CE Group Intro
•Download as PPTX, PDF•
0 likes•110 views
The document outlines behavioral norms, roles, and responsibilities for a team. It lists behavioral norms such as making the class and meetings a priority, having a strong work ethic, coming prepared, meeting deadlines, and asking for help. It assigns project manager, paper directors, editors, HR director, and research director roles. It also notes the importance of team bonding.
Report
Share
Report
Share
Recommended
Alex Cann - Giving effective feedback and coaching team members
The document discusses giving effective feedback and coaching team members. It provides an overview of reflecting on current practice, what effective feedback looks like, and a positive structure for feedback conversations. The document also discusses motivational versus developmental feedback, the PRISM model for feedback, coaching models like GROW, asking feedback questions, and tips for delivering feedback and coaching to maximize performance and build relationships.
2013.08.28 coaching pp
This document provides information about the West Lothian leadership development programme including its aims, elements, key documents, session overviews, and the roles of coaches. The programme aims to increase leadership capacity, support for project leaders, and embed a coaching culture. It involves self-evaluation, leadership projects, coaching sessions, and maintaining a learning journal. Coaches are meant to support and challenge participants by using a non-directive approach focused on strengths, questioning, and accountability. The GROW model is presented as a framework for coaching sessions.
Learning in the workplace
Focus on your team's goals and your role. Assess your skills and discuss learning opportunities with your manager. Choose a challenging but not overwhelming area for development outside your normal work, and a learning activity suited to your environment and goals. Share your learning, build in reflection time, and consider how to improve based on each day's experiences.
Great Performances...Coaching and Counseling for Results
The document discusses effective techniques for coaching, counseling, and correcting employee performance including focusing on behaviors rather than individuals, setting clear expectations and timeframes for improvement, and documenting discussions. It provides guidance on determining whether issues are willful or non-willful, the severity of violations, and tips for having productive discussions around behavior, impact, expectations, and consequences. The goal is to improve performance through mutual trust and open dialogue rather than punishment.
Confused Between JOB and MBA
This document provides information about pursuing an MBA degree, including typical career paths and salaries of MBAs, reasons to get or not get an MBA, profiles of MBA students, skills and knowledge gained from an MBA, and factors to consider in choosing an MBA program such as curriculum, teaching methods, delivery formats, admissions, and financial aid options.
Essentials of spoken and presentation skills
The document discusses essential skills for effective spoken presentations. It covers topics like preparing a presentation by organizing material, writing the presentation, using visual aids, and managing the event. It also discusses preparing yourself by believing in yourself, improving your appearance and voice, and eliminating tension. When delivering a presentation, the document recommends shaking hands with the audience, getting to the point, developing your agenda point by point, summarizing and recommending, and arranging your argument. It also provides tips for handling an audience by judging their mood and dealing with questions.
Leading effective teams
This document discusses qualities of effective leadership and team management. It begins by outlining Australian teaching standards regarding professional engagement and ethics. It then presents qualities of effective leaders, including prioritizing, decision-making, respecting staff, setting goals together, and leading by example with integrity. The document also identifies poor leadership qualities like indecisiveness, not fighting for one's team, and micromanaging. Finally, it suggests discussing scenarios to demonstrate how skills, relational qualities, and personal character can help solve problems faced by leaders.
How to be an effective mentor
This slide deck is put together to support Women L.E.A.D. Toastmasters workshop, How to be An Effective Mentor. YouTube: https://www.youtube.com/watch?v=RHH6-cE2zKM. Meeting: https://womenleadtm.com/meetings/workshop-how-to-be-an-effective-mentor/
Recommended
Alex Cann - Giving effective feedback and coaching team members
The document discusses giving effective feedback and coaching team members. It provides an overview of reflecting on current practice, what effective feedback looks like, and a positive structure for feedback conversations. The document also discusses motivational versus developmental feedback, the PRISM model for feedback, coaching models like GROW, asking feedback questions, and tips for delivering feedback and coaching to maximize performance and build relationships.
2013.08.28 coaching pp
This document provides information about the West Lothian leadership development programme including its aims, elements, key documents, session overviews, and the roles of coaches. The programme aims to increase leadership capacity, support for project leaders, and embed a coaching culture. It involves self-evaluation, leadership projects, coaching sessions, and maintaining a learning journal. Coaches are meant to support and challenge participants by using a non-directive approach focused on strengths, questioning, and accountability. The GROW model is presented as a framework for coaching sessions.
