What makes a Team to perform at they most optimal state? The Trust component in the workplace is a key driver of Team performance and cohesion. What are the drivers of Trust? How do they relate to performance and high productivity? What are the key behaviors that generate trust?
The core values and principles of the Spireworks organisation guiding our interactions with partners, contractors and clients, alike. We are a values-driven, growth culture otherwise know as a Deliberately Development Organization (DDO). We build our business around the simple but radical conviction that organizations prosper when they are deeply aligned with people's strongest motive - to grow.
The definition of “soft skills” describes advantages such as attitude, habits, and social behaviour that help determine a person’s effectiveness as an employee and team member. Manners, politeness, and interpersonal skills are essential for bringing people together in today’s competitive environment.
This presentation based from Jennifer M. George and Gareth R. Jones book, with title "Understanding and Managing Organizational Behavior".
Use Ms. Power Point 2013.
The core values and principles of the Spireworks organisation guiding our interactions with partners, contractors and clients, alike. We are a values-driven, growth culture otherwise know as a Deliberately Development Organization (DDO). We build our business around the simple but radical conviction that organizations prosper when they are deeply aligned with people's strongest motive - to grow.
The definition of “soft skills” describes advantages such as attitude, habits, and social behaviour that help determine a person’s effectiveness as an employee and team member. Manners, politeness, and interpersonal skills are essential for bringing people together in today’s competitive environment.
This presentation based from Jennifer M. George and Gareth R. Jones book, with title "Understanding and Managing Organizational Behavior".
Use Ms. Power Point 2013.
Performance Management is the process of defining clear objectives and targets for individuals and teams, and the regular review of actual achievement and eventual rewarding for target achievement.
The process should ensure that individual and team effort support the organizational objectives and that key stakeholder expectations are realized by focusing on key value drivers
One this is confirmed that if we want to progress in our career or sustain in our career, we have to identify and practice Soft Skills. Many of us confused about Soft Skills. In this presentation, we will be able to understand the 12 most important pillars of Soft Skills.
Employability skills are the non-technical skills, knowledge and understandings that are necessary to gain employment and participate effectively in the workplace. Often referred to as soft skills.
On the Job SuccessIn this section, we will cover some basic tips.docxhopeaustin33688
On the Job Success
In this section, we will cover some basic tips and techniques that might help you succeed once you have landed that great job and are ready to start your career. Like all the information included, there is no golden ticket or cheats along the way. Instead, these best practices and suggestions are a collection of common knowledge and proven experience.
Being successful at work has a lot to do with your attitude and candor. Your personal characteristics as well as your behaviors in groups and the organization as a whole reflect on your performance and ability. The recognition and development of your soft skills as well as your ability to adapt to organizational culture, understand power, and create healthy relationships with your supervisor and peers will more often than not help you become a more successful employee. We will also discuss how to become knowledgeable about your job, how to execute and excel in your given responsibilities, and what some of the advantages are to continue your education as a lifelong learner. The follow sections will elaborate on these strategies to employ that can lead to greater job success.
A Positive Attitude and Other Tips for a New Job
Especially when you start a new job, there are a lot of things you need to learn. It probably won’t be expected that you know how to do all of your job duties perfectly when you first arrive but by presenting yourself appropriately and by properly managing the areas that you can control, you will find that the rest will come pretty easily. Most of the following tips and techniques are good suggestions for a new position but should continue even after you are more established with a company.
· Stay positive. Forget the wrist; it’s all in the attitude. Keeping a positive attitude about your responsibilities, new tasks, challenges, and the company as a whole is an amazing step toward success. Your enthusiasm and eagerness to try new things, handle pressure and frustrations, and stay optimistic through diverse situations will not only keep you in good spirits professionally but will make you a stand out for new opportunities and a pleasure to work with.
· Try your hardest and learn from mistakes. It could be interpreted to be two separate actions but your ability to give 100% of your effort is actually very closely tied to the errors you will make. Mistakes are inevitable; you will make them. Be accountable for your actions by being able to say that did your very best and takeaway a lesson learned to avoid the same mistake again later.
· Be respectful. There are many things to learn from your new colleagues. Demonstrate your willingness to learn from their experience by valuing their opinions, being grateful of the assistance they offer, and treating everyone (no matter their position in the company) with the respect you feel you deserve in return.
· Be a team player. It is not likely that your job functions will be completely autonomous. You will most likely.
What if everyone is not on the same page? What if there are doubts, upsets, withholds? To solidify your team’s performance basics, discuss one topic each week, quarter after quarter. These timeless, essential, generative questions are never tired or tiring. You can rely on them to keep your uppermost priorities fresh and top of mind. Like leafy green vegetables replenish our bodies, these questions will nourish your team’s performance.
Trust is essential in leading teams through change, navigating uncertainty, advancing mission and leaving enduring legacies. Unlike other "factors" in team health, the aggregate score does not indicate the Trust Quotient - each link breaks the chain. Evaluate your trust factor, solicit 360 input/feedback from your team and then assess where action can be taken to raise the tide!
Visit http://www.C12Group.com/ for more information on how to tackle issues like these and more in an ongoing context of accountability and peer learning!
This presentation expands the notion of diversity far beyond racial and gender stereotypes to help viewers value the differences that everyone brings to the organization.
How To Build An Assertive Team by Prakash RanaPrakash Rana
How To Build An Assertive Team
Everyone, from management to the workforce, agrees that a strong and united culture is key to the success of the business. It is the mindset and beliefs that guide workplace behavior and decision-making in the company.
Whatever culture the leader wishes to cultivate has to become part of everyday business. It should be evident in every aspect of the business and every decision, no matter the department. As a leader, you make those working with you stronger when you use your power to make them more confident.
Soft skills are most often characterized as the personal attribu.docxjensgosney
Soft skills are most often characterized as the personal attributes that make up the interpersonal and intrapersonal aspects of an individual. Soft skills can include attitude, manners, social skills, the ability to communicate, listen, delegate, resolve conflicts, work as a team player, adapt to change, and work hard.
The term “soft skills” is not an indication on their importance; in fact, it can be argued that soft skills are more important to character and success you might achieve. Soft skills are compared to, and more specifically complement, a person’s “hard skills” which are the specific skills required for a job. For example, the soft skills necessary for a leader in an organization would be vision, social skills, emotional intelligence, empathy, work ethic, communication, and flexibility while the hard skills would be execution, organization, knowledge of computer programs, a second language, planning, coordinating and a thorough understanding of the organization’s policies and procedures.
In the previous section, many soft skills have already been discussed. You practice a variety of soft skills every day as a matter of fact. They occur so naturally you may not even notice them or have never spent time to realize strengths that you regularly exhibit. Identifying your soft skills will give you talking point in interviews and in promotion discussions, as well as give you new goals and areas to improve upon.
Critical Soft Skills
The following is a list of primary soft skills that just about every employer is looking for from their staff. It is no means inclusive as soft skills refer to an often intangible set of abilities that to some degree are engrained in everyone. While the primary soft skills are generally agreed upon as important in any job capacity, there are countless others that are deemed imperative as well (See Module 3: Personal and Career Evaluation). Depending on the job or function you are performing, these may be just as imperative as the ones listed below but not as universal. Review the following and determine which areas are personal strengths and which are areas in need of improvement.
· Communication. Communication permeates just about every aspect of both personal and professional endeavors. It is associated with active listening, comprehension, and clear expression of thoughts and ideas. It includes oral, written, and non-verbal types. To improve your communication skills, focus on both what you are saying and how you are saying it, and always remember that receiving information is just as crucial as providing it so practice active listening instead of just thinking of what to say next.
· A Good Work Ethic. Your work ethic is the sum of your attitude, actions, and guiding values. It is how company leadership knows that you are trustworthy and have the best interests of the organization at heart. A good work ethic is demonstrated through your decisive behavior, motivation, and dedication. You cannot .
Discovering Trustworthiness:How Do You Define a Reliable IndividualbluetroyvictorVinay
Trust is the foundation of all healthy relationships, be they personal or professional. Whether it’s a friend, family member, colleague, or business partner, we rely on trust to build connections and achieve common goals. But what exactly makes a person trustworthy? Is it a set of specific traits, behaviors, or something more elusive? In this exploration, we delve into the essence of trustworthiness and how to define a reliable individual.
Performance Management is the process of defining clear objectives and targets for individuals and teams, and the regular review of actual achievement and eventual rewarding for target achievement.
The process should ensure that individual and team effort support the organizational objectives and that key stakeholder expectations are realized by focusing on key value drivers
One this is confirmed that if we want to progress in our career or sustain in our career, we have to identify and practice Soft Skills. Many of us confused about Soft Skills. In this presentation, we will be able to understand the 12 most important pillars of Soft Skills.
Employability skills are the non-technical skills, knowledge and understandings that are necessary to gain employment and participate effectively in the workplace. Often referred to as soft skills.
On the Job SuccessIn this section, we will cover some basic tips.docxhopeaustin33688
On the Job Success
In this section, we will cover some basic tips and techniques that might help you succeed once you have landed that great job and are ready to start your career. Like all the information included, there is no golden ticket or cheats along the way. Instead, these best practices and suggestions are a collection of common knowledge and proven experience.
Being successful at work has a lot to do with your attitude and candor. Your personal characteristics as well as your behaviors in groups and the organization as a whole reflect on your performance and ability. The recognition and development of your soft skills as well as your ability to adapt to organizational culture, understand power, and create healthy relationships with your supervisor and peers will more often than not help you become a more successful employee. We will also discuss how to become knowledgeable about your job, how to execute and excel in your given responsibilities, and what some of the advantages are to continue your education as a lifelong learner. The follow sections will elaborate on these strategies to employ that can lead to greater job success.
A Positive Attitude and Other Tips for a New Job
Especially when you start a new job, there are a lot of things you need to learn. It probably won’t be expected that you know how to do all of your job duties perfectly when you first arrive but by presenting yourself appropriately and by properly managing the areas that you can control, you will find that the rest will come pretty easily. Most of the following tips and techniques are good suggestions for a new position but should continue even after you are more established with a company.
· Stay positive. Forget the wrist; it’s all in the attitude. Keeping a positive attitude about your responsibilities, new tasks, challenges, and the company as a whole is an amazing step toward success. Your enthusiasm and eagerness to try new things, handle pressure and frustrations, and stay optimistic through diverse situations will not only keep you in good spirits professionally but will make you a stand out for new opportunities and a pleasure to work with.
· Try your hardest and learn from mistakes. It could be interpreted to be two separate actions but your ability to give 100% of your effort is actually very closely tied to the errors you will make. Mistakes are inevitable; you will make them. Be accountable for your actions by being able to say that did your very best and takeaway a lesson learned to avoid the same mistake again later.
· Be respectful. There are many things to learn from your new colleagues. Demonstrate your willingness to learn from their experience by valuing their opinions, being grateful of the assistance they offer, and treating everyone (no matter their position in the company) with the respect you feel you deserve in return.
· Be a team player. It is not likely that your job functions will be completely autonomous. You will most likely.
What if everyone is not on the same page? What if there are doubts, upsets, withholds? To solidify your team’s performance basics, discuss one topic each week, quarter after quarter. These timeless, essential, generative questions are never tired or tiring. You can rely on them to keep your uppermost priorities fresh and top of mind. Like leafy green vegetables replenish our bodies, these questions will nourish your team’s performance.
Trust is essential in leading teams through change, navigating uncertainty, advancing mission and leaving enduring legacies. Unlike other "factors" in team health, the aggregate score does not indicate the Trust Quotient - each link breaks the chain. Evaluate your trust factor, solicit 360 input/feedback from your team and then assess where action can be taken to raise the tide!
Visit http://www.C12Group.com/ for more information on how to tackle issues like these and more in an ongoing context of accountability and peer learning!
This presentation expands the notion of diversity far beyond racial and gender stereotypes to help viewers value the differences that everyone brings to the organization.
How To Build An Assertive Team by Prakash RanaPrakash Rana
How To Build An Assertive Team
Everyone, from management to the workforce, agrees that a strong and united culture is key to the success of the business. It is the mindset and beliefs that guide workplace behavior and decision-making in the company.
Whatever culture the leader wishes to cultivate has to become part of everyday business. It should be evident in every aspect of the business and every decision, no matter the department. As a leader, you make those working with you stronger when you use your power to make them more confident.
Soft skills are most often characterized as the personal attribu.docxjensgosney
Soft skills are most often characterized as the personal attributes that make up the interpersonal and intrapersonal aspects of an individual. Soft skills can include attitude, manners, social skills, the ability to communicate, listen, delegate, resolve conflicts, work as a team player, adapt to change, and work hard.
The term “soft skills” is not an indication on their importance; in fact, it can be argued that soft skills are more important to character and success you might achieve. Soft skills are compared to, and more specifically complement, a person’s “hard skills” which are the specific skills required for a job. For example, the soft skills necessary for a leader in an organization would be vision, social skills, emotional intelligence, empathy, work ethic, communication, and flexibility while the hard skills would be execution, organization, knowledge of computer programs, a second language, planning, coordinating and a thorough understanding of the organization’s policies and procedures.
In the previous section, many soft skills have already been discussed. You practice a variety of soft skills every day as a matter of fact. They occur so naturally you may not even notice them or have never spent time to realize strengths that you regularly exhibit. Identifying your soft skills will give you talking point in interviews and in promotion discussions, as well as give you new goals and areas to improve upon.
