasons, try to explain it to the promisee decently. After that, create a new promise, and make sure to meet it this time.
Making a promise is always easier than fulfilling it. Therefore, before making any promise, you had better think thoroughly whether you can meet it or not. If the possibility of meeting a promise is not very high, do not make it.
3. Tell The Truth
Being honest or telling the truth is one among the best tips on how to build trust in a relationship. We all know that the truth may hurt for a while, but a lie hurts forever. Therefore, you should always tell the truth for long-term benefits. In case you cannot tell the truth, just keep silence rather than telling a lie.
4. Display Loyalty
You can display your loyalty by protecting other people, especially when they are not present to join your conversation. This is one among the most important techniques on how to build trust as trust is mainly built by honesty and loyalty.
5. Be Competent
Being competent means you can do many things well. If you have good professional ability and interpersonal communication skills, people will not only respect and admire you, but also trust you easily. Therefore, you should learn to build good manners, social skills, and even working skills as a preparation for building trust. When you are competent, you will become reliable, and be trusted by others.
6. Be Objective
Being objective is also a helpful tip on how to build trust in a relationship. When you decide to do something, consider objectively how other people will think about it. Put yourself in others’ shoes, and you will know how they feel, and what they think. The more objective you are, the easier you can build trust.
Trust is always one of the crucial keys to success. If you can get your friends to trust you, your life will certainly be pleasant. If you can make your boss trust you, you can get a promotion really fast. If you can get your spouse to trust you, you will certainly be happy in your family.
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The ideas of each number is from Dale Carnegie.
The description in black was originally her ideas.
The description in white is my personal additional ideas.
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These ten tips describe the environment that must occur within the team for successful teamwork to take place. Successful teamwork is the cornerstone for creating functioning, contributing teams.
Keys to Successful Teamwork
The team understands the goals and is committed to attaining them. This clear direction and agreement on mission and purpose is essential for effective teamwork.
This team clarity is reinforced when the organization has clear expectations for the team's work, goals, accountability, and outcomes.
The team creates an environment in which people are comfortable taking reasonable risks in communicating, advocating positions, and taking action. Team members trust each other. Team members are not punished for disagreeing.
Communication is open, honest, and respectful. People feel free to express their thoughts, opinions, and potential solutions to problems. People feel as if they are heard out and listened to by team members who are attempting to understand. Team members ask questions for clarity and spend their thought time listening deeply rather than forming rebuttals while their coworker is speaking.
Team members have a strong sense of belonging to the group. They experience a deep commitment to the group’s decisions and actions. This sense of belonging is enhanced and reinforced when the team spends the time to develop team norms or relationship guidelines together.
eam members are viewed as unique people with irreplaceable experiences, points of view, knowledge, and opinions to contribute. After all, the purpose for forming a team is to take advantage of the differences.
Otherwise, why would any organization approach projects, products, or goals with a team. In fact, the more that a team can bring out divergent points of view, that are thoughtfully presented and supported with facts as well as opinions, the better.
Creativity, innovation, and different viewpoints are expected and encouraged. Comments such as, "we already tried that and it didn't work" and "what a dumb idea" are not allowed or supported.
The team is able to constantly examine itself and continuously improve its processes, practices, and the interaction of team members. The team openly discusses team norms and what may be hindering its ability to move forward and progress in areas of effort, talent, and strategy.
The team has agreed upon procedures for diagnosing, analyzing, and resolving team work problems and conflicts. The team does not support member personality conflicts and clashes nor do team members pick sides in a disagreement. Rather, members work towards mutual resolution.
Participative leadership is practiced in leading meetings, assigning tasks, recording decisions and commitments, assessing progress, holding team members
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This document discusses the five levels of trust that can drive success or failure in business, relationships, and personal success. It begins by introducing the speaker and his background in business leadership and executive development. The main discussion points include defining trust, how to obtain and retain trust, behaviors that build trust versus counterfeit behaviors, and how trust impacts businesses, relationships, and society. Trust is presented as fundamental to leadership, relationships, and organizational and market success.
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High Altitude Leadership
The document discusses high altitude leadership and compares leading an expedition to leading in a corporate environment. It outlines 8 dangers that leaders must overcome, including fear, selfishness, tool seduction, arrogance, lone heroism, cowardice, comfort, and gravity. Each danger is explained, with advice given on how to recognize and overcome it to become a stronger leader.
Ed Batista, Interpersonal Dynamics, Class 6: Group Norms & Roles
This is a condensed deck from the sixth class of my Winter 2016 section of Interpersonal Dynamics (aka Touchy Feely) at the Stanford Graduate School of Business (aka @StanfordBiz).
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A stakeholder analysis for managers; done with the people in and out of a department who most affect how change is carried out.
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The document discusses unresolved conflicts in family relationships. Common causes of family conflicts include separation, divorce, cheating, substance abuse, lack of communication, changes in finances, parenting disagreements, and a child becoming an adult. Exposure to abuse or neglect can negatively impact a child's development. Resolving conflicts requires communication between all involved family members. Practicing communication skills can help reconcile differences and promote healthy relationships.
Leader Roy Den Hollander
This document discusses the author's experiences working on teams in the roles of leader and member. As a team member, the author enjoys gathering information but becomes impatient when their ideas are rejected, which has alienated them from teams in the past. As a leader, the author advocates for their ideas but is less insistent so as not to undermine the team. The author works to make members feel invested and encourage participation, but has faced weaknesses such as fearing others will replace them as leader and prioritizing existing gains over complete success. The author's experiences in team roles have been varied due to their individualistic nature.
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Colonel Dennis Devery outlines key principles for effective leadership of the New Jersey National Guard. He emphasizes building trust with subordinates, putting the organization's priorities first, taking responsibility for failures while giving credit for successes, continuous learning, enforcing high standards, and leading with integrity where words and actions are consistent.
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Ssw presents trust in the work place ppt
Trust is essential for effective relationships and communication in the workplace. Trust permits people to overcome doubts and feel at ease. True trust means having complete confidence in someone else to handle your well-being, career, or life. Developing trust requires business competence, strong leadership, and prioritizing people through open communication, consistent behavior, and valuing integrity. Leaders can build trust by maintaining others' self-esteem, supporting others, keeping information private, avoiding gossip, and finding unity. Actions like keeping promises and listening to others strengthen trust while mixed messages, avoiding responsibility, and blaming others undermine trust.
The Role of Love in Critical Care Leadership: Liz Crowe
The Role of Love in Critical Care Leadership by Liz Crowe.
There are times when this job can leave you heartbroken and love gets you through.
How To Build Trust In A Relationship – Interpersonal Skills
Here are 6 out of 10 helpful tips on how to build trust in a relationship. For 4 more tips of this type, click the link: http://vkool.com/how-to-build-trust/.
1. Do Exactly What You Say
Doing exactly what you say is the very first step to make others trust you because actions always speak louder than words. If possible, you should always do better than what you say. For example, if you already said that you could complete 90 percent of work, you should try to fulfill more rather than less of it.
2. Honor Your Promises
If you want to be trusted by others, you should be a dependable person. For example, after making a promise, you had better try to meet it well. If you cannot meet it for some reasons, try to explain it to the promisee decently. After that, create a new promise, and make sure to meet it this time.
Making a promise is always easier than fulfilling it. Therefore, before making any promise, you had better think thoroughly whether you can meet it or not. If the possibility of meeting a promise is not very high, do not make it.
3. Tell The Truth
Being honest or telling the truth is one among the best tips on how to build trust in a relationship. We all know that the truth may hurt for a while, but a lie hurts forever. Therefore, you should always tell the truth for long-term benefits. In case you cannot tell the truth, just keep silence rather than telling a lie.
4. Display Loyalty
You can display your loyalty by protecting other people, especially when they are not present to join your conversation. This is one among the most important techniques on how to build trust as trust is mainly built by honesty and loyalty.
5. Be Competent
Being competent means you can do many things well. If you have good professional ability and interpersonal communication skills, people will not only respect and admire you, but also trust you easily. Therefore, you should learn to build good manners, social skills, and even working skills as a preparation for building trust. When you are competent, you will become reliable, and be trusted by others.
6. Be Objective
Being objective is also a helpful tip on how to build trust in a relationship. When you decide to do something, consider objectively how other people will think about it. Put yourself in others’ shoes, and you will know how they feel, and what they think. The more objective you are, the easier you can build trust.
Trust is always one of the crucial keys to success. If you can get your friends to trust you, your life will certainly be pleasant. If you can make your boss trust you, you can get a promotion really fast. If you can get your spouse to trust you, you will certainly be happy in your family.
How to be a great leader?
The ideas of each number is from Dale Carnegie.
The description in black was originally her ideas.
The description in white is my personal additional ideas.
Resilient Relationships
Good work is hard, and sometimes other people make it harder. Tough project conversations that hinder our ability to move forward together. Difficult feedback that rattles our self-confidence. Disagreements that damage our job satisfaction. Women as leaders need the skills to keep challenging work relationships from getting the best of them.
This interactive talk presents tools to strengthen your ability to deepen the relationships that test you. Learn how to recognize the need for more resiliency, what support to look for, and a journal format to prepare for that next conversation.
Leading others starts with leading yourself, april 2016
Presentation for UW's Husky Spring Training 2016. Quotes came from https://www.lds.org/general-conference/2000/04/the-power-of-self-mastery?lang=eng.
9 ways to develop personal power
This document summarizes 9 ways to develop personal power discussed in an online hangout between Filipe Carrera, Peter Milligan, and Sofie Sandell. The key points include: 1) Maintain a manageable lifestyle. 2) Personal power comes from within, not external factors. 3) Sharing knowledge and experience increases power. 4) Having a sense of purpose, manageability, and meaningfulness helps cope with challenges. 5) Personal power grows through authentic connections with others. 6) Helping others excel also empowers yourself.
Be A TRUSTMAKER
The document discusses the importance of trust in business and how emotional responsiveness can help create a culture of trust. When board/team members feel they can openly share ideas without fear, it leads to more effective decision making, opportunities, and reduced risk. However, this only occurs when members trust each other. A lack of trust causes dysfunction, disengagement, and poor performance. Emotional responsiveness creates a safe environment where sharing ideas and facing challenges together is possible because members know they can rely on one another. The document suggests becoming a "Trustmaker" by encouraging emotional responsiveness to build trust, which improves productivity, performance, and innovation.
Courageous Leadership @Tesco ( Banglore)
This document discusses various perspectives on the concept of leadership. It questions whether leadership is about conformity or creativity, and whether organizations seek leaders but discourage leadership through restrictive structures. It also considers whether leadership is about one's relationships with others or individual traits and responsibilities. The document proposes that authenticity, credibility, trustworthiness, fairness, and consistency are important leadership qualities. Effective leaders also demonstrate passion, self-renewal, generosity and integrity.
10 tips for better teamwork
Have you ever wondered how some work groups exhibit effective teamwork and others remain dysfunctional for the life of the team? Effective teamwork is both profoundly simple and difficult at the same time.
These ten tips describe the environment that must occur within the team for successful teamwork to take place. Successful teamwork is the cornerstone for creating functioning, contributing teams.
Keys to Successful Teamwork
The team understands the goals and is committed to attaining them. This clear direction and agreement on mission and purpose is essential for effective teamwork.
This team clarity is reinforced when the organization has clear expectations for the team's work, goals, accountability, and outcomes.
The team creates an environment in which people are comfortable taking reasonable risks in communicating, advocating positions, and taking action. Team members trust each other. Team members are not punished for disagreeing.
Communication is open, honest, and respectful. People feel free to express their thoughts, opinions, and potential solutions to problems. People feel as if they are heard out and listened to by team members who are attempting to understand. Team members ask questions for clarity and spend their thought time listening deeply rather than forming rebuttals while their coworker is speaking.
Team members have a strong sense of belonging to the group. They experience a deep commitment to the group’s decisions and actions. This sense of belonging is enhanced and reinforced when the team spends the time to develop team norms or relationship guidelines together.
eam members are viewed as unique people with irreplaceable experiences, points of view, knowledge, and opinions to contribute. After all, the purpose for forming a team is to take advantage of the differences.
Otherwise, why would any organization approach projects, products, or goals with a team. In fact, the more that a team can bring out divergent points of view, that are thoughtfully presented and supported with facts as well as opinions, the better.
Creativity, innovation, and different viewpoints are expected and encouraged. Comments such as, "we already tried that and it didn't work" and "what a dumb idea" are not allowed or supported.
The team is able to constantly examine itself and continuously improve its processes, practices, and the interaction of team members. The team openly discusses team norms and what may be hindering its ability to move forward and progress in areas of effort, talent, and strategy.
The team has agreed upon procedures for diagnosing, analyzing, and resolving team work problems and conflicts. The team does not support member personality conflicts and clashes nor do team members pick sides in a disagreement. Rather, members work towards mutual resolution.
Participative leadership is practiced in leading meetings, assigning tasks, recording decisions and commitments, assessing progress, holding team members
The Five Levels of Trust that Drive Success or Failure
This document discusses the five levels of trust that can drive success or failure in business, relationships, and personal success. It begins by introducing the speaker and his background in business leadership and executive development. The main discussion points include defining trust, how to obtain and retain trust, behaviors that build trust versus counterfeit behaviors, and how trust impacts businesses, relationships, and society. Trust is presented as fundamental to leadership, relationships, and organizational and market success.
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The document discusses strategies for dealing with difficult people and improving team dynamics. It identifies 10 types of difficult people and suggests focusing on understanding people's behaviors and intents. It also outlines five dysfunctions that can undermine team performance: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. The document provides tips for overcoming each dysfunction, such as developing vulnerability-based trust, acknowledging the value of constructive conflict, and establishing clear goals, standards, and responsibilities.
Sample Sales Rally 60 Min
The document is a sales rally presentation that discusses crucial conversations. It defines crucial conversations as interactions that have high stakes, varying opinions, and strong emotions. It notes that people often avoid or mishandle crucial conversations. The presentation provides tips for effectively handling crucial conversations, such as maintaining mutual purpose and respect, focusing on goals rather than winning, and making people feel safe to share ideas openly. The goal is to have open dialogue and share all relevant information to find the best solutions.
Sample Monthly Rally - 90 Mins
This document summarizes a sales rally presentation focused on crucial conversations. It discusses how crucial conversations are challenging but important interactions that can impact one's life and relationships. It provides tips for effectively handling crucial conversations, such as focusing on mutual understanding, building safety, sharing facts and stories, listening well, and staying solution-focused. The presentation emphasizes improving dialogue skills to benefit relationships and business results.
Bringing out the best in people pdf
Bringing Out the Best in People discusses 10 ways to bring out the best in others. These include growing one's emotional intelligence, giving and earning trust and respect through sincerity and competence, having positive expectations of others, understanding others' needs, establishing high standards, creating a safe environment for failures, recognizing achievements, allowing for personal problems, and keeping one's own motivation high. The document provides explanations and examples for each strategy to effectively motivate teams and individuals.
Wyoming Hospital Association, part 2, Strategies for Building a Culture of Ow...
Slides used by Values Coach CEO and Head Coach Joe Tye in presentation for the 2017 annual conference of the Wyoming Hospital Association, part 2 of 3 parts.
FORWARD! Authenticity, Diversity and Inclusion for The Future
On April 1, 2014 The Workforce Diversity Network sponsored a half day workshop at the Rochester Institute of Technology, featuring joe gerstandt.
joegerstandt.com
@joegerstandt
Attitude and Soft Skills
Abdalis Toro is a WIA Workforce Consultant with the Central Midlands Council of Governments. The Council's WIA funded activities provide equal opportunity to the public. Auxiliary aids and services are available upon request for individuals with disabilities. Speech or hearing-impaired individuals may use the TTY Relay Service by dialing 711.
Top Traits of Terrific Team Leaders
If you want to meld your group into a true team, these practical actions will help any leader be intentional about doing so. It starts with crafting and casting vision that teamwork is the most effective way to succeed as an organization. 10 other tips, too!
7 habits of an highlyeffective teen
This document summarizes Sean Covey's "The 7 Habits of Highly Effective Teens". It outlines the 7 habits which are: 1) Be Proactive, 2) Begin With the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. For each habit, it provides a brief definition and example of how to apply the habit in daily life. The overall message is that practicing these 7 habits can help teens take control of their lives and achieve happiness and success.
Ok - So What Do I SAY?
This document provides guidance on effective communication techniques. It discusses approaches to problem solving like advocacy and inquiry. It emphasizes understanding other perspectives, explaining your own perspective, and resolving differences. The document stresses establishing credibility, cultivating relationships, addressing emotions, and agreeing on mutual objectives before difficult conversations. It suggests acknowledging risks but having conversations can still be worthwhile when the outcome matters and all parties are engaged and willing to cooperate.
The F Word: Failure | June 2018
Passed over for a promotion? Lose a big client? Made a costly mistake? We all mess up. The important thing is what happens next. In this webinar, learn how to recover—and thrive—when the unthinkable happens.
Guest Speakers: Lorene Phillips, Senior Vice President, Reinsurance – International Casualty and Professional Lines, Sompo International and Mallun Yen, COO, Partner and Board Director, SaaStr.
Courage to Change
The document discusses the challenges of change and what is required beyond courage to successfully implement change. It uses the example of Canadian climber Laurie Skreslet's expeditions to summit Mount Everest to illustrate that large amounts of planning, cooperation, resources, and commitment are needed in addition to courage. The document argues that to change, one needs hope, an understanding of available internal and external resources, self-esteem, a clear vision of the desired change, and a commitment to work through mistakes and failures.
The 8 Core Capabilities for navigating a world in flux (and how to cultivate ...
The 8 Core Capabilities for navigating a world in flux (and how to cultivate ...Catalyst Consulting South Africa
This document discusses the critical capabilities needed to navigate an unpredictable future. It outlines four categories of future skills: digital, cognitive, social, and resilience. It then describes eight identity shifts that can help individuals and organizations develop these skills, such as shifting from an "anxious controller" to a "courageous adventurer". The rest of the document provides advice on building these capabilities, including using neuroplasticity principles like developing a clear vision, aligning thoughts and feelings, building positive habits through repetition, and taking time for reflection. It also offers examples for cultivating more courageous identities.Understanding Responding to Bullying
This document provides an overview of understanding and responding to bullying. It discusses what bullying is, myths about bullying, risk and protective factors, and tools for strong families. The document outlines steps for successful family meetings, using emotional intelligence and coaching, and maintaining a positive relationship with children. It concludes by advertising an upcoming part 2 that will discuss understanding and helping bullies and targets, and the role of parents and schools.
Creating and enabling high performing teams
This document provides information on creating and enabling high performing teams. It discusses the stages of team formation including forming, storming, norming and performing. It also covers topics like personality types, giving and receiving feedback, teamwork, conflict management and celebrating team accomplishments. The document uses exercises to demonstrate concepts like feedback, teamwork and conflict resolution. It provides recommendations for tools and resources on developing effective teams.
Similar to APICS Phoenix Chapter Professional Development Meeting February '2 (20)
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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
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留信网认证的作用:
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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
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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
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Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
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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/
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We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
The Management Guide: From Projects to Portfolio
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solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Sethurathnam Ravi: A Legacy in Finance and Leadership
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一比一原版(QU毕业证)皇后大学毕业证如何办理
QU本科学位证成绩单【微信95270640】《皇后大学毕业证书原版制作QU成绩单》【Q微信95270640】《仿制QU毕业证成绩单皇后大学学位证书pdf电子图》，A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
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A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
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APICS Phoenix Chapter Professional Development Meeting February '2
- 1. Family Love Empathy Authenticity Curiosity Wellness Introduction. Being Vulnerable…sharing my core values Father Husband Scientist Plant Leader Human Son
- 2. Leadership. Sharing Lessons Learned On My Journey……
- 4. Know Think We Know Don’t Know
- 5. Imposter Syndrome - doubting in abilities, feeling like a fraud. It disproportionately affects high-achieving people, who find it difficult to accept their accomplishments. Many question whether they're deserving of accolades.
- 8. Interrogate Reality Listen and Learn Check Biases The person that can accurately describe reality without laying blame will emerge the leader, whether designated or not.
- 9. Leaf Decisions: Make the decision. Act on it. Do not report the action you took. Branch Decisions: Make the decision. Act on it. Report the action you took daily, weekly or monthly. Trunk Decisions: Make the decision. Report your decision before you take action. Root Decisions: Make the decision jointly, with input from many people. These are the decisions that, if poorly made and implemented, could cause major harm to the organization. Empowering and Delegation
- 11. Winning Team Philosophy Leasson learned is the value of values. Our Core Values and Beliefs play a vital role in what we do and why.
- 12. Pay Attention to what you pay attention to.
- 13. The Journey of Teams
- 14. “Our Work, our relationships, and our lives succeed or fail one conversation at a time. While no single conversation is guaranteed to transform a company, a relationship, or a life, any single conversation can.” Susan Scott, Fierce Conversations
- 15. “A brave leader is someone who says I see you, I hear you. I don’t have all the answers, but I’m going to keep listening and asking questions.” - Brené Brown, Dare to Lead
- 16. “Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team..” Jocko Willink, Extreme Ownership: How U.S. Navy SEALs Lead and Win
- 17. Thank you for the opportunity to share