Learning in the workplace
Focus on your team's goals and your role. Assess your skills and discuss learning opportunities with your manager. Choose a challenging but not overwhelming area for development outside your normal work, and a learning activity suited to your environment and goals. Share your learning, build in reflection time, and consider how to improve based on each day's experiences.
Great Performances...Coaching and Counseling for Results
The document discusses effective techniques for coaching, counseling, and correcting employee performance including focusing on behaviors rather than individuals, setting clear expectations and timeframes for improvement, and documenting discussions. It provides guidance on determining whether issues are willful or non-willful, the severity of violations, and tips for having productive discussions around behavior, impact, expectations, and consequences. The goal is to improve performance through mutual trust and open dialogue rather than punishment.
Confused Between JOB and MBA
This document provides information about pursuing an MBA degree, including typical career paths and salaries of MBAs, reasons to get or not get an MBA, profiles of MBA students, skills and knowledge gained from an MBA, and factors to consider in choosing an MBA program such as curriculum, teaching methods, delivery formats, admissions, and financial aid options.
Essentials of spoken and presentation skills
The document discusses essential skills for effective spoken presentations. It covers topics like preparing a presentation by organizing material, writing the presentation, using visual aids, and managing the event. It also discusses preparing yourself by believing in yourself, improving your appearance and voice, and eliminating tension. When delivering a presentation, the document recommends shaking hands with the audience, getting to the point, developing your agenda point by point, summarizing and recommending, and arranging your argument. It also provides tips for handling an audience by judging their mood and dealing with questions.
Leading effective teams
This document discusses qualities of effective leadership and team management. It begins by outlining Australian teaching standards regarding professional engagement and ethics. It then presents qualities of effective leaders, including prioritizing, decision-making, respecting staff, setting goals together, and leading by example with integrity. The document also identifies poor leadership qualities like indecisiveness, not fighting for one's team, and micromanaging. Finally, it suggests discussing scenarios to demonstrate how skills, relational qualities, and personal character can help solve problems faced by leaders.
How to be an effective mentor
This slide deck is put together to support Women L.E.A.D. Toastmasters workshop, How to be An Effective Mentor. YouTube: https://www.youtube.com/watch?v=RHH6-cE2zKM. Meeting: https://womenleadtm.com/meetings/workshop-how-to-be-an-effective-mentor/
Productivity: The Key to Organizational Success
The document outlines several key elements for organizational success, including time management, motivation, planning, collaboration, discussion, managing multitasking, and continuous learning. It emphasizes setting schedules and priorities, staying positive, setting goals, sharing plans with others, using technology effectively, discussing problems and strategies, limiting multitasking, and upgrading skills on an ongoing basis. The overall message is that following these practices can help improve productivity and growth within an organization.
The Supervisor as Trainer by San Diego State University
This document outlines objectives and content for a workshop to train frontline supervisors at APS (Adult Protective Services) on how to train new APS workers. The workshop will cover Kolb's experiential learning theory, assessing learning styles, applying training strategies to reinforce competencies, developing critical thinking through open-ended questions, evaluating training integration, and providing supportive yet critical feedback. The role of supervisors in training is discussed, along with challenges, different training program structures, qualities of good learning environments, adult learning theory including Kolb's learning styles, barriers to adult learning, matching training methods to learning styles, core competencies, teaching critical thinking, evaluating learning transfer, and elements of effective critiques.
Personal effectiveness presentation
This document discusses personal effectiveness for careers and employability. It defines personal effectiveness as the personal qualities and approach needed to be an effective employee or person. Personal effectiveness skills include independence, initiative, learning ability, stress management, self-confidence, flexibility, time management, and dealing with failures. The document provides resources for identifying strengths, setting goals to improve effectiveness, and support available from the student services career center. It emphasizes playing to strengths, taking goals one step at a time, and finding happiness through engaging in meaningful work.
Mentor teacher
education is teacher herself. not books or infrastructure. if the first is present no matter the latter is available or not.
Greg’s inquiry
Greg is working to improve math program outcomes at his school based on EQAO data. His area of greatest need is to bring together his diverse junior math teaching team to collaborate more effectively. His next steps are to carve out dedicated meeting time with each team, position himself with the junior team during staff meetings, and use professional development days for small group work to have deeper discussions aimed at aligning classroom practices.
C&M day1
This document outlines the agenda and objectives for Day 1 of a Level 5 Certificate in Coaching and Mentoring course. The aims for Day 1 are to introduce the course, identify the differences between coaching, mentoring and counselling, review the GROW model for coaching, discuss the role of contracting, and provide opportunities for coaching practice and supervision. The document defines coaching, mentoring and counselling. It also discusses similarities and differences between coaching and mentoring, and identifies key skills of coaches and mentors. Learners undertake coaching sessions in groups and complete a learning log. They are asked to identify coachees/mentees and begin working on their first assignment addressing specific assessment criteria.
QCL-14-v3_Fishbone Banasthali University_Himani Bhandari
The document discusses a cause-effect diagram, also known as an Ishikawa or fishbone diagram, which is a tool used to identify and display potential causes of a problem or quality characteristic. It then provides an example cause-effect diagram analyzing the root causes of poor student placement. Some of the key causes identified include lack of student interest, poor soft skills, inadequate advising and career counseling, and limited course offerings. Finally, the conclusion states that creating this diagram increased understanding of the various factors responsible for poor student placement outcomes.
day 2 c&M
This document outlines the agenda for Day 2 of a Level 5 Certificate in Coaching and Mentoring program. It includes:
1. Identifying personal development needs through a learning styles questionnaire and Johari window exercise.
2. Reviewing communication skills with a focus on non-verbal communication, language use, listening skills, and developing rapport.
3. Assessing and discussing individual, operational, and organizational barriers to coaching/mentoring.
4. Undertaking coaching practice sessions in small groups with roles of coach, client, and observer to gain experience.
Train the Trainer 2012 Session 2
This document outlines the agenda and topics for a trainer training program, including what it means to be a trainer, sticking to the lesson plan, and discussions for ski and snowboard trainers. Trainers are expected to represent the organization professionally, be credible experts in their subject matter, and lead by example without becoming friends with their trainees. The training will cover lesson structure, age groups, ability levels, progressions, and personal skill improvement. Participants are instructed to read manuals, know content details, and be able to clearly explain the material.
Week 6 performance assessment pp
This document discusses performance assessments and their benefits. It outlines a two-step process for implementing performance assessments where teachers establish criteria and design tasks to evaluate student proficiency. Performance assessments allow direct observation of a student's ability to apply their knowledge and skills. Effective performance assessments provide contexts for students to demonstrate their reasoning and mastery based on a clearly defined set of criteria. Rubrics are also discussed as an important tool for clarifying expectations for students, supporting instruction and assessment, and facilitating student learning.
Cc
This document contrasts ineffective coaching practices like anger, assumptions, and blame that spread negativity and fear, resulting in unhealthy outcomes, with more strategic and effective practices like reflection, seeking causes and solutions, revising strategies, setting goals, inspiring confidence, rewarding improvements, and communicating progress to achieve healthier results.
Finding Flow: Improving Student Experience by Improving Staff Experience; Fro...
Finding Flow: Improving Student Experience by Improving Staff Experience; Fro...Association of University Administrators
In large and complex organisations, such as Universities, processes often evolve around our structures rather than being designed with a focus on understanding and meeting the needs of our end users. Loughborough University’s Change Team, established in 2013, works with colleagues across the organisation to review processes that cut across Schools and Professional Services and to improve the experience of our end users. Doing better for our end users often results in staff time savings which enable colleagues to focus their efforts on more value-add activities which better support the University’s strategic aims. In recognition of the success of a project looking at our employment and claims processes for bought-in University teaching, the Change Team and HR Team at Loughborough University received the following awards: • Times Higher Education Leadership and Management Award – Outstanding Strategic Planning Team • Midland HR Award – Most transformational HR/Payroll project Members of the Change Team will share Loughborough’s approach to process review and service improvement. An interactive activity, based on a real case study, will allow you to: walk in the shoes of someone learning how a process works in reality and not how Managers assume it is working; map the existing process effectively; analyse the process to identify failure demand, duplication and hand-offs which lead to long process times and end user dissatisfaction; and how to design out this waste to achieve a better outcome for end users and the organisation alike. GeekNight - Organizational Culture
A talk from July 2017 GeekNight event on how culture affects the organization and what can be done to improve it.
GeekNight is a monthly technical event at ThoughtWorks.
Quick Goal Attainment
The document provides tips and strategies for goal setting, emotional intelligence, customer service, leadership, and personal growth. It discusses setting SMART goals with action, level, and deadline. It emphasizes listening to customers, apologizing, solving problems, and thanking them. It also discusses nurturing individual and collective identities through recognition and team building. Leaders are advised to reflect on their values and impact on company culture. Transformational leadership focuses on relationship building through mentoring. The document stresses the importance of aligning personal values with an organization for high job satisfaction. It identifies common fears that can hinder personal growth like fear of commitment, ridicule, failure, and unknown.
Identifiying your career path
A presentation for students and young people seeking identify a career they can live on for a lifetime and enjoy the experience whiles on the career path.
Presentation Coaching 2
The document discusses the principles and process of coaching to improve employee performance, outlining that coaching involves guiding employees towards their goals through sharing experience and supporting their development, rather than directing or correcting them, and effective coaching requires establishing trust, actively listening, asking questions, giving feedback, and developing action plans with follow up.
Teamwork ppt
The document discusses teamwork and its benefits. It defines a team as a group working together towards a common goal, and teamwork as effective cooperation and communication. It outlines the stages of team development, from forming to performing, and key teamwork skills like trust, communication, problem-solving and conflict resolution. Benefits of teamwork include quick solutions, improved productivity, diversity of ideas and better decisions. High-performing teams can improve productivity, quality, flexibility, response to change and work attitudes.
Assignment 1
The document discusses how role models have evolved over time. It notes that generations in the past looked up to celebrities like Mariah Carey and Will Smith, while newer generations see Nicki Minaj and Lil Wayne as role models. However, an expert is quoted as saying that kids today are fundamentally the same as past generations in trying to find their identity and place in the world, despite changes in popular role models over the decades.
More Related Content
What's hot
Productivity: The Key to Organizational Success
The document outlines several key elements for organizational success, including time management, motivation, planning, collaboration, discussion, managing multitasking, and continuous learning. It emphasizes setting schedules and priorities, staying positive, setting goals, sharing plans with others, using technology effectively, discussing problems and strategies, limiting multitasking, and upgrading skills on an ongoing basis. The overall message is that following these practices can help improve productivity and growth within an organization.
The Supervisor as Trainer by San Diego State University
This document outlines objectives and content for a workshop to train frontline supervisors at APS (Adult Protective Services) on how to train new APS workers. The workshop will cover Kolb's experiential learning theory, assessing learning styles, applying training strategies to reinforce competencies, developing critical thinking through open-ended questions, evaluating training integration, and providing supportive yet critical feedback. The role of supervisors in training is discussed, along with challenges, different training program structures, qualities of good learning environments, adult learning theory including Kolb's learning styles, barriers to adult learning, matching training methods to learning styles, core competencies, teaching critical thinking, evaluating learning transfer, and elements of effective critiques.
Personal effectiveness presentation
This document discusses personal effectiveness for careers and employability. It defines personal effectiveness as the personal qualities and approach needed to be an effective employee or person. Personal effectiveness skills include independence, initiative, learning ability, stress management, self-confidence, flexibility, time management, and dealing with failures. The document provides resources for identifying strengths, setting goals to improve effectiveness, and support available from the student services career center. It emphasizes playing to strengths, taking goals one step at a time, and finding happiness through engaging in meaningful work.
Mentor teacher
education is teacher herself. not books or infrastructure. if the first is present no matter the latter is available or not.
Greg’s inquiry
Greg is working to improve math program outcomes at his school based on EQAO data. His area of greatest need is to bring together his diverse junior math teaching team to collaborate more effectively. His next steps are to carve out dedicated meeting time with each team, position himself with the junior team during staff meetings, and use professional development days for small group work to have deeper discussions aimed at aligning classroom practices.
C&M day1
This document outlines the agenda and objectives for Day 1 of a Level 5 Certificate in Coaching and Mentoring course. The aims for Day 1 are to introduce the course, identify the differences between coaching, mentoring and counselling, review the GROW model for coaching, discuss the role of contracting, and provide opportunities for coaching practice and supervision. The document defines coaching, mentoring and counselling. It also discusses similarities and differences between coaching and mentoring, and identifies key skills of coaches and mentors. Learners undertake coaching sessions in groups and complete a learning log. They are asked to identify coachees/mentees and begin working on their first assignment addressing specific assessment criteria.
QCL-14-v3_Fishbone Banasthali University_Himani Bhandari
The document discusses a cause-effect diagram, also known as an Ishikawa or fishbone diagram, which is a tool used to identify and display potential causes of a problem or quality characteristic. It then provides an example cause-effect diagram analyzing the root causes of poor student placement. Some of the key causes identified include lack of student interest, poor soft skills, inadequate advising and career counseling, and limited course offerings. Finally, the conclusion states that creating this diagram increased understanding of the various factors responsible for poor student placement outcomes.
day 2 c&M
This document outlines the agenda for Day 2 of a Level 5 Certificate in Coaching and Mentoring program. It includes:
1. Identifying personal development needs through a learning styles questionnaire and Johari window exercise.
2. Reviewing communication skills with a focus on non-verbal communication, language use, listening skills, and developing rapport.
3. Assessing and discussing individual, operational, and organizational barriers to coaching/mentoring.
4. Undertaking coaching practice sessions in small groups with roles of coach, client, and observer to gain experience.
Train the Trainer 2012 Session 2
This document outlines the agenda and topics for a trainer training program, including what it means to be a trainer, sticking to the lesson plan, and discussions for ski and snowboard trainers. Trainers are expected to represent the organization professionally, be credible experts in their subject matter, and lead by example without becoming friends with their trainees. The training will cover lesson structure, age groups, ability levels, progressions, and personal skill improvement. Participants are instructed to read manuals, know content details, and be able to clearly explain the material.
Week 6 performance assessment pp
This document discusses performance assessments and their benefits. It outlines a two-step process for implementing performance assessments where teachers establish criteria and design tasks to evaluate student proficiency. Performance assessments allow direct observation of a student's ability to apply their knowledge and skills. Effective performance assessments provide contexts for students to demonstrate their reasoning and mastery based on a clearly defined set of criteria. Rubrics are also discussed as an important tool for clarifying expectations for students, supporting instruction and assessment, and facilitating student learning.
Cc
This document contrasts ineffective coaching practices like anger, assumptions, and blame that spread negativity and fear, resulting in unhealthy outcomes, with more strategic and effective practices like reflection, seeking causes and solutions, revising strategies, setting goals, inspiring confidence, rewarding improvements, and communicating progress to achieve healthier results.
Finding Flow: Improving Student Experience by Improving Staff Experience; Fro...
Finding Flow: Improving Student Experience by Improving Staff Experience; Fro...Association of University Administrators
In large and complex organisations, such as Universities, processes often evolve around our structures rather than being designed with a focus on understanding and meeting the needs of our end users. Loughborough University’s Change Team, established in 2013, works with colleagues across the organisation to review processes that cut across Schools and Professional Services and to improve the experience of our end users. Doing better for our end users often results in staff time savings which enable colleagues to focus their efforts on more value-add activities which better support the University’s strategic aims. In recognition of the success of a project looking at our employment and claims processes for bought-in University teaching, the Change Team and HR Team at Loughborough University received the following awards: • Times Higher Education Leadership and Management Award – Outstanding Strategic Planning Team • Midland HR Award – Most transformational HR/Payroll project Members of the Change Team will share Loughborough’s approach to process review and service improvement. An interactive activity, based on a real case study, will allow you to: walk in the shoes of someone learning how a process works in reality and not how Managers assume it is working; map the existing process effectively; analyse the process to identify failure demand, duplication and hand-offs which lead to long process times and end user dissatisfaction; and how to design out this waste to achieve a better outcome for end users and the organisation alike. GeekNight - Organizational Culture
A talk from July 2017 GeekNight event on how culture affects the organization and what can be done to improve it.
GeekNight is a monthly technical event at ThoughtWorks.
Quick Goal Attainment
The document provides tips and strategies for goal setting, emotional intelligence, customer service, leadership, and personal growth. It discusses setting SMART goals with action, level, and deadline. It emphasizes listening to customers, apologizing, solving problems, and thanking them. It also discusses nurturing individual and collective identities through recognition and team building. Leaders are advised to reflect on their values and impact on company culture. Transformational leadership focuses on relationship building through mentoring. The document stresses the importance of aligning personal values with an organization for high job satisfaction. It identifies common fears that can hinder personal growth like fear of commitment, ridicule, failure, and unknown.
Identifiying your career path
A presentation for students and young people seeking identify a career they can live on for a lifetime and enjoy the experience whiles on the career path.
Presentation Coaching 2
The document discusses the principles and process of coaching to improve employee performance, outlining that coaching involves guiding employees towards their goals through sharing experience and supporting their development, rather than directing or correcting them, and effective coaching requires establishing trust, actively listening, asking questions, giving feedback, and developing action plans with follow up.
Teamwork ppt
The document discusses teamwork and its benefits. It defines a team as a group working together towards a common goal, and teamwork as effective cooperation and communication. It outlines the stages of team development, from forming to performing, and key teamwork skills like trust, communication, problem-solving and conflict resolution. Benefits of teamwork include quick solutions, improved productivity, diversity of ideas and better decisions. High-performing teams can improve productivity, quality, flexibility, response to change and work attitudes.
What's hot (17)
The Supervisor as Trainer by San Diego State University
The Supervisor as Trainer by San Diego State University
QCL-14-v3_Fishbone Banasthali University_Himani Bhandari
QCL-14-v3_Fishbone Banasthali University_Himani Bhandari
Finding Flow: Improving Student Experience by Improving Staff Experience; Fro...
Finding Flow: Improving Student Experience by Improving Staff Experience; Fro...
Viewers also liked
Assignment 1
The document discusses how role models have evolved over time. It notes that generations in the past looked up to celebrities like Mariah Carey and Will Smith, while newer generations see Nicki Minaj and Lil Wayne as role models. However, an expert is quoted as saying that kids today are fundamentally the same as past generations in trying to find their identity and place in the world, despite changes in popular role models over the decades.
MonFinancier n°6 // Printemps 2011
Magazine MonFinancier, courtier spécialisé en assurance vie, placements et défiscalisation.
MonFinancier n°5 // Novembre 2010
Magazine MonFinancier, courtier spécialisé en assurance vie, placements et défiscalisation.
Viewers also liked (12)
Similar to CE Group Intro
4 work readiness and reflection on wr and pol
This document discusses key work readiness skills such as diligence, collaboration, adaptability, communication, time management, problem solving, and their definitions. It provides examples of each skill and how they are important for minimizing training, being promoted, adapting to new technologies, and interacting with diverse colleagues. Project-oriented learning helps build these skills by requiring collaboration, time management, and problem solving for complex, real-world simulations. Teachers should incorporate learner-centered activities to further develop students' work readiness.
Constructive coaching & feedback 1.1
This document provides guidance on constructive coaching and feedback. It differentiates between feedback and coaching, noting that feedback focuses on past behavior while coaching focuses on developing future behavior. A five-step model for coaching is presented: establish goals and purpose, discuss and clarify details, gain agreement, discuss performance solutions, and summarize the action plan. Coaching opportunities are analyzed based on whether an individual is willing and able, unwilling but able, willing but unable, or unwilling and unable. Guidelines are provided for being an effective coach, including asking questions, listening well, and recognizing and addressing resistance.
Employee Counselling
Employee counseling provides help and support for dealing with difficult times at work. It helps employees see problems from different perspectives and develop action plans. Counseling is needed in the workplace when employees have issues like unrealistic targets, excessive workload, absenteeism, or personal problems. The counseling process involves identifying the need, preparing for counseling, conducting a session, and following up. Effective counselors use active listening, ask questions, and help employees problem solve and make decisions. Counseling benefits include reduced turnover and absenteeism and improved performance and productivity.
1Slide_Presentation_for_Rich_May,_Tetra_Tech.ppt
Leading teams is integral to every leader in an organisation. With this text we look at how you can manage teams as a leader
1Slide_Presentation_for_Rich_May,_Tetra_Tech.ppt
This document discusses high performing teams and provides guidance on team dynamics, characteristics, and coaching. It explains that high performing teams have clear goals and missions, balanced participation, effective decision making processes, and shared leadership. Team members are reliable, flexible, and respectful, while utilizing their diverse skills. The document also outlines different leadership and coaching styles, emphasizing the importance of communication, motivation, and holding members accountable. Coaching involves building rapport, active listening, questioning skills, and providing constructive feedback.
High Performance Teams.ppt
The document discusses high performing teams and team leadership. It defines what makes a team different than a work group, outlines the characteristics of high performing teams including clear goals and roles, balanced participation, and effective decision making. It describes the stages of team development from orientation to termination. Qualities of strong team members are discussed such as active participation, communication, and problem solving. Effective team leadership is described as facilitating the team and removing obstacles so the team can perform at its highest level.
SHANE DOUGHTY PERFORMANCE REVIEW - SUPERVISORY AND MANAGERIAL 15(2)
- Shane Doughty received an overall performance rating of 4 out of 5 in his role as Area Superintendent at CBI, indicating he often exceeds expectations.
- His manager praised Shane for safely closing two large material sites ahead of schedule and without safety incidents, demonstrating inspirational leadership qualities.
- Shane was described as an experienced, effective leader with strong communication, safety, and people skills who reliably delivers high quality work.
SODEI behaviours
This document describes the behaviours essential for
effective performance at SODEI and are key to achieving
results now, and in the future - playing a fundamental role in
helping us deliver our strategy. Together with behavioural
indicators, they underpin our people strategy and define
how we approach our work through our skills, knowledge and
experience in the most effective way possible.
Team Building IPE
This document discusses strategies for building high-performing teams. It covers topics like team roles using Belbin's model, stages of team development, causes and resolution of conflict, and how to avoid issues like groupthink that can cause teams to fail. The key points are:
1. Belbin's model identifies 9 team roles that are important for success. Members should understand their own roles and strengths.
2. Teams go through forming, storming, norming, and performing stages as they develop. Managing this process is important.
3. Both functional and dysfunctional conflict can occur and should be resolved through strategies like avoiding, accommodating, compromising, or collaborating.
4. Common causes
Coaching introduction
The document discusses coaching and provides definitions, benefits, principles, and models for coaching. It defines coaching as a collaborative process that facilitates self-directed learning and growth. Some key benefits mentioned are improved performance, relationships, creativity and unlocking a person's potential. It introduces the GROW and BOOST models for goal setting and feedback in coaching. It emphasizes the importance of listening skills, questioning techniques and putting coaching into practice.
Coaching Skills for Managers
Learn about, knowledge about coaching skills, talent development program, support structure for new talents, alignment of company mission, vision and obejctives
Team management
This document discusses the characteristics of effective management teams. It defines a team and lists characteristics like shared goals, agreed performance standards, clear roles, values, constructive conflict, cooperation and effective processes. Effective management teams also have appropriate leadership, commitment to evaluation, feedback systems, and training. They maintain healthy external relationships and encourage free expression of differences while focusing on problem solving. The document emphasizes having the right people on the team with unique skills and respect, clear shared goals, and strong relationships. It provides tips for building effective management teams like assessing strengths and weaknesses, setting development goals, and coaching to support or change attitudes and behaviors.
A Simple Guide for Mentoring
Mentoring involves a developmental relationship where an experienced person provides guidance and support to help a mentee achieve personal and career goals. The relationship is based on trust and involves coaching, counseling, sharing knowledge, and providing emotional support. An effective mentor acts as a role model, facilitates the mentee's growth, and helps the mentee develop new skills and perspectives over the long term through both directive and non-directive influence. Key responsibilities of mentors include listening without judgment, asking questions to help mentees learn, and supporting mentees as they work to find their own solutions.
New Supervisor Skills for Success
The document provides guidance for new supervisors on key skills needed for success in their role. It discusses setting goals and demonstrating effective behaviors. Some important skills covered are decision-making, managing change, time management, communication, delegation, and training. The document provides tips on how to set goals, make decisions, introduce and sell changes to employees, manage time effectively, delegate tasks, and meet employees' needs. The overall purpose is to help new supervisors understand the expectations of their role and develop important supervisory skills.
New Supervisor Skills for Success
The document provides guidance for new supervisors on key skills needed for success in their role. It discusses setting goals and demonstrating effective behaviors. Some important skills covered are decision-making, managing change, time management, communication, delegation, and training. The document provides tips on how to implement changes, sell ideas to employees, make decisions, and deal with employee needs. Overall, it outlines the many responsibilities of a supervisor and gives advice on skills that are important for supervisors to possess and develop in order to be effective in their role.