Critical Soft Skills
The following is a list of primary soft skills that just about every employer is looking for from their staff. It is no means inclusive as soft skills refer to an often intangible set of abilities that to some degree are engrained in everyone. While the primary soft skills are generally agreed upon as important in any job capacity, there are countless others that are deemed imperative as well (See Module 3: Personal and Career Evaluation). Depending on the job or function you are performing, these may be just as imperative as the ones listed below but not as universal. Review the following and determine which areas are personal strengths and which are areas in need of improvement.
· Communication. Communication permeates just about every aspect of both personal and professional endeavors. It is associated with active listening, comprehension, and clear expression of thoughts and ideas. It includes oral, written, and non-verbal types. To improve your communication skills, focus on both what you are saying and how you are saying it, and always remember that receiving information is just as crucial as providing it so practice active listening instead of just thinking of what to say next.
· A Good Work Ethic. Your work ethic is the sum of your attitude, actions, and guiding values. It is how company leadership knows that you are trustworthy and have the best interests of the organization at heart. A good work ethic is demonstrated through your decisive behavior, motivation, and dedication. You cannot .
Discovering Trustworthiness:How Do You Define a Reliable IndividualbluetroyvictorVinay
Trust is the foundation of all healthy relationships, be they personal or professional. Whether it’s a friend, family member, colleague, or business partner, we rely on trust to build connections and achieve common goals. But what exactly makes a person trustworthy? Is it a set of specific traits, behaviors, or something more elusive? In this exploration, we delve into the essence of trustworthiness and how to define a reliable individual.
Similar to Building TRUST in Workplace - Managers Training.ppt (20)
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. • xpectations from the Team
Honest Conversations
Positive spirits
Clarity on the individual roles
Global insights
Understanding the team languages/connection
Understanding team boundaries and expectations from each
other
How to manage external stakeholders
Zimbabwe Team priorities for the F/Year
5. Trust is the Willingness to be vulnerable; it’s choosing to be
vulnerable to the other person and take risk.
TRUST = WILLINGNESS + VULNERABILITY
It’s about accepting (by choice) to be “vulnerable” to the other and take risk based on
a certain “natural propensity” one have to take risk.
Google definition of vulnerability, is “the quality or state of being exposed to the
possibility of being attacked or harmed, either physically or emotionally.”
In the workplace, this typically shows up in the form of being open to potential
criticism, trying something new and making a mistake or allowing your approach to be
questioned.
6. TIPS
Ask for help on a project.
Ask for feedback.
Try something new
Admit to mistakes.
8. Ability
Can the other do what they say they can do? [Capacity - Skills -
Capability]
Are they able to perform what they say they will perform?
NB: Ability is context-specific
(even tough I can trust my collaborator to demonstrate a certain
specific skills, this may not be applicable for other skills non
related to they fild of expertise)
9. Benevolence (Care)
Does my manager care about me?
Is there a genuine benevolence about my person, or my
manager only cares about “his/her” results at work?
In line with our behaviours system, we want to inspire our teams
and creates an emotional bond between leaders and
subordinates, which will also impact their wellbeing.
10. Integrity
• Integrity sit on how our set values & principles, are lived and
demonstrated in the workplace.
• Can my Colleague trust me to ......
Demonstrate CA values of Love?
Make decision that are Equitable for all?
Treat them with Dignity?
Act and be driven by Justice in our workplace?
12. Trustworthiness and Trust working:
What makes you trust someone in a professional context?
What are your personal strengths as a member of the SMT of
the CA-Zim program?
How can we support each other with the knowledge gained on
our different strengths and ways of working?
Identify the developmental areas needed for each SMT member
•
• The discussions shall lead to high reflections on individual’s
areas of strengths and development as well as an agreement of
17. Being transparent
is about being open and honest in
communication. It is about having
open conversations with colleagues
and presenting them with your honest
view rather than concealing or
spinning information. By being open
and honest we assure people that
there is nothing to hide.
Sticking to commitments
Doing what we say we will do means
that others can rely on us and this is
key to building interpersonal trust.
Demonstrating trust
Trust is generative. This means that
people are more likely to trust another
person when they feel trusted by that
person. When we extend our trust and
let others feel trusted, it creates
reciprocity and encourages our
trustee to trust us in return.
Being personal
This behaviour is about getting
involved in more than just work-
related dealings and getting to know
someone at a more personal level.
This does not mean ignoring
boundaries between what is personal
to you and the world of work. It does
not mean disclosure of things that you
hold as deeply private. It is about
letting people know what makes you
tick and being appropriately open
about your views and concerns.
TRUST
Being consistent
This is about communicating the
same messages to colleagues and
not changing what we have already
agreed. Equally important is
consistency in behaviour, which
allows those who work with us to
anticipate what we might do in
different situations.
