This document provides guidance on how to offer ownership of change to employees. It recommends:
1. Informing employees in advance so they can understand how the change will affect them.
2. Explaining the objectives and benefits of the change, as well as how and when it will occur.
3. Involving employees in all stages of the change process and keeping communication channels open to discuss the change.
It emphasizes the importance of flexibility, honesty, commitment to the change, and making employees feel like they have ownership over how the change is implemented.
The document discusses the 80% approach for overcoming perfectionism and procrastination. It argues that striving for 80% completion is often good enough and allows one to make progress rather than getting stuck waiting for ideal conditions. The key points of the 80% approach are to get the first 80% of any project done as quickly as possible, recognize that 80% is sufficient in many situations, and delegate the remaining 20% to others with relevant expertise. Adopting this approach can boost confidence, save time, improve skills, and make one more productive than trying to achieve 100% perfection.
- Provide facts and data to support your conclusions.
- Be clear, specific, brief and to the point.
- Provide lead time for decisions and deadlines.
Co-Worker:
- Be clear, specific, brief and to the point.
- Provide lead time for decisions and deadlines.
- Provide facts and data to support your conclusions.
Manager:
- Provide facts and data to support your conclusions.
- Be clear, specific, brief and to the point.
- Provide lead time for decisions and deadlines.
Customers:
- Be clear, specific, brief and to the point.
- Provide facts and data to support your conclusions.
- Provide lead time for
Creativity Inc. is an autobiography by Ed Catmull, co-founder of Pixar. This book is very helpful for us when we wants to build something meaningful that will outlast us. Be it advance manufacturing or new innovation in technology. It explains, what it takes to build and sustain a culture of excellence, one that embraces originality in its truest form. I highly recommend this book. It has applicable ideas, but more than anything it will broaden our view of why success in itself isn’t all that interesting; sustaining it is.
Key Learnings
>Eight mechanisms for new perspectives
>Honesty and Candour
>Change and Randomness
>Fear and Failure
>Starting Points
This document provides advice for new CIOs on how to effectively start in their new role. It discusses determining whether the existing IT department needs improvement or is well-run. For a well-run department, the CIO should look for opportunities not seized, festering personnel issues, and pent-up demand for IT services. The document also provides a proven three-part formula for giving constructive feedback on observed employee behavior: stating the behavior, how it made you feel, and why it caused that feeling. Finally, it notes feedback should be given privately for negative behaviors and in equal measure for positive and negative behaviors.
The definitive guide_to_the_leadership_behaviors_that_create_a_culture_of_con...K S sajeeth
This document provides leadership tips for creating a culture of continuous improvement. It emphasizes leading by example in continuous improvement efforts, empowering employees to make improvements, responding quickly to ideas, turning complaints and bad ideas into opportunities, and creating time for testing improvements. The document stresses recognizing contributions, being transparent in the improvement process, and emphasizing that failures are learning opportunities, not true failures. It cautions against over-rewarding improvements and forgetting the "study" and "adjust" phases of the PDSA cycle. The overall message is that leaders must role model and support a mindset where all employees feel responsible for ongoing, incremental improvements.
CYCLES course (5): Systems and System ThinkingBryan Cassady
A lot of research has shown that systems are the key to innovation success.
Systems are made up of interrelated components of people and processes with a clearly defined, shared destination or goal.
Systems work best when everyone shares an understanding and commitment to the aim or purpose of the system.
The foundations are clarity and a commitment to learn, and improve.
Great companies have 3 characteristics that set them apart from the rest. These characteristics are:1. An ability to see and build on strengths 2. A commitment to build innovation eco-systems and 3. A commitment to ongoing action
Deliverables: Simplifying the challenges, structuring the learning process, getting better internally and in your eco-system.
Enough information to update your objectives and start another cycle.
The document provides an overview of various business and leadership concepts discussed in Anthony Robbins' training program through concise session notes and summaries.
Building Innovation Habits
If innovation is not happening regularly in your organization, you need to re-think what you are doing to promote and enable innovation. The natural tendency is for leaders to start with a focus on motivating. When companies announce new innovation strategies, too many people see these actions as the “flavour of the month”. Without the skills and systems to make innovation happen little changes. A better solution is to first, focus on building systems to make innovation easier, then culture and lastly, business strategy.
A lot of new advances in behavioural science has shown motivation and willpower it a notoriously unsuccessful way to build habits. The state of the art is quite simple. Habits are built on behaviour. You need to make behaviour possible then reinforce the behaviour to create habits.
What is important, useful, new, or counterintuitive about your idea?
-------------------------------------------------------------------------------
Businesses almost always focus on motivating employees first. When the task is difficult like making innovation happen, the step should be making things easier. Then there is room to work on motivation.
Managers also need to be aware of the waves of willingness and learn to take hard action when willingness, so things will continue when willingness is low.
Why do managers need to know about it? How can your idea be applied today?
-------------------------------------------------------------------------------
Behaviