This document summarizes a workshop on resilience and leadership. The workshop addressed how increased change, uncertainty, and crises in the modern world require resilience at work. It defined resilience as the ability to recover from difficulties and discussed why resilience is needed to deal with increased pressure, workload changes, and job insecurity. The workshop promoted developing a proactive mindset and resilience skills like problem solving, adaptability, and social connections. It highlighted that leadership plays a key role in fostering team resilience through supportive behaviors and renewing employee energy. Tips were provided for leaders to develop resilience in their organizations.
Six tips of characteristics to build your effective change leadershipAndre Vonk
This document outlines six key characteristics of effective change leaders:
1. Low levels of anxiety and emotional stability. Change leaders must feel secure and be in a positive mood to adapt well to change.
2. Action orientation and confidence. Change leaders are energized by action and believe in their ability to succeed despite risks of the unknown.
3. Openness and diversity of experiences. Change leaders are receptive to new ideas and maintain multiple perspectives to see opportunities.
4. Risk tolerance through risk management. Change leaders take calculated risks while mitigating dangers through careful planning and analysis.
Hiring for these traits and cultivating them in a team's culture allows organizations to identify new opportunities and adapt quickly to
The document provides guidance on how to successfully change an organization's culture by outlining key steps based on Kotter's change model, including creating urgency for change, forming a coalition to lead the change effort, developing a clear vision for the new culture, communicating the vision, removing obstacles, creating short-term wins to build momentum, and anchoring the changes in the culture by highlighting exemplars. The overall message is that cultural change requires a strategic, long-term process of engaging employees and addressing resistance at each stage of implementation.
organisational Programmes in leadership/culture change 2016Molly Harvey, FRSA
This document provides information about Harvey Global, a consultancy that helps organizations improve leadership, culture, and employee engagement. It outlines Harvey Global's vision, values, and team. It describes the benefits of working with Harvey Global, including improving company culture and profits. It then lists and describes Harvey Global's services, which include keynotes, master classes, leadership programs, webinars, and an online leadership system. Testimonials from past clients are provided that praise Harvey Global's impact. The document promotes Molly Harvey as a leading authority on leadership and cultural transformation and provides contact information.
The document provides information on building organization development (OD) capabilities. It discusses the roles of OD professionals, which include being a trusted advisor, change facilitator, communication promoter, and business partner. Building OD capabilities requires identifying requirements, designing interventions to drive culture and performance, and providing leadership on change management. It also discusses tools that OD professionals use, such as action research, communication tools, and analyzing an organization's current and future states. The document emphasizes that extensive practice is needed to build OD skills and capabilities.
The document provides an overview of a book titled "Choosing Change" which discusses how to successfully lead change both personally and organizationally. It introduces the Five Ds model for change: Disruption, Desire, Discipline, Determination, and Development. The first part focuses on applying these concepts to yourself, including understanding how your brain responds to change and developing the motivation and discipline to change behaviors. The second part discusses how to integrate change into an organization through leadership and ongoing learning. The goal is to adapt to constant change in order to survive and thrive in today's business world.
This document discusses building resilience in organizational cultures. It begins by noting that only 35% of employees feel engaged according to a 2012 study, and resilience has become a priority for organizations. The document then explores why resilience is important for organizations, defines resilience, and discusses how to develop resilient cultures. It provides examples of companies that have implemented resilience initiatives with benefits like increased productivity and engagement. Finally, it offers steps for HR professionals to introduce resilience, such as obtaining leadership support, building secure work communities, empowering employees, and having leaders lead by example.
Change is complex and as Change Leaders, we have done much to make it moreso. What are you doing as a Change Leader to simplify it.
In this introduction to author & speaker, Todd VanNest, he shares his own journey in change leadership. The inspiration and research behind "The LAST Word on Change" has helped many companies overcome repeated cycles of disappointment with transformation and change. The learnings shared here can be applied by any Change Leader to drive simplification and realize desired outcomes--not to mention avoid the costly distraction of guidance related to traditional organizational change management (OCM).
As an industry, we've made an already complex experience even more complex (via change management). What are you doing as a Change Leader to simplify change?
This is a personal introduction by Todd VanNest, Ph.D. who shares his journey to revolutionary thinking that can be applied by ANY leader of change. Dr. VanNest is an Author, Speaker, and Coach who specializes in helping companies re-ignite and recover failing or stalled initiatives and make the most of the resources they've already deployed to overcome repeated cycles of disappointment with change. He is the creator of "The LAST Word on Change."
Six tips of characteristics to build your effective change leadershipAndre Vonk
This document outlines six key characteristics of effective change leaders:
1. Low levels of anxiety and emotional stability. Change leaders must feel secure and be in a positive mood to adapt well to change.
2. Action orientation and confidence. Change leaders are energized by action and believe in their ability to succeed despite risks of the unknown.
3. Openness and diversity of experiences. Change leaders are receptive to new ideas and maintain multiple perspectives to see opportunities.
4. Risk tolerance through risk management. Change leaders take calculated risks while mitigating dangers through careful planning and analysis.
Hiring for these traits and cultivating them in a team's culture allows organizations to identify new opportunities and adapt quickly to
The document provides guidance on how to successfully change an organization's culture by outlining key steps based on Kotter's change model, including creating urgency for change, forming a coalition to lead the change effort, developing a clear vision for the new culture, communicating the vision, removing obstacles, creating short-term wins to build momentum, and anchoring the changes in the culture by highlighting exemplars. The overall message is that cultural change requires a strategic, long-term process of engaging employees and addressing resistance at each stage of implementation.
organisational Programmes in leadership/culture change 2016Molly Harvey, FRSA
This document provides information about Harvey Global, a consultancy that helps organizations improve leadership, culture, and employee engagement. It outlines Harvey Global's vision, values, and team. It describes the benefits of working with Harvey Global, including improving company culture and profits. It then lists and describes Harvey Global's services, which include keynotes, master classes, leadership programs, webinars, and an online leadership system. Testimonials from past clients are provided that praise Harvey Global's impact. The document promotes Molly Harvey as a leading authority on leadership and cultural transformation and provides contact information.
The document provides information on building organization development (OD) capabilities. It discusses the roles of OD professionals, which include being a trusted advisor, change facilitator, communication promoter, and business partner. Building OD capabilities requires identifying requirements, designing interventions to drive culture and performance, and providing leadership on change management. It also discusses tools that OD professionals use, such as action research, communication tools, and analyzing an organization's current and future states. The document emphasizes that extensive practice is needed to build OD skills and capabilities.
The document provides an overview of a book titled "Choosing Change" which discusses how to successfully lead change both personally and organizationally. It introduces the Five Ds model for change: Disruption, Desire, Discipline, Determination, and Development. The first part focuses on applying these concepts to yourself, including understanding how your brain responds to change and developing the motivation and discipline to change behaviors. The second part discusses how to integrate change into an organization through leadership and ongoing learning. The goal is to adapt to constant change in order to survive and thrive in today's business world.
This document discusses building resilience in organizational cultures. It begins by noting that only 35% of employees feel engaged according to a 2012 study, and resilience has become a priority for organizations. The document then explores why resilience is important for organizations, defines resilience, and discusses how to develop resilient cultures. It provides examples of companies that have implemented resilience initiatives with benefits like increased productivity and engagement. Finally, it offers steps for HR professionals to introduce resilience, such as obtaining leadership support, building secure work communities, empowering employees, and having leaders lead by example.
Change is complex and as Change Leaders, we have done much to make it moreso. What are you doing as a Change Leader to simplify it.
In this introduction to author & speaker, Todd VanNest, he shares his own journey in change leadership. The inspiration and research behind "The LAST Word on Change" has helped many companies overcome repeated cycles of disappointment with transformation and change. The learnings shared here can be applied by any Change Leader to drive simplification and realize desired outcomes--not to mention avoid the costly distraction of guidance related to traditional organizational change management (OCM).
As an industry, we've made an already complex experience even more complex (via change management). What are you doing as a Change Leader to simplify change?
This is a personal introduction by Todd VanNest, Ph.D. who shares his journey to revolutionary thinking that can be applied by ANY leader of change. Dr. VanNest is an Author, Speaker, and Coach who specializes in helping companies re-ignite and recover failing or stalled initiatives and make the most of the resources they've already deployed to overcome repeated cycles of disappointment with change. He is the creator of "The LAST Word on Change."
The document discusses different leadership styles and compares leaders to managers. It states that leaders create change and teams, empower others, and take responsibility, while managers maintain the status quo, give direction, and take credit. The four main leadership styles covered are autocratic, which values speed but can cause absenteeism; free rein, which gives complete trust but only works with very skilled teams; bureaucratic, which strictly follows rules at the cost of creativity; and democratic, which involves employees in decision-making while providing guidance.
The document describes the Adizes Management Method, which identifies four key management roles: Producer, Administrator, Entrepreneur, and Integrator. It explains that each role is necessary and focuses on a different imperative in problem solving. The document also outlines 10 stages in a company's lifecycle according to the method, from Courtship to Death. It contrasts good management styles with mismanagement styles.
The document provides an overview of a webinar about leadership stress. It discusses how stress can impact leaders and organizations. It aims to help participants understand the effects of stress on leader performance, evaluate stress levels in leaders, and set actions to reduce destructive stress. The webinar covers measuring and managing stress levels using assessments and predictive models. It also discusses individual and team analysis to avoid stress.
Lviv PMDay: Андрій Павлюков Management 3.0. Delegation and EmpowermentLviv Startup Club
This document discusses different approaches to management, referred to as Management 1.0, 2.0, and 3.0. Management 1.0 treats workers like machines and uses a command-and-control style. Management 2.0 recognizes people as the most important asset but still relies on hierarchy. Management 3.0 views the organization as a community where everyone contributes to success and managers focus on nurturing the system, not controlling people. The document advocates for empowering teams through delegation and distributing control throughout the organization. It discusses various levels of delegation and the importance of clear boundaries when delegating decisions.
The document discusses leveraging different generations in the workplace. It defines the four main generations currently in the workforce (Traditionalists, Baby Boomers, Generation X, and Millennials) and examines their work styles and motivations. The document also addresses leadership gaps as older generations retire and discusses strategies for improving communication and collaboration across generations to attract, retain, and develop talent. These strategies include surveying employees, creating opportunities for informal and scheduled updates, setting communication guidelines, and using technology and mentoring programs.
This document provides guidance on identifying important work values. It lists various work values and has the reader rate them on a scale of 1 to 3 based on importance. The most highly rated values are then ranked from most to least important to determine the types of jobs and organizations that best match one's values. Examples of common work values include salary, challenge, flexibility, job security, helping others, and work-life balance. By understanding their top values, a person can focus their job search on opportunities congruent with what really matters to them.
Work Life Values. They determine our happiness, our career success, & the decisions we make. Learn how to uncover your own, how to find them in a company, and what it means to reframe so you can take positive & proactive action to actualize and realize your fullest potential.
The document discusses various theories and approaches for motivating employees, including:
1) Maslow's hierarchy of needs and McClelland's acquired needs theory which posit that physiological, safety, belongingness, esteem, and self-actualization needs drive motivation.
2) Equity theory which focuses on how fairly employees feel they are treated compared to others.
3) Expectancy theory which suggests motivation depends on wanting a reward and expecting to receive it for one's efforts.
4) Goal setting theory which states goals should be specific, challenging, and achievable to boost motivation.
This document discusses the importance of motivation and identifies four key factors that motivate employees: the reward system, leadership style, organizational climate, and the nature of the work. It explains that employees are motivated by incentives and rewards that allow them to acquire things. Leadership style and organizational climate also impact motivation by influencing how employees feel about the company and their bonds with coworkers. Matching job roles to employees' interests can make work more motivating.
The document summarizes John Kotter's eight steps for leading change: 1) establishing a sense of urgency, 2) creating a guiding coalition, 3) developing a vision and strategy, 4) communicating the change vision, 5) empowering broad-based action, 6) generating short-term wins, 7) consolidating gains and producing more change, and 8) anchoring new approaches in the culture. It provides details on why change efforts fail and how to successfully lead organizational change through establishing a vision, communicating effectively, empowering others, and institutionalizing changes.
How Can Managers Lead Successful Change Initiative in Today`s Buinessess? Communication & Relationship
-Preview of an essay written by 5 Management students from Concordia Univeristy.
This document discusses motivating and rewarding employees. It covers topics like the hallmarks of a motivated workplace, motivation myths, and tips for motivating employees. Some key points that motivate employees include offering opportunities for advancement, fair compensation, and recognition. The document emphasizes that what motivates one person may not motivate others and that managers should lead by example to motivate their staff. It provides a "motivation toolbox" of strategies employers can use like balancing work and personal life, benefits, communication, corporate culture and teamwork.
This document discusses people empowerment in educational planning. It defines empowerment as sharing varying degrees of power with lower-level employees to better serve organizational goals. Benefits of empowerment include increased job satisfaction, motivation, productivity and efficiency as employees have more ownership over their work. However, leaders may be reluctant to give up control and certain risks must be addressed, such as employees taking on too much risk or lacking expertise. Overall, empowering people can improve the system by developing self-confidence and loyalty among employees if implemented appropriately according to organizational demands and circumstances.
This document discusses employee motivation in 3 paragraphs:
1) It defines motivation and discusses theories of motivation including Maslow's hierarchy of needs, McGregor's XY theory, and McClelland's motivational needs theory focused on achievement, affiliation, and power.
2) It discusses factors that motivate employees both externally like salary and benefits, and internally like achievement and responsibility.
3) It covers reasons for demotivation and why employees leave jobs, such as lack of learning opportunities, feedback, and challenges or bad bosses. The document aims to understand what drives employee actions and how to motivate maximum performance.
The document discusses the importance of developing adaptive resilience in organizations. It presents a model of adaptive resilience that is built upon four key factors: valuing employees, collaboration, learning orientation, and leadership type. Developing adaptive resilience requires intentionally cultivating these factors over time to create an integrated culture that allows an organization to adapt, survive, and thrive during periods of turbulence and uncertainty.
7 SEVEN "7 levels of DIAMOND LEADERSHIP INQUIRYViktor Kunovski
The difference between aligned and misaligned teams/organization, is the difference between average and excellent. When strategies are misaligned with culture, organizations and businesses pay extremely high price.
Aligned teams happen to be innovative, perform faster and better in the changing environment.
Leaders and entrepreneurs need to be able to create safe environment – platforms, where the collective intelligence emerges, people align and continuously innovate.
The Diamond Leadership is a simple co-creative guide that puts in one place the tools and practices that liberate innovation and align teams in organizations.
It will assist you to create cohesion in your team where creativity and innovation are natural states of functioning?
Ten ways that managers can be more engaging leadersTerrence Seamon
The document outlines 10 practices that managers can use to become more engaging leaders, as described by Terrence H. Seamon. The 10 practices are organized into an acronym called ALICE which stands for Align & Appreciate, Listen & Learn, Involve & Improve, Communicate & Coach, and Energize & Empower. These practices focus on getting employees focused on goals, appreciating individual talents, listening to different views, involving employees in decision making, providing feedback, and motivating employees. Research shows that engaged employees increase productivity and profitability for companies, and that managers have the biggest influence on engagement. By consistently using these 10 practices, managers can become engaging leaders that improve employee engagement.
Culture Summit 2018 - Unleashing the Power in Every TeamCulture Summit
Atlassian recognizes that the ever-increasing complexity of work in our gig economy has thrust teams into a new role: they are the growth engines of business. The company has studied and worked with hundreds of teams over the years—technical and leadership, small and large, diverse and homogeneous. And along the way, Atlassian has learned a few things about what derails team health and performance and what empowers teams to stretch, fly and be the very best they can be.
Helen Russell, Chief People Officer at Atlassian, shares how she looks at team dynamics and best practices, and how to overcome issues including trust, clarity, communication, and prioritization. While research proves that the introduction of a diverse team member materially increases the impact of a team, Atlassian recognizes that to truly maximize team impact requires a greater understanding of what is going on at the individual level.
Interested in learning more? Visit www.culturesummit.co
What Am I Doing Here & Who Are All These People?Ray Davis
Community contexts in higher education pose unique challenges to collaborative software. Sometimes completely informal and sometimes regulated by law, real-world memberships, roles, and permissions all must be taken into account by user experience designers, service integrators, and administrators. This talk outlines the issues and provide updates on related progress in Sakai 3, Grouper, and other projects.
The document discusses different leadership styles and compares leaders to managers. It states that leaders create change and teams, empower others, and take responsibility, while managers maintain the status quo, give direction, and take credit. The four main leadership styles covered are autocratic, which values speed but can cause absenteeism; free rein, which gives complete trust but only works with very skilled teams; bureaucratic, which strictly follows rules at the cost of creativity; and democratic, which involves employees in decision-making while providing guidance.
The document describes the Adizes Management Method, which identifies four key management roles: Producer, Administrator, Entrepreneur, and Integrator. It explains that each role is necessary and focuses on a different imperative in problem solving. The document also outlines 10 stages in a company's lifecycle according to the method, from Courtship to Death. It contrasts good management styles with mismanagement styles.
The document provides an overview of a webinar about leadership stress. It discusses how stress can impact leaders and organizations. It aims to help participants understand the effects of stress on leader performance, evaluate stress levels in leaders, and set actions to reduce destructive stress. The webinar covers measuring and managing stress levels using assessments and predictive models. It also discusses individual and team analysis to avoid stress.
Lviv PMDay: Андрій Павлюков Management 3.0. Delegation and EmpowermentLviv Startup Club
This document discusses different approaches to management, referred to as Management 1.0, 2.0, and 3.0. Management 1.0 treats workers like machines and uses a command-and-control style. Management 2.0 recognizes people as the most important asset but still relies on hierarchy. Management 3.0 views the organization as a community where everyone contributes to success and managers focus on nurturing the system, not controlling people. The document advocates for empowering teams through delegation and distributing control throughout the organization. It discusses various levels of delegation and the importance of clear boundaries when delegating decisions.
The document discusses leveraging different generations in the workplace. It defines the four main generations currently in the workforce (Traditionalists, Baby Boomers, Generation X, and Millennials) and examines their work styles and motivations. The document also addresses leadership gaps as older generations retire and discusses strategies for improving communication and collaboration across generations to attract, retain, and develop talent. These strategies include surveying employees, creating opportunities for informal and scheduled updates, setting communication guidelines, and using technology and mentoring programs.
This document provides guidance on identifying important work values. It lists various work values and has the reader rate them on a scale of 1 to 3 based on importance. The most highly rated values are then ranked from most to least important to determine the types of jobs and organizations that best match one's values. Examples of common work values include salary, challenge, flexibility, job security, helping others, and work-life balance. By understanding their top values, a person can focus their job search on opportunities congruent with what really matters to them.
Work Life Values. They determine our happiness, our career success, & the decisions we make. Learn how to uncover your own, how to find them in a company, and what it means to reframe so you can take positive & proactive action to actualize and realize your fullest potential.
The document discusses various theories and approaches for motivating employees, including:
1) Maslow's hierarchy of needs and McClelland's acquired needs theory which posit that physiological, safety, belongingness, esteem, and self-actualization needs drive motivation.
2) Equity theory which focuses on how fairly employees feel they are treated compared to others.
3) Expectancy theory which suggests motivation depends on wanting a reward and expecting to receive it for one's efforts.
4) Goal setting theory which states goals should be specific, challenging, and achievable to boost motivation.
This document discusses the importance of motivation and identifies four key factors that motivate employees: the reward system, leadership style, organizational climate, and the nature of the work. It explains that employees are motivated by incentives and rewards that allow them to acquire things. Leadership style and organizational climate also impact motivation by influencing how employees feel about the company and their bonds with coworkers. Matching job roles to employees' interests can make work more motivating.
The document summarizes John Kotter's eight steps for leading change: 1) establishing a sense of urgency, 2) creating a guiding coalition, 3) developing a vision and strategy, 4) communicating the change vision, 5) empowering broad-based action, 6) generating short-term wins, 7) consolidating gains and producing more change, and 8) anchoring new approaches in the culture. It provides details on why change efforts fail and how to successfully lead organizational change through establishing a vision, communicating effectively, empowering others, and institutionalizing changes.
How Can Managers Lead Successful Change Initiative in Today`s Buinessess? Communication & Relationship
-Preview of an essay written by 5 Management students from Concordia Univeristy.
This document discusses motivating and rewarding employees. It covers topics like the hallmarks of a motivated workplace, motivation myths, and tips for motivating employees. Some key points that motivate employees include offering opportunities for advancement, fair compensation, and recognition. The document emphasizes that what motivates one person may not motivate others and that managers should lead by example to motivate their staff. It provides a "motivation toolbox" of strategies employers can use like balancing work and personal life, benefits, communication, corporate culture and teamwork.
This document discusses people empowerment in educational planning. It defines empowerment as sharing varying degrees of power with lower-level employees to better serve organizational goals. Benefits of empowerment include increased job satisfaction, motivation, productivity and efficiency as employees have more ownership over their work. However, leaders may be reluctant to give up control and certain risks must be addressed, such as employees taking on too much risk or lacking expertise. Overall, empowering people can improve the system by developing self-confidence and loyalty among employees if implemented appropriately according to organizational demands and circumstances.
This document discusses employee motivation in 3 paragraphs:
1) It defines motivation and discusses theories of motivation including Maslow's hierarchy of needs, McGregor's XY theory, and McClelland's motivational needs theory focused on achievement, affiliation, and power.
2) It discusses factors that motivate employees both externally like salary and benefits, and internally like achievement and responsibility.
3) It covers reasons for demotivation and why employees leave jobs, such as lack of learning opportunities, feedback, and challenges or bad bosses. The document aims to understand what drives employee actions and how to motivate maximum performance.
The document discusses the importance of developing adaptive resilience in organizations. It presents a model of adaptive resilience that is built upon four key factors: valuing employees, collaboration, learning orientation, and leadership type. Developing adaptive resilience requires intentionally cultivating these factors over time to create an integrated culture that allows an organization to adapt, survive, and thrive during periods of turbulence and uncertainty.
7 SEVEN "7 levels of DIAMOND LEADERSHIP INQUIRYViktor Kunovski
The difference between aligned and misaligned teams/organization, is the difference between average and excellent. When strategies are misaligned with culture, organizations and businesses pay extremely high price.
Aligned teams happen to be innovative, perform faster and better in the changing environment.
Leaders and entrepreneurs need to be able to create safe environment – platforms, where the collective intelligence emerges, people align and continuously innovate.
The Diamond Leadership is a simple co-creative guide that puts in one place the tools and practices that liberate innovation and align teams in organizations.
It will assist you to create cohesion in your team where creativity and innovation are natural states of functioning?
Ten ways that managers can be more engaging leadersTerrence Seamon
The document outlines 10 practices that managers can use to become more engaging leaders, as described by Terrence H. Seamon. The 10 practices are organized into an acronym called ALICE which stands for Align & Appreciate, Listen & Learn, Involve & Improve, Communicate & Coach, and Energize & Empower. These practices focus on getting employees focused on goals, appreciating individual talents, listening to different views, involving employees in decision making, providing feedback, and motivating employees. Research shows that engaged employees increase productivity and profitability for companies, and that managers have the biggest influence on engagement. By consistently using these 10 practices, managers can become engaging leaders that improve employee engagement.
Culture Summit 2018 - Unleashing the Power in Every TeamCulture Summit
Atlassian recognizes that the ever-increasing complexity of work in our gig economy has thrust teams into a new role: they are the growth engines of business. The company has studied and worked with hundreds of teams over the years—technical and leadership, small and large, diverse and homogeneous. And along the way, Atlassian has learned a few things about what derails team health and performance and what empowers teams to stretch, fly and be the very best they can be.
Helen Russell, Chief People Officer at Atlassian, shares how she looks at team dynamics and best practices, and how to overcome issues including trust, clarity, communication, and prioritization. While research proves that the introduction of a diverse team member materially increases the impact of a team, Atlassian recognizes that to truly maximize team impact requires a greater understanding of what is going on at the individual level.
Interested in learning more? Visit www.culturesummit.co
What Am I Doing Here & Who Are All These People?Ray Davis
Community contexts in higher education pose unique challenges to collaborative software. Sometimes completely informal and sometimes regulated by law, real-world memberships, roles, and permissions all must be taken into account by user experience designers, service integrators, and administrators. This talk outlines the issues and provide updates on related progress in Sakai 3, Grouper, and other projects.
This document discusses using mobile media to reach Hispanics with health messaging. It notes that Hispanics extensively use mobile phones and text messaging. A mobile strategy can effectively deliver targeted health information to Hispanics at low cost. The document provides guidance on planning a text messaging program, including choosing a short code, writing concise messages, and measuring success through metrics like click-through rates and call volumes. Collaboration between organizations can help maximize impact while controlling costs.
The document discusses using social media to promote influenza self-care among Latinos. It notes that Latinos are a young, growing demographic that heavily uses social media and mobile devices. The document recommends developing culturally sensitive health messages and engaging Latino social media influencers and communities to increase dialogue about prevention. It stresses assessing an organization's readiness and policies for digital campaigns.
Functional webapplicaations using fsharp and suaveTomas Jansson
This document discusses using the F# programming language and the Suave web server framework to build functional web applications. Suave is a lightweight, non-blocking web server that is efficient and scalable. It uses a functional programming approach where web applications are modeled as functions that take HTTP requests as input and produce HTTP responses as output. The document demonstrates how to build a Suave web application by starting with functions, turning them into "WebParts" using combinators, and then combining WebParts to handle full requests and responses. Examples of real Suave applications include Paket and FAKE. Resources provided include the Suave website and documentation as well as example applications.
Getting the Payoff from Direct Response MailSemphonic
The document summarizes an online marketing summit presentation about email marketing and marketing automation tools. It discusses the basics of email marketing including timing, content, segmentation and calls to action. It then covers tracking email campaigns, demonstrating how to build query strings to tag links. The presentation shows how marketing automation tools can segment lists, track web behavior, score leads, and implement drip campaigns. It emphasizes that there is no single right approach and the goal is to build relationships through targeted, recurring messaging.
Este documento resume varios eventos y celebraciones en la Institución Educativa San Juan. Incluye un homenaje a las madres sanjuanistas el 10 de mayo donde estudiantes y profesores se presentaron para agradecerles. También describe la celebración del Día del Padre el 19 de junio con un almuerzo para los padres. Además, detalla las actividades del 7 de junio para conmemorar el Día de la Bandera peruana con el izamiento de la bandera y el himno nacional.
DC Department Of Health Infant Mortality Campaignjclatno
This document summarizes the objectives and deliverables of Year II of an infant mortality social marketing campaign in Washington D.C. The campaign aimed to increase awareness of infant mortality among women of childbearing age to promote early prenatal care and healthy pregnancies. Key objectives included building partnerships and creating a consistent "I am a Healthy DC Baby" brand identity. Over 40 new community partners were recruited. The identity was tested and campaign materials like posters and banners were developed bearing the new brand. A launch strategy utilized various media and a community event to promote the materials and messages to the target audiences.
This document discusses breaking through the "analysis barrier" in web analytics. It describes the difference between reporting and analysis, with analysis involving deeper study of problems and recommendations for change. The document outlines a 5-stage model of web analytics maturity and provides examples of real customer analyses, showing how they identified issues and made recommendations. It introduces Semphonic as a consultancy that helps clients overcome the analysis barrier through an analytic roadmap and ongoing deep-dive analysis projects.
The document summarizes outreach efforts during National Influenza Vaccination Week (NIVW) 2010 to promote flu vaccination among Hispanic communities. Key activities included distributing educational materials and vaccination vouchers in 25 target markets through 56 partner organizations, coordinating 30 vaccination clinics that immunized over 900 Latinos, and securing local media interviews to raise awareness. The campaign focused on hard-to-reach groups like farmworkers, pregnant women, youth and those with chronic illnesses. Outreach occurred in both urban and rural areas across the United States through partnerships with groups like the Mexican consulate and community health centers.
SignalR - Building an async web app with .NETTomas Jansson
The presentation is a really short introduction. To get the most of it you should go to: https://github.com/mastoj/SignalRPres where I have some really small sample projects. If you have installed redis, follow the instructions here https://github.com/MSOpenTech/Redis, and uses IIS express you can try running scale out with the MyFarm.ps1 script in this folder: https://github.com/mastoj/SignalRPres/tree/master/Chatty/Chatty.
File -> new project to deploy in 10 minutes with TeamCity and Octopus DeployTomas Jansson
The document discusses setting up continuous deployment with TeamCity, Octopus Deploy, and PowerShell. TeamCity is used for continuous integration and Octopus Deploy is used to automate deployments. Octopus Deploy allows defining environments, roles, projects, and releases to deploy applications. PowerShell scripts can be used in Octopus Deploy to automate tasks like configuration, deployment, and cleanup. The overall goal is to have a fully automated continuous deployment process from building to testing to deploying applications.
Deployment taken seriously with Octopus Deploy and TeamCityTomas Jansson
Tomas Jansson presented on how to implement continuous deployment using Octopus Deploy, TeamCity, and PowerShell. The goal is to have an automated deployment process that builds, tests, and deploys code changes from version control to environments multiple times a day. TeamCity is used for continuous integration to build and run tests on code changes. Octopus Deploy provides a dashboard to manage deployments to environments like QA and production. It supports promotion of deployments between environments using a NuGet package. PowerShell scripts are run during the deployment process for tasks like configuration transformations. A demo showed how these tools can be configured to achieve continuous deployment.
A presentation about data and how to build polyglot applications. The key component, as I see it, to build polyglot data applications is to use an event store as the master data storage and then use other types of databases as views of that data. The presentation also touches on Command Query Responsibility Segragation, CQRS, and event sourcing.
The document outlines different stereotypical plans or styles of play for various national soccer teams. The English emphasize flexibility based on conditions, while the Germans focus on efficiency and power. The Italians prioritize defense and passing to strikers, while the Brazilians are in a class of their own. The Swiss, French, Turks, Saudis, Egyptians and Indians are each characterized by a comedic tendency or weakness.
Surprised that Radian6 was bought by Salesforce? Social is breaking out in all sorts of unexpected channels. From Primary Research to Competitive Landscaping to good old fashioned PR monitoring, Social Media is about much more than viral campaigns. None of these uses may end up being as important as Social CRM.
If you’re organization is focused on building a true 360 degree view of the customer, isn’t one part of that view their social profile? Ideally, you’d want to know where your customers hang out, how connected they are, and what they like to talk about (including you). Social Monitoring tools can certainly help collect that information, but they don’t tie it back to a real customer. That’s essential if you want to use that knowledge to help target customer out-reach, understand actual customer attitudes, or bootstrap viral campaigns.
In this webinar, we’ll discuss different approaches to integrating social media data into your customer warehouse. We’ll cover everything from how to put the data together, to what to keep, and even how to build your database organically.
Join Semphonic President Gary Angel and Human 1.0 Partner and Digital Strategist Scott K. Wilder for a different twist as Social Media meets the Customer Database.
Abstract for the presentation:
F# is a language I am passionate about and a language I would like to use on my day job, and for that to be a reality I need you to join me! I want you to join me in the welcoming F# community where you can see a new world open up for you and enabling you to solve problems more efficiently than you do today with C#. F# is not a language that is used only in academia, it is a general purpose language that is growing every day with an awesome community of brilliant people. F# also defines the future of C# in many ways, so if you want to be ahead of the game you should jump on the F# bandwagon today. There are many reasons to learn F# like; a new paradigm will make you a better overall developer, F# will make you write less bugs and you will have more fun at work!
I this presentation I will show you:
What the strengths of F# are
Why you should start using F#
How you get started with F#
Don't hesitate, join the F# movement. The only way to improve is to change!
Quality of Mind is the pioneering understanding of the mind that increases the performance, resourcefulness and wellbeing or organisations and individuals
This document provides an overview of a workshop on change leadership, focusing on the people side of change. It defines different types of change and models for how individuals experience and respond to change. The workshop agenda covers defining change, managing change through the ADKAR model of raising Awareness, building Desire, increasing Knowledge, developing Ability, and providing Reinforcement. It also discusses leading change using Kotter's eight steps of creating urgency, building a guiding coalition, developing a vision, communicating the vision, empowering others, creating short-term wins, building on improvements, and anchoring changes in the organizational culture. Templates are provided to help with change impact analysis, communication planning, and managing resistance to change initiatives.
This document provides an overview of a workshop on change leadership focusing on the people side of change. It defines different types of change and models for how individuals experience and respond to change. The workshop agenda covers defining change using a change continuum, managing change using the ADKAR model of awareness, desire, knowledge, ability and reinforcement, and leading change using Kotter's 8 step model. Research is presented on high failure rates of change initiatives due to ineffective management of the people side of change. The document emphasizes that successful change depends on understanding how change impacts individuals and guiding them through the transition.
Resistance to change is natural and expected. The document discusses various reasons for resistance to change and strategies for managing resistance. It emphasizes the importance of communication, involvement of stakeholders, and addressing people's fears and uncertainties regarding change. Effective change management requires understanding change from the perspective of individuals and having a comprehensive plan to guide the organization through the change process.
This document outlines the methodology of Managing The Mist, a consulting firm that helps organizations create "mist-free" high performance cultures during change initiatives. The methodology involves 5 rules: 1) getting organizational house in order by aligning strategies, processes and behaviors; 2) asking employees for input instead of just telling them changes; 3) developing leaders to step back and focus on continuous improvement; 4) embracing failure so employees are not afraid to take risks; 5) holding each other accountable through feedback and evaluation of actions and results. The firm uses experiential learning techniques to build high performance cultures and measures impact to ensure a return on investment.
This document discusses personal resilience and how to build it. It defines personal resilience as the ability to perform effectively under pressure, bounce back from difficult circumstances, and manage one's health and well-being. It notes that resilience is important in today's VUCA world of increasing change, stress, and expectations. The document recommends ways to build resilience such as internalizing success, having strong relationships, developing problem-solving skills, physical well-being, and finding purpose and support networks. It provides a 10-step process for building resilience that includes self-awareness, learning, embracing change, and managing emotions.
This document discusses developing resilience in employees to help them better deal with challenges. It introduces a resilience training program that uses a questionnaire and workbook to assess individuals' resilience and develop action plans to improve in key areas like problem-solving, self-confidence, and emotional control. The program aims to maximize resilience skills across organizations to boost performance, sales, and team effectiveness through activities that help apply skills to everyday situations.
The document discusses building individual, organizational, and leadership resilience through a program called The Bounce. It argues that resilience enables faster recovery from challenges and finding advantages in difficult situations. Individual resilience benefits organizations by reducing time lost to adversity and increasing productivity. The program provides tools and techniques to build resilience capacity at individual, team, and organizational levels.
WECREATE Worldwide is a company established in 2005 to support organizations and leaders in achieving breakthrough innovation and leadership. They work with clients on processes for breakthrough innovation in products, services, experiences and brands. They also provide leadership development training. The document discusses WECREATE's approach of using "Breakthrough Biodynamics" to create leverage ideas and impact the future in unexpected ways. It provides examples of past breakthrough innovations and discusses challenges organizations face in embracing future changes.
Rapid change has become the norm in organizations as they face constant restructuring, mergers, acquisitions, financial issues, and external factors like the economy, technology, and globalization. This constant change creates uncertainty and emotional reactions in employees. While people have accepted that change is part of organizational life, leading change remains difficult for leaders. There are two aspects to leading change - managing the structural changes and guiding people through the transition. Most leaders are good at the structural side but overlook the human side of transition, which includes grieving, letting go of the past, and rebuilding commitment. By failing to effectively manage the human aspects of transition, many change initiatives ultimately fail.
Is it possible to transform healthcare (leaders)?Alice Lee
This talk was originally presented at the Lean Enterprise Institute in Cambridge, MA
10 years ago, Alice Lee, former VP of Business Transformation at Beth Israel Deaconess Medical Center in Boston and lean change agent, embarked on a journey that changed how she thought about healthcare forever. Lee is an early pioneer in lean healthcare and the first to introduce lean thinking and practice in a hospital setting in New England. After leading many experiments in systems, technology, and operations in the complex setting of an academic medical center environment, Lee now writes and speaks about what she's learned.
Lee is passionate about radically improving healthcare, an industry lacking a sustainable business model. She focuses her work today on shifting the mindset of senior leaders, staff, and physicians to value a keener sense of order around processes and larger systems, helping them channel "constructive dissatisfaction" to change the status quo thinking that keeps healthcare broken. Watch a video with Alice Lee on the challenges and rewards of applying Lean to healthcare. http://www.lean.org/LeanPost/Posting.cfm?LeanPostId=51
An enabler seeks to unlock latent potential in people and help them achieve their goals. Their role is to provide clear direction and encouragement, coach and support people, recognize good performance, ensure ongoing progress, select the right staff, resolve conflicts, encourage innovation, remain unpredictable, and act with integrity. An effective enabler communicates goals, involves people, delegates responsibility, provides honest feedback, and helps correct issues. Their role is to foster individual, team, and strategic excellence through meritocracy, speed, imagination, and excellence in execution.
Rod Willis discusses resistance to change from a leader's perspective based on research of 15 seasoned practitioners representing over 55 change programs. The research found that over 65% of challenges to change were related to issues below the typical "barrier to change" focus on skills and awareness, such as interpersonal relationships, team dynamics, and understanding human motivation. An innovation audit framework was developed and tested to help organizations better understand group dynamics, relationships, and individual drivers to more successfully manage change initiatives.
Leadership Isn't a Solitary Journey
Jean-Pierre Clamadieu, the new CEO at Belgian chemical company Solvay who appears on our cover, is very clear and direct about a keystone to being successful as a disruptive leader.
“You are not a transformational hero who is carrying the weight of the transformation on your own shoulders,”he told us.“You need to have a strong team around you who have the ability to support the changes.”
It’s sometimes hard to think in those terms, especially when considering the responsibilities that leaders are faced with. But person after person told us that disruptive leadership is not a solo act.The vision for your enterprise’s future may be yours — and you have to have a bold vision — but it takes a team of people who have bought into that vision to make it a reality, because that’s what disruptive leaders do.
• They ask tough questions. Not “why didn’t we” questions but “why can’t we” questions.
• They present a bold vision, one that seems impossible on its face.
• They align everything in the enterprise to turn that vision into a reality.
• They inspire everyone on their team and in their organization to make that vision happen.
So if you are still trying to shoulder the burdens of leadership alone, stop.
Look around you and see who you are surrounding yourself with? Are they, as our own Nathan Rosenberg asks in this issue, committed to your vision for the future or merely complying with your directives?
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam Quarterly
The document discusses key aspects of change agility needed to succeed in today's volatile, uncertain, complex, and ambiguous (VUCA) business world. It defines change agility as an organization's ability to dynamically sense and respond to changes in the business environment with focused, fast, and flexible actions. The document outlines factors that promote change agility at the organizational, team, and individual levels, such as leadership, innovation, learning, and empowerment. It also discusses benefits of change agility like improved competitiveness and customer satisfaction. Measurement tools are presented to assess an organization's degree of change agility.
The document discusses building resiliency and thriving during times of change. It defines resilience as the ability to be challenged and not break down, as well as to bounce back, learn, and thrive despite adversity. The document outlines nine key areas that contribute to resilience: acceptance of change, continuous learning, self-empowerment, sense of purpose, personal identity, personal and professional networks, reflection, skill shifting, and relationship to money. Fostering resilience at an individual and organizational level requires establishing a learning culture, vision, innovation, and networks.
This document provides an overview of leadership training for a regional council president. It discusses definitions of leadership, challenges leaders may face like rejection and loneliness, and qualities of effective leaders like dedication and self-motivation. Leaders must empower others on their team and assess their capabilities. The benefits of effective leadership for an organization include promoting positive attitudes, utilizing all resources, and fostering team building through shared goals.
Principles over processes creating lasting change in your organisationZia Malik
Guiding an organisation through an agile transformation is difficult, enabling it to change, almost impossible. Many agile coaches rely on a variety of scaling frameworks that focus on specific processes and practices across the agile transformation. Such an approach can only affect the climate of the organisation but rarely the deeper aspects of the culture or organisational personality to enable lasting change. We need more of a principles-based approach that enables organisations to take ownership and make changes that are created for its context. In this way, we can apply agile principles to achieve agility across the entire domain of the organisation.
In this workshop, Zia will share a breakdown of each of the 10 principles and how as coaches you can apply these as part of your agile transformation.
4. WELCOME TO THE AGE
OF UNCERTAINTY
• Global change
• Financial infrastructure collapse
• Global climate change
• Arab Spring
• Government debt
• Business collapse
• More Importantly…
5. THESE ARE THE CRISIS OF
OUR TIME!
A time of Danger
A time of Danger
A Incipient Moment /
time of Opportunity
Crucial Point
A time of Opportunity
Incipient
Moment/Crucial Point Crisis
6.
7. RESILIENCE AND
LEADERSHIP
The physical property of a material that can
return to its original shape or position after
deformation that does not exceed its elastic
limit
The capacity to recover quickly from
difficulties; toughness
9. WHY WE NEED
RESILIENCE AT WORK
Speed of change in our environment
Multiple changes occurring simultaneously
Pressure to do more with less
The need to play multiple roles, wear multiple
hats, and satisfy multiple customers
Work/life balance - OUT of balance
Changing goal posts –what was important then
is not important now
Changing job descriptions/roles/grades.
10. WHY WE NEED
RESILIENCE AT WORK
Increasing pressure to achieve higher levels of
performance
Outsourcing, downsizing, rightsizing and the
fear of job loss
Project overload
Meetings that achieve nothing
Loss of control over our work, our time, our
priorities, and our objectives,
Uncertainty about the future.
11. There is nothing permanent,except
permanent accept
change
-- Nathan Akers 2012
Heraclitus 500 BCE
13. WHAT RESILIENCE
LOOKS LIKE;
View problems as Have a sense of
challenges humor and are
not afraid to laugh
Learn from their at themselves
mistakes
Are realistically
Succeed despite optimistic
their hardships
Don’t feel shame
Don’t let doubt or depression in
and anxiety the face of failure
overwhelm them
Are proactive.
15. What is a Proactive Person?
Freedom
Stimulus to Response
Choose
16. THE FOUR HUMAN
ENDOWMENTS
Self-Awareness – our ability to examine our
own thoughts, moods and behaviours
Imagination – our ability to visualise beyond
our current experience and circumstances
Conscience – our understanding of right and
wrong
Independent Will – our ability to act
independent of external influences
17. “It is not the strongest of the species that
survives, nor the most intelligent that
survives. It is the one that is the most
adaptable to change.”
-Charles Darwin 1809 - 1882
18.
19. RESILIENCE IS A
MINDSET
Resilience is less about who we are than how we think
Our mindsets or Paradigm's directly influence and shape
how we view the world and how we view ourselves within
that world
This view of self, in turn, influences how we respond ( our
behaviors) to adversity and stress – with a healthy &
productive response or an unhealthy & unproductive
response
The strength of our resilience mindset and the force of
our behaviors enable us to, in turn influence or shape our
environment
20. DEVELOP YOUR RESILIENCE
Self- Assurance
Personal Vision
Flexible
Organised
Problem Solver
Interpersonal competence
Socially Connected
Proactive
21. ' Leadership is the ability to recognise
the need for change, explain that need
to others and to help them get from
where they are now to where that
change would have them be’
22. LEADERSHIP AND
RESILIENCE
Emergent leadership (leadership from middle
managers) and engaging, supportive leadership
styles may heavily influence the ability of
employees to be resilient to adverse events:
‘Leaders are the stewards of organisational energy
[resilience]...they inspire or demoralise others, first
by how effectively they manage their own energy
and next by how well they manage, focus, invest
and renew the collective energy [resilience] of
those they lead’ (Loehr and Schwartz 2003).
24. DEVELOPMENT: TIPS
FOR FOSTERING
RESILIENCY
What steps can leaders take to foster
resiliency within their organisation or
team?
What behaviors do leaders exhibit
foster resiliency within their teams?
As a leader what are you doing to
renew the energies of your teams?
27. Just a little context…
Whatever you do will be
insignificant. But it is very important
that you do it.
— Mahatma Gandhi
28. A LITTLE ABOUT ACTIVE CONSULTING LTD
Based in Barnsley in the United Kingdom, Active Consulting have clients all over the world.
We were formed in 2000 by Nathan Akers who just wanted to make training more fun,
more memorable and give those buying training a better return on their investment.
This session was designed for the Engineering Conference of a major military aircraft
manufacturer. Our brief, was brief: – ‘can you do something on change’ a little insight and
investigation can go a long way – resilience became the focus of this session and to see 80
senior engineers and engineering directors in fits of laughter while designing a machine to
build resilience in their staff reminded us that we were still doing just what we set out to do
– making training more fun, making it more memorable while providing value for money –
contact us for a chat if this sounds like something that you or your organisation might be
interested in exploring
e: nathan@activeconsulting.co.uk
p: +44 (0)7968 192 379
29. USE OF THIS POWERPOINT
PLEASE FEEL FREE TO USE ANY OF THE SLIDES IN THIS
PACK – ALL WE ASK IS THAT YOU PLEASE MAKE MENTION
OF WHERE YOU STOLE THEM FROM .
LET YOUR CONSCIENCE BE YOUR GUIDE ON THAT ONE!
IF YOU WISH TO PRESENT THIS, AND ARE STRUGGLING
WITH ANY OF THE SLIDES, EMAIL
HELP@ACTIVECONSULTING.CO.UK
AND SOMEONE WILL GET BACK TO YOU – NO – WE ARE
NOT GOING TO TRY TO CHARGE YOU
Editor's Notes
Kodak – founded in 1880 – its slogan in 1888 was ‘you press the button and we will do the rest’ They were at the forefront of the digital revolution building the first digital camera in 1975 and forecasting a move away from film to digital in this order – government reconnaissance, professional photographer and final the mass market all by 2010 (they were about a decade out)How can a company with profits of $2.5 billion in 1999, fall to 222million loss in 2011with a share price fall of 98.05% in the last 10 years Activity – Hands up anyone that had a film camera..leave your hand up if you have a digital camera..put your other hand up if you also have a phone with a digital camera in it. Have a look around the room, what a market – yet that market is dominated by players that 10 years ago knew nothing about digital photography, Apple, RIM, Nokia, So over time you saw the change occurring, did some form of evaluation of the costs vs the benefits, and then made a decision to join the digital ‘in crowd’Lets do a quick cost benefit analysis around the move from Analogue (film) to Digital Image captureso the benefits in this case far out weight the costs - Have you ever considered doing that for other changes in your life?Lets talk more locally business such as Blacks, Past Times, Peacocks, MFI, Saab GB, have all had change forced upon them Professional Ventures Ltd ( previous owners of the Marriott hotel group…RBS are now the owners, and as we own RBS…..)
I am not saying that opportunity does not exist at the juncture (examples might be the opportunities that have opened up for cash rich sovereign wealth funds to cherry pick some of the national assets being offered by countries attempting to restructure and reduce there debt loading, the creation of the carbon credits market as a result of the climate change being directly blamed on anthropogenic effects. Global banks being able to expand cheaply into new markets acquiring small local building societies that may have over stretched themselves.) So – yes opportunity can exist during times of crisis – but for most individuals the difficulty we have seeing past the personal danger and any uncertainty at that incipient moment precludes us from envisioning a favorable juncture of circumstances.for most of us when we work backwards from the crisis, we have inbulit mechanisms to detect danger but this doesn’t usually come with instant vision of opportunity but rather uncertainty - and it is the uncertanity of change that most people perceive as danger. What we need as individuals and as leaders during times of uncertainty, doubt, hesitation, or feeling unsure is the ability to keep calm and carry on Webster's Ninth New Collegiate Dictionary defines “opportunity” as:a favorable juncture of circumstances;a good chance for advancement or progress.
Is this not just the height of what it is to be British, that stoic stiff upper lip, the get in the queue and don’t complain It is a great motto, it has transcended the generations and there is something about it that this generation is embracing – maybe it has something to do with the speed of change we all have to deal with, that there is so much uncertainty and so little permanence, and even though it came from the second world war, it represents a slower time. Hey…that’s all just a guess it could be that people need something to cover that damp stain on their wall!What it doesn’t tell us is how we actually keep calm…Activity On your tables I would like you to discuss how you keep calm and I would like you to come up with a group consensus of the top three things you do to keep calm I think that part of keeping calm is about resilience - so lets define resilience – and because of the audience lets look at it this way.
The primary definition can be applied to people – we are the material, we have the ability to return to our original shape ( mind set, paradigms, ways of doing things, seeing things and comfort zones) after change (deformation) – my one concern here is that unlike most materials that we know the limits of elastic and plastic deformation with people we do not. We all deal with change and uncertainty differently and it is our capacity to recover that defines our resilience
Activity Question the group
Dealing with change is not really about the change itself, it about our mindset when it comes to dealing with change
Marvin Gay tells us that Taxes Death and Trouble are the only three things for sure – I’m not so sure that the song would have been quite the hit had it been Taxes, Death and Change – but deep down we all know the truth – We all have to pay tax – unless you are Greek then its optional, Death will get us all in the end and you can count on things changing – you can never step into the same river twice
BCE = before common era ( the new and PC version of BC)What about a quick change … from except to accept
Expand on the calm list to add three things that make you more resilient
The holocaust survivor, Viktor Frankl, noticed that people in the camps who believed they had some measure of control over their circumstances were far more likely to survive than people who felt they were passive victims of circumstance. Resilient people take responsibility and take effective action to change things.
Start by questioning the room as to the definition of Proactive – OK what if we come at if from another angle? What is the opposite of proactive – reactive good! So if reactivity is the opposite what does proactivity look like?Any of you that remember your basic physics will recognize this – this is the incipience of a sustained or critical chain reaction ( where the rate of fission increases) You could describe this is a number of different ways – in relation to the energy release, as a chain reaction, as an ‘you said we were just doing this to make nuclear power’ momentLets start by looking at the stimulus and the response The stimulus in this reaction Is the initial neutron entering top left! Has the ongoing effect of splitting off two additional neutrons that may or may not go on to collide with other isotopes sitting on the edge of criticality! As humans we are bombarded with ‘neutrons’ acting as a stimulus on us - at work, at home, getting from work to home, playing sport….watching sport, driving, shopping, at the pub, with our kids, with our partners and friends – watching Paxman, and listening to Radio 1 – the difference here is that as a mature adult the resultant reaction is able to be contained
Freedom to choose has four components to it Independent willImaginationSelf awareness And Conscience
From here we are going to look at resilience and leadership … how do these come togetherActivity add some of these to your lists
Leadership is defined as many things, the provision of vision , you can add something in there about the attainment of worthwhile goals through the marshaled activities of others, Leadership is about people, where management is about stuff. For those of you that have been exposed to situational leadership ( where leadership is any attempt to influence another). In the case of change the attempt to influence an individual in the direction of the change! For the purpose of this exercise I would like this to become your definition of leadership…
Taken from their 2003 book The Power of Full Engagement: Managing Energy, Not Time, is the Key to High Performance and Personal RenewalThe main ideas of Loehr and Schwartz in this book are: 1. To build capacity expend energy vigorously, and then restore it by resting. 2. To work without expending energy, use daily routines. 3. Use rituals to signal to your internal systems to ramp up and ramp down energy expenditure. If we reflect on these insights they can be further reduced to a single concept: energy. Some activities renew energy and others exhaust it.
You will notice flip chart paper on your tables and coloured markers, here is where you get to use them, I would like you to design a machine or a process that will create the resilient human, what needs to be added, what needs to be taken away, in what order should things happen, what are the mechanisms to make things happen along the way, where are the bottle necks, where do we need interaction with other processes? You have a list of at least 6 things that your group considers important, so thats your start point – add any others you feel necessary.
There are those leaders that encourage resiliency. They know that volatility, uncertainty, complexity, and ambiguity are likely here to stay. What are they doing differently?
As I begin to wrap this short session up, I would like to take a moment to reflect on a couple of Gandhis’ teaching – with one of mine in the middle. ‘Be the change you what to see in the world’ - that’s Gandhi ‘Be the Resilience you wish to see in your Teams’ that’s mine. If you don’t put your oxygen mask on first before helping others you only have 3 to 6 mins before you passout – help yourself so you can help others.