Олена Григорчук
This document discusses techniques for motivating agile teams. It begins by explaining the importance of motivation for project success, even when using agile frameworks. It then covers Bruce Tuckman's model of team formation stages: forming, storming, norming, performing, and adjourning. Successful motivational techniques discussed include goal setting, empowering team members, showing appreciation, and celebrating successes. The document also provides tips for 1:1 meetings, performance appraisals, onboarding new members, and using team building activities to increase motivation. Overall, the key message is that both self-motivation and effective leadership are needed to maintain a high-performing agile team.
Adaptive Leadership - immaculate.pptx
Adaptive leadership focuses on dealing with change and uncertainty. It stresses flexibility, active listening, constant learning, and evolution to help organizations weather internal and external changes. Adaptive leaders anticipate change rather than reacting to it. They take a proactive approach and remain agile and resilient when facing challenges. This presentation discusses the principles of adaptive leadership, including emotional intelligence, organizational justice, development, and strong character. It provides examples of adaptive leadership and offers next steps such as engaging stakeholders, focusing on career education, and ensuring accountability through transparency. The goal is to help the organization and its members adapt to changes in technology, jobs, and learning needs.
Become a leading learner. Connected learning: A Smart framework for educators
As we move forward with the use of a range of technologies and pedagogies to meet rapidly expanding future needs, teachers are deluged with expectations of becoming a future oriented teacher to meet the future learning needs of our students. There are numerous frameworks to use when planning curriculum activities and the challenge is to decide which one best fits a given set of needs. Frameworks need to provide guidance and structure while still enabling flexibility. Connected learning, design thinking and digital literacy are principles, methodologies and literacies that must be incorporated into everyday teaching if future learning needs are to be met.
During the webinar, participants will explore some frameworks and discover one framework for learning developed by the presenter.
Team building
The document discusses team roles and dynamics. It identifies four main team player roles: the Doer, the Visionary, the Feeler, and the Boat Rocker. Each role has strengths and weaknesses. Effective teams require a balance of these roles. Team leaders must understand different styles and ensure roles are used appropriately to achieve goals and maintain positive team functioning.
101 - Setting up an in-house mentoring scheme, a case study
The document summarizes a session from the AUA Annual Conference 2012 on setting up an in-house mentoring scheme. The session reviewed the key aspects of mentoring, critiqued a case study of implementing a mentoring program at a university, and discussed lessons learned. The case study involved establishing a technical focus mentoring scheme with annual cycles, workshops, and evaluations. Participants noted the scheme required senior support, clear parameters, and regular meetings. Effective mentoring was found to involve listening, setting goals, and honest feedback while ineffective aspects included defensiveness and lack of effort.
Similar to CE Group Intro (20)
SHANE DOUGHTY PERFORMANCE REVIEW - SUPERVISORY AND MANAGERIAL 15(2)
SHANE DOUGHTY PERFORMANCE REVIEW - SUPERVISORY AND MANAGERIAL 15(2)
Become a leading learner. Connected learning: A Smart framework for educators
Become a leading learner. Connected learning: A Smart framework for educators
101 - Setting up an in-house mentoring scheme, a case study
101 - Setting up an in-house mentoring scheme, a case study
CE Group Intro
- 2. BEHAVIORAL NORMS . Make CE a time priority and make meetings a priority . Have a solid work ethic and follow the team standard · Come prepared to meetings · Work efficiently – FOCUS · Meet deadlines · Work to the best of your ability in pursuit of the team goal · Don’t be afraid to ask for help Be supportive and positive Address problems as soon as you realize they occur
- 3. BEHAVIORAL NORMS Be an active listener and be an active participant Come with ideas and be willing to give suggestions Be willing to give and take constructive criticism Communicate effectively in and out of class Be flexible and open minded with ideas, in group discussions and task execution and designation Understand and be willing to change your methods
- 4. ROLES/RESPONSIBILITIES Project Manager - Scott Management Paper Director - Erin Marketing Paper Director - Chris Editors - Mgmt.: Laura, Michael & Mktg: Aminah, Heather HR Director - Jocelyn Research Director - Tung, Ricky
- 6. TEAM BONDING