iMET is set to be a global community to develop, promote and encourage innovation, Mentorship, Entrepreneurship and Talent building with Practitioner’s or Doer’s perspective.
iMET activities thus enables an ecosystem of, for and by the professionals to participate, educate, incubate, collaborate and co-exist to make each other successful.
Chandigarh chapter was our first BOOT CAMP on Transforming an Idea into an Enterprise.
Don't equate entrepreneurship with Fortune 500 companies. The entrepreneurs who appear on the front cover of business magazines are not the only entrepreneurs.
Are you a startup owner? have you considered knowledge management as part of your strategy? click on the presentation in order to find out why you should!
“GAGY is a Global Platform for Businesses, Entrepreneurs, Top Management, Leaders, Students and Everyone who inclines Business.GAGY is gonna Top 10 Digital Marketing Events In 2019 so make your business on a global platform with GAGY now”
4 Timeless Business Lessons Revived in the Social Media Era (Clara Shih, LIM...Hearsay Systems
LIMRA August 2013 Social Media Conference for Financial Services keynote presentation from Clara Shih, CEO, Co-Founder, Hearsay Social, titled "4 Timeless Business Lessons Revived in the Social Era." Covers social sales best practices for the financial services and insurance industries.
The value of advisor relationships hasn't changed. Producer's connection with their customers and the community are the key to growing business. However, the way that advisors connect with and relate to customers has changed. This session will cover four timeless business practices that should be engrained in your field force, and how the practices have been 're-birthed' in the social era.
Originally presented August 23, 2013
iMET is set to be a global community to develop, promote and encourage innovation, Mentorship, Entrepreneurship and Talent building with Practitioner’s or Doer’s perspective.
iMET activities thus enables an ecosystem of, for and by the professionals to participate, educate, incubate, collaborate and co-exist to make each other successful.
Chandigarh chapter was our first BOOT CAMP on Transforming an Idea into an Enterprise.
Don't equate entrepreneurship with Fortune 500 companies. The entrepreneurs who appear on the front cover of business magazines are not the only entrepreneurs.
Are you a startup owner? have you considered knowledge management as part of your strategy? click on the presentation in order to find out why you should!
“GAGY is a Global Platform for Businesses, Entrepreneurs, Top Management, Leaders, Students and Everyone who inclines Business.GAGY is gonna Top 10 Digital Marketing Events In 2019 so make your business on a global platform with GAGY now”
4 Timeless Business Lessons Revived in the Social Media Era (Clara Shih, LIM...Hearsay Systems
LIMRA August 2013 Social Media Conference for Financial Services keynote presentation from Clara Shih, CEO, Co-Founder, Hearsay Social, titled "4 Timeless Business Lessons Revived in the Social Era." Covers social sales best practices for the financial services and insurance industries.
The value of advisor relationships hasn't changed. Producer's connection with their customers and the community are the key to growing business. However, the way that advisors connect with and relate to customers has changed. This session will cover four timeless business practices that should be engrained in your field force, and how the practices have been 're-birthed' in the social era.
Originally presented August 23, 2013
Showcasing the enthralling stories of such entrepreneurial leaders who are driving transformation, Insights Success features the starlets of the modern business arena in its latest edition, “Entrepreneurs of the Year 2023.”
In the current VUCA environment, if organisations are to outdo their competition and grow market share, they need the right senior talent in the right roles. Why is it then that so many organisations don’t apply the necessary discipline and rigour when making senior level appointments?
Learn what can be done to minimise the risks within the recruitment process and maximise the chance of getting the right senior leaders on board.
Read trends in the current state of recruitment and selection and learn three best practices for re-focusing your senior leader selection process.
Innovate Finance’s booklet ‘Celebrating Diversity in FinTech’ shines a spotlight on leading FinTech firms and institutions closing the diversity gap in FinTech and promoting inclusion within the workplace.
The booklet features 10 member companies including some of the world’s most successful and exciting FinTech businesses such as Bankable, Neyber, remittance companies Azimo and World Remit, leading banks Lloyds Banking Group and RBS.
The Benefits Of Innovation Workshops: Co-Creation And Remote CollaborationHarry Alford
Innovation workshops drive companies to develop a compelling point of view, see competitive challenges in a new light, address specific painful problems, and create hooks of synchronicity to stimulate productivity. Over the course of a three-hour session, we facilitate design thinking exercises to connect problems to a solution. This presentation articulates the benefits of participating in an innovation workshop.
Excellent virtual presentations are based on a clear understanding of purpose, environment and audience, including multicultural audiences. They are designed to be logically sound, to present messages clearly and to deliver with impact.
This TMA World presentation will explain best practices in preparing and delivering memorable virtual presentations, ensuring your message is heard and understood.
Startup Branding and Public Relations in times of constant change - IndonesiaLars Voedisch
Some call it a perfect for startups - and some of the biggest tech firms in the world were born out of economic downturns or transition periods. PRecious Communications Indonesia shares what it needs for startup brands to succeed during Covid and times of constant change
Practex Management Consulting is the first firm focusing on delivering soft skills programs in a simulation format converting the intangible into tangible delivered with the highest quality standards.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Showcasing the enthralling stories of such entrepreneurial leaders who are driving transformation, Insights Success features the starlets of the modern business arena in its latest edition, “Entrepreneurs of the Year 2023.”
In the current VUCA environment, if organisations are to outdo their competition and grow market share, they need the right senior talent in the right roles. Why is it then that so many organisations don’t apply the necessary discipline and rigour when making senior level appointments?
Learn what can be done to minimise the risks within the recruitment process and maximise the chance of getting the right senior leaders on board.
Read trends in the current state of recruitment and selection and learn three best practices for re-focusing your senior leader selection process.
Innovate Finance’s booklet ‘Celebrating Diversity in FinTech’ shines a spotlight on leading FinTech firms and institutions closing the diversity gap in FinTech and promoting inclusion within the workplace.
The booklet features 10 member companies including some of the world’s most successful and exciting FinTech businesses such as Bankable, Neyber, remittance companies Azimo and World Remit, leading banks Lloyds Banking Group and RBS.
The Benefits Of Innovation Workshops: Co-Creation And Remote CollaborationHarry Alford
Innovation workshops drive companies to develop a compelling point of view, see competitive challenges in a new light, address specific painful problems, and create hooks of synchronicity to stimulate productivity. Over the course of a three-hour session, we facilitate design thinking exercises to connect problems to a solution. This presentation articulates the benefits of participating in an innovation workshop.
Excellent virtual presentations are based on a clear understanding of purpose, environment and audience, including multicultural audiences. They are designed to be logically sound, to present messages clearly and to deliver with impact.
This TMA World presentation will explain best practices in preparing and delivering memorable virtual presentations, ensuring your message is heard and understood.
Startup Branding and Public Relations in times of constant change - IndonesiaLars Voedisch
Some call it a perfect for startups - and some of the biggest tech firms in the world were born out of economic downturns or transition periods. PRecious Communications Indonesia shares what it needs for startup brands to succeed during Covid and times of constant change
Practex Management Consulting is the first firm focusing on delivering soft skills programs in a simulation format converting the intangible into tangible delivered with the highest quality standards.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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-Staring across a sea of insurance industry folk, something is strikingly clear: it is a homogenous mass of old white men. For this planar industry to survive, awareness of an evolving three dimensional world is of utmost importance. -The insurance ‘Old Boys Club’ has to cater to a variety of ages, genders and races to accommodate for distribution management growth. -A 2010 article in the New York Times estimated that 50 percent of insurance agents in the United States and 70 percent of claims adjusters are over the age of 45, a number that will only get worse as the population ages. -In Canada, women hold only 24.3% of senior officer positions in insurance and financial services firms. Shockingly, as of March 2011, 30% of financial services companies had zero women in senior positions. -Now that more women than men are graduating from higher education, this inequality seems archaic. In addition to this, only 10% of agency heads in the United States are minorities, despite making up a much larger percent of the population. Though the game is changing, the dice still remain in the same hands, creating a problem as they all approach retirement age. -Generation X and Y must be trained and recruited to fill their positions, but we have to consider what they are looking for in the workplace. The number of insurance companies in the US and Canada recruiting inexperienced sales representatives has sharply declined over the past few decades. Now that many in the industry are retiring, the need for new and inexperienced sales representatives is growing. -How can we appeal to them? How do we transition agents into management positions? How do we create a gender neutral environment? All these questions must be answered so the next generation of advisors can rise up and fill the shoes of the baby boomer generation.
-To understand how to appeal to younger generations (X and Y), one has to make a few “politically correct generalizations” based off of historical context. -Baby Boomers-Workaholics-Loyal to their organizations- Do not want to retire (14%)-Value flexibility-Embrace Teamwork-Motivated by salary Baby Boomers grew up in a healthy post-war economy raised by World War generation traditionalists. They value a strong work ethic and are very loyal to their organizations. The well documented hippie and feminist movements were in response to the perceived rigidity of their parents. Baby boomers raised their children to think freely and share their opinions, not wanting to make the same mistakes as their parents.
Generation X-Individually focused-Mistrustful -Work to maintain a particular lifestyle-Creative-Have an entrepreneurial spirit -Interested in technology-Motivated by security The children born after the baby boomers are considered Generation X (born between 1964 and 1980) and are the smallest group. Though they also had traditionalist parents, they are quite different from baby boomers and Generation Y. Every generation tends to look at the generation that succeeds them as “whining incompetents”. Each should try instead to recognize that their expectations might not be the same as their own and help them to succeed in their career, rather than trying to change them. A majority of Generation X has been in the workforce for some time and chronologically ready to be transitioned into leadership positions. This generation was the first to have mothers in the workforce, so called “latchkey kids”, and as a result is very different from the boomers. They are more individually focused and laid back than the baby boomers who work to work and not only maintain a specific lifestyle. Their independence and self-directed nature is an asset to any organization, however they also have a hard time establishing loyalty and trust within a particular company after growing up during economic uncertainty in the 80s and 90s. They assume that companies view them as an expendable commodity and tend to value options4. Baby boomers have some difficulty understanding these differences because they see it as an X’ers lack of commitment to their career, a misguided fear. What strategy can boomers employ?To gain an X’ers trust, leaders must be able to give them the opportunity to strike on their own and show what they have to offer as an individual. Communication about expectations, corporate identity and a company’s vision is the most fundamental pillar in building trust. Building a collaborative network can enable individuals to specialize in certain skills and contribute to the success of the whole. Boomers and Generation Y tend to have a close relationship, making Generation X feel like they are being overlooked, wedged between workaholics and entitled brats. It is fundamental for veteran leaders to keep X’ers from fleeing in droves to pursue their own projects so that the insurance industry can survive the mass exodus of boomers that is just on the horizon.
Generation Y-Value Technology-Interested in making a positive contribution to society-Most diverse-Need more feedback-Embrace teamwork-Need a steady rate of advancement-Require flexibility The children of the boomer generation constitute Generation Y (born between 1981 and 1994), many of whom are starting to enter the professional realm. They are not afraid to share their opinions, are much more comfortable with diversity and open to learning opportunities. The insurance industry lacks appeal for Generation Y for a number of reasons. The economic downturn and health insurance debate have demonized the entire industry. For many young people it conjures up images of a horned, winged beast taking advantage of the vulnerable. Since Generation Y is concerned with making a positive contribution to society and value a diverse environment, they are deterred from perusing careers in this industry. First and foremost, the insurance industry has three key benefits: compensation, control and contribution. The sky is the limit for those with salesman personalities because there is no cap on commission. They have full control over their success or failure: which appeals to both generation y and generation x. If life insurance companies were able to emphasize their social responsibility, it will most definitely aid in recruiting a younger demographic by giving them a sense of purpose. Life insurance exists so that individuals have a safeguard if they are faced with a financial tragedy or a family member passes away. This purpose, and not profitability, should be emphasized to Y’ers. Offering short term fellowships to new recruits to travel and make a positive contribution in pre-approved ways would also draw them to the industry. What Strategy can be used?In 2008 UBS introduced a new recruit, fresh out of college, to a graduate deferral program that enabled someone to take a year to devote to community service. They promised to hold the position open and pay half of his salary along with a stipend for health insurance. The new recruit took that time to help non-profits around the world, learn Spanish and develop an AIDS-education program. When he returned he was happy to fill the position. If insurance companies had similar programs, they would appeal to younger recruits, not to mention make a positive contribution to the world. Subsidized self-exploration is the perfect way to recruit college graduates in the midst of their quarter-life crisis.
Upper management is primarily comprised of men in their 50s and 60s who are, at times, intimidated by technology. Because both Generation X and Y have grown up with technologically driven instant gratification and access to social media, a lagging work environment is unappealing. Generation Y makes up 30% of the internet population and is used to constantly checking their facebook page and twitter account. They also value flexibility for this reason. Why sit at a desk when you can access the same information from your smartphone, tablet and laptop? Time Warner recently offered a reverse mentorship program through which “tech-savvy college students” mentored senior executives on social media and emerging digital trends5. If insurance companies offered similar programs, not only would senior managers become more technologically aware, the younger generation would become familiar with the organization and feel valued. Customers are now becoming more internet-savvy than ever and can easily look up policy prices for competing companies. It would be in the best interest of older agents to learn this digital landscape if they want to continue to be successful and establish a strong on-line presence as well as have a point of sound connection and comfort conversing with younger agents.
A LIMRA study conducted in 2008 found that women, who make up 47% of the workforce, only made up 7% of agency head positions in the insurance industry. 93% of agency heads and 88% of sales managers were men3. Women joining the industry, for the most part, will be less interested in the boy’s club traditions of going golfing and drinking beer. Somehow, a gender neutral environment must be created. This can be done by providing mentoring for all, regardless of gender and becoming more focused on merits alone. Generation X women are not as drawn towards feminist activism as their mothers were, but still value the ability to climb the proverbial corporate ladder. These women have children later in life than their mothers, but tend to serve as the predominant caregiver. They would like the flexibility of not having to adhere to a traditional linear career path. If they want to work from home for some time while their children are young, they should have that option especially because technology enables them to do so. Part time work schedules or apprenticeships might also appeal to some that have children in school between 9 to 3pm. Women should be given the same opportunities in management as men, instead of just being resigned to lower rung tasks because of the need for a different career path. Generation X women are educated and capable of taking the place of senior officers. According to The Sponsor Effect: Breaking Through the Last Glass Ceiling in the Harvard Business Review, women are unable to break through the glass ceiling because of the lack of male advocacy. In a male dominated industry women need the sponsorship of an older man, which can become uncomfortable if any actions are misconstrued as sexual interest. Single women are seen as threats, while married women with children are seen as less available. Considering that the coaching relationship is crucial for training new leaders, this type of thinking must change. Women in Generation Y are not very different from the men of generation y. More women than men of this generation are graduating from college and are creating wealth at a faster rate. Many of them consider work and family to be of equal importance. They are not merely satisfied with marriage and motherhood, but value a challenging professional life as well. We do not need to perpetuate any gender role stereotypes (i.e. women being more nurturing), to appeal to this demographic. Y’er fathers spend significantly more time with their children than previous generations. 82% of generation y women believe that a woman you has a career can have just as close of a relationship with her children as a woman who is unemployed, versus 60% from generation x. Recruiting and appealing to men and women should entail the same process.
Generation Y needs a lot of feedback and encouragement in an environment they can move up quickly. They would most likely function best if more insurance companies employed a team selling model, so that a team of advisors could provide agents with the feedback they need while keeping them motivated. Generation X could also benefit because they could use their particular skill set to collaborate and contribute to the success of the whole4. Currently, only 9% of financial services sales reps have formalized team based models, but this collaborative type of model can help increase productivity and address Generation Y’s desire for team based opportunities. Collaboration gives sales representatives the ability to specialize, while leveraging out other tasks to team members. Securian Financial implemented the team model, using teams that include: a senior advisor, junior advisors, protégés/marketing coordinators and a sales manager. Team members are able to concentrate on the areas most relevant to them, while delegating out other tasks to support staff. -If you are a successful field leader who is considering moving to a team structure, Building High-Performance Adviser Teams is the perfect guidebook to consult. It organizes the process into five parts: Organizing teams, managing team processes, tracking team performance, launching and maintaining teams and leading teams and addresses common problems that occur during the formation of a team. Collaboration would assist in meeting the challenges that new technologies and an emphasis on service delivery have created. Firms must be open to growth and able to cope with unanticipated changes while still satisfying their customers.
To organize a team, a field leader must define the roles and responsibilities of each team member. Accountabilities should be very clear so the individuals know what they are responsible for and can be rewarded for their successes. Structure depends upon the talents of each individual and can be organized in a variety of ways. - Product-based teams focus on a particular product line and work together. This type of team is especially common on multiline firms using specialists to sell multiple products. An example of this could be creating teams of homeowner specialists, commercial specialists, investment specialists, auto specialists and life specialists who all depend on a support staff. Individuals in these this type of team would have product-based roles. -Market-Based teams concentrate on a market segment, either based on targeting specific types of clients or geographic regions. Members of this team will have to take on market-based roles by concentration on a particular segment defined by income, race, ethnicity, gender or geography. -Skills-based teams structure their team around the skill sets of its members so that they can focus on aspects they can excel in. For example, in the sales process one person might be in charge of finding the client, another for closing the sale or maintaining the client relationship and another for doing administrative work. -With mentoring teams, senior/more experienced members mentor new members. Senior agents share their wisdom and knowledge with junior ones, while lightening their own load and increasing productivity. Roles in this type of structure are based on level of experience. New associates can begin to garner clients and handle cases on their own. -Blended teams use two or more team structures, depending about the needs of their organization.
-After organizing a team, a field leader must set expectations, assign accounts, manage rewards and recognition and address marketing challenges. Setting expectations involves communicating what is important for the organization and establishing targets so that members know what they are working towards. If the leader maintains reasonable expectations for behavior and attitude member will know to: respect everyone on the team, actively support and cooperate in meeting team goals, agree to disagree in decisions, focus on the issues instead of the person and to resolve conflicts directly. Expectations must be outlined as a group and individually which each member. Working on these will gain an agent’s commitment. -When an agent is starting out, they may need to assigned accounts depending on geographic proximity, client tiers or skill set. These accounts are usually only assigned in the beginning, after which agents are to establish their own. It is important to communicate with these new agents about what they should be responsible for and if there is a change in the process. Because a team structure might give the perception that individual contributions will not be recognized or rewarded, it is important to reinforce performance and behavior with a reward system. Monetary rewards can include: split commissions, production bonuses and contests, team leader’s compensation or support staff compensation. Nonmonetary recognition could be personal recognition or at a team or firm meeting. This will encourage a group to function at their best.
Once the team is fully in place and each member is aware of their responsibilities, team performance must be tracked. How can you know if your team structure has been successful without tracking performance? A leader can look at the different components that determine success: sales, marketing efforts, finding new clients, client retention and activity. Sales constitute the total premium generated; measuring how many sales were made is the largest part of figuring out a team’s productivity. Evaluating teams by how well their products are marketed is also common. Other questions leaders have to ask when determining the performance of their team can include: -How many new clients did we acquire?-Were we able to retain our clients? If companies use exit fees, transfer complexity and loyalty rewards they are better able to retain clients. Client satisfaction must be a priority as well as identifying the sources of any client dissatisfaction. Customer surveys are a useful tool in determining why clients feel the way they do.-How many sales calls and follow-up appointments were made?
Building synergy between the team members is crucial for the success of the team. The most difficult part might be initiating the team in the first place, indicating that energizing the team, making sure team members are compatible and establishing a clear mission are very important. Individuals who have been successful on their own are often reluctant to become part of a team, so it would be in the team’s best interest to communicate what each person can gain from using a team model. Team members can be selected by assessing an individual’s experience and behaviors, what they have to offer and how they would fit with other team members. This can be done by: documenting job requirements, assessing what behaviors are important to be successful in the role, sharing the organizational structure, culture, team values and beliefs, brining existing associates into the recruiting process and conducing behavioral event interview. A formal, structured orientation program is a good idea for transitioning new members into the team. New members need more mentoring so it is important to maintain frequent contact with them and create opportunities to build relationships.
Now that we have our team and its members, team development should become the focus. Teams take time and patience to form and go through different phases: forming, storming, norming and performing. During the forming stage listening to members and mentoring them will help guide team members through moments of confusion and anxiety. Once the team is launched it is in storming phase and conflicts may arise. Leadership must establish a balance between placing restrictions and sitting back and letting the team work out its own conflicts. By the time a team reaches the norming phase, the team hits its stride and everyone is aware of their responsibilities. The only hurdle at this step might be complacency, which can be avoided by providing the team members with new challenges. Once a team is at performing level , members are exceeding expectations and are able to lead themselves. It is the goal of every leader to bring their team up to the performing level. -Shared vision can create a common identity among diverse people and motivates individuals to work as a team to achieve their goals.
How do we move someone from production to management? The two might seem very different, but the qualities needed to succeed in production are very similar to those needed to become a top performing leader. To transition someone into a leadership position, they must be given more responsibility. These include recruiting, selecting, training and creating a culture of high performance and support. By the end of 2007 in the U.S., 44% of agency heads were over the age of 50. The time is now to commence a serious migration of new leaders, the question is “how?” When facilitating a new frontline leader, a lot of emphasis must be placed on the recruiting and selection process, especially during the first few months. Some studies found that 40 percent of new leaders fail within 18 months, which lends support to the importance of a strong coaching relationship6. Without reciprocity, the likelihood of success diminishes exponentially. New leaders should be ultimately responsible, but the burden of assessment lies on the veteran leaders. Guidelines for new managers on recruitment, training and development procedures:
Elements of LeadershipFirst, the new manager must be responsible for recruiting new agents. This involves:-Locating the organization’s recruiting and selection procedures -Interviewing experienced managers who are successful recruiters-Taking into account what procedures high-performing organizations use Define candidate profile Develop sources of prospects (cold and warm sources) Identify prospects Introduce the career to prospects Continue interested prospects to the selection process selection-Use a referral network: internal nominators, external nominators and personal observation to find new potential candidates. -Use cold source leads and assist an experienced manager conduct a seminar for cold source prospects. -Use ratios to determine how many contacts need to be generated to get quality recruits. Experienced managers play a crucial role in debriefing new leaders on their recruiting activity. All prospects must be screened, assessed.In depth interview screening tests to at least five candidates assess personality and characteristics -Managers must demonstrate how to assess candidates against the organization’s candidate profile-Interview newer associates in the firm to see whether they fit the candidate profile and practice interviewing skills.-Conduct initial screen interviews of the prospects -Debrief with managers about each candidate -Review compensation and expectations interview-Role-play with an experienced manager-Co-conduct at least two compensation and expectation interviews-Conduct the interview while an experienced manager observes -assess willingness and referrals with project nominator form. Arrange to go out with some of them on their market surveys.
-New recruits should be encouraged to attend both formal and informal agency gatherings for the purpose of building team relationships.-At this point supervisors play a crucial role in reviewing the firm’s expectations and should role-play with the new leader giving the full introductory presentation. After this, the new leader should give the full introductory presentation to current candidates. -Once an individual is selected they must be trained, where the trainer becomes more of a coach/mentor than just a manager. This process can be summed up into four broad steps:Level One: Explain the process and the role of fact-finding to the new recruit. Level Two: Accompany new associate on one or more fact-finding appointments while they conduct the interview. They must be debriefed properly as the case progresses. Level Three: Start shifting more responsibility from yourself and others to new associate. Make sure all associates get the practice and coaching they need. Level Four: After six months have the new associate take on a trainer role. --New associates must be trained on sales procedure using the help of veteran producers. They will learn from joint-work, rather than teaching. This includes: prospecting, interviewing, analysis, developing illustrations and case presentations. Any time a new associate misses target activity levels it is important for a manager to talk to them about what should be done differently. -New associates should be held accountable for activity, not results. If expectations are clearly outlined and discussed during weekly meetings, new associates will feel more motivated to complete tasks. An agency must have high activity standards to build performance. Build the right habits and work ethic by consulting veteran managers, creating contests and challenges, and recognizing top performers. -Use meetings to reinforce expectations -Ensure support through accountability
Building High Performance Leadership TeamsWhen establishing a team, trust is the underlying factor in forming a productive, harmonious group. In addition, a leadership team must establish a culture of high performance so that associates are encouraged to do their best.To prevent miscommunication and establish a big-picture goal, a leadership team must come up with a vision. The highest performing firms have a shared vision, or a big picture goal or target- a BHACVision: big picture, goal or target (gen y willing to work harder if they support vision/mission) Mission: more externally focused and reason behind the existence of the organization -A team must be devoted to the same vision/mission. The vision must be reviewed at least once a year, which can include adjusting it to accommodate changes in the organization/industry. -Everyone also has their own personal vision, so successful leadership teams must get to know the values of each of the people who work with them. A Leader A Vision Strategic Plan Tactical Plan
A. Setting Hard Targets-On a smaller scale, interim goals must be set (targets)Know your numbers, use specific, measurable attainable, relevant and time-bound goals, keep your eyes on the target and celebrate success. These targets must also be stretchable. -Lead as well as manage and coach and be coached-Challenge (gen y)
B. Create a Culture of Commitment and Personal Accountability-Everyone agrees that there should be accountability, but high performers have a different method of monitoring this. 1. “High-performing leadership teams create an environment of personal commitment and ownership by working collaboratively with their advisers. “ -Shared information (mutual review of performance) -Shared understanding (reviewing things together) -Ownership (advisers actively involved in reviewing progress towards goals) -Appreciation2. Regular performance monitoring process: (gen y) -Test for understanding -Test for willingness -Test for ability -Test for opportunity -Adjust for experience 3. Setting Priorities -Stick to your priorities-Keep organization focused on those by regularly addressing them in meetings, newsletters and other communications-Identify factors that impact your top priorities 4. Personality differences (Type A’s) -High achievers should know their value -Coach type A’s in appropriate coaching behaviors -Manage yourself 5. Good promises are: public, active, voluntary, explicit and mission-based Building Trust (gen x) -create a safe environment: focus on problem analysis and resolution instead of placing blame-Be future- focused (gen y) - Be consistent -Acknowledge ownership-Celebrate successes: instead of just focusing on someone when they are not hitting their goals
C. Building HarmonyBoomers must be able to empathize with and understand these generations to build a high-performing work environment. A survey of 300 executives in 17 industries worldwide found that the major barrier to innovation was “lack of a conducive climate”7. This is why peacefully existing as a tight cohesive group is very important. Four Factors determining effectiveness:-Organizational climate: individuals’ perceptions about the environment affecting their work-Leadership styles- changing to meet the situation or condition-Job requirements- clearly stated and held to-Individual competencies: capabilities and motivation- evaluated, monitored and coached. Creating a High-Impact Organizational ClimateSix characteristics:-Flexibility: processes and policies that help performance should be in place.-Responsibility: individuals should have enough autonomy to be accountable for certain tasks-Standards: individuals should be challenged-Rewards: tied to key performance drivers-Clarity: individuals should know what is expected of them -Team commitment is very important: people are proud to belong to the organization and trust that everyone is working toward a common purpose (gen x and y) Types of Leadership necessary for harmony:-Authoritative: long-term vision and clear direction-Democratic: sets goals, encourages participation-Affiliative: strengthens relationships and connections-Coaching: links individual goals to organizational vision (Cop Coach Community) -In a highly collaborative environment, team members are more likely to like, respect and trust each other. -Cross-functional and cross-departmental cooperation is necessary and productive High performing leaders are:-Reallocate resources: depending on periods of high work volume-Are accessible-Are candid-Are inclusive-Orchestrate moments of collaboration -Teams should not just project the appearance of getting along (false harmony)-Must not succumb to groupthink
D. Building Trust Through Communication-High performing teams have leadership that seeks out and carefully listens, trying to get input from everyone. A team needs to solicit, respond to and incorporate the ideas of every team member. High Trust Communication 1. Active Listening, or being fully engaged in a conversation, is essential for building high trust communication. This can be done by:2. Preparing mentally and clearing your space3. Declaring your intention4. Using perception check5. Getting comfortable with silence6. Using the other parties’ names7. Asking good questions8. Paraphrasing9. Occasionally sharing your perceptions of the speaker’s feelings10. Sharing your reactions to the speaker’s message Informal Communication (gen y) -Management by walking around and asking members what they are working on -Schedule informal social events -Create opportunities for informal communication
E.Achieving AlignmentLeading with One VoiceThis is the process of combining a company’s vision, strategy and culture. The goals of achieving alignment are: -The achievement and reputation of the firm-Confidence in the firm’s key decisions Team goals should be emphasized (gen y)- why is this critical to success:-when targets are not being hit, they should be quickly adjusted-goals and strategy should be continually reinforced-revenue and expense drivers should be closely monitored-individuals should be reminded of their individual contribution-collaboration emphasized Teams are good because:-Promotes better client engagement: team can leverage skills…-Teaming increases productivity, assets and revenue -Improves Retention of Advisers-Creates structure for more efficient ways to work-Provides Advisers with Opportunities for Professional Growth Elements that distinguish top performers:-integrity-high priority on personality traits-interpersonal traits Interdependence and collective decision making are important for a high performing leadership team.
F. Developing the Leadership Team-Potential progress blocks must be identified so that an effective action can be taken. These factors can include a particular individual or the environment. -Check for attitude: if it is an individual- why does the problem exist?-Check for readiness: develop a plan together-Define success: so that the individual knows what is expected Action Learning, or using a structured process to improve performance by studying one’s own actions and experiences, can be utilized in developing a leadership team. Questions can include:-Factual-Feeling-Possibility-Decisional If a leadership team works to create a vision, set interim goals, avoid isolation and communicate properly with associates using the guidelines illustrated above, the team is bound to be successful.
A clear strategy of diversity and willingness to change the way business is done are the two biggest components of creating a more attractive work environment. Learning what each group desires out of their workplace can help a veteran leader determine how to meet their needs, acting more as a coach than a pedagogue. Generation X might be looking for opportunities to show their individual contribution to an organization, while Generation Y might be looking for flexibility and ability to make a positive social impact. The differences in Generation X and Y could seem contradictory at first, but using leadership teams and coaching to transition individuals into positions of leadership can benefit everyone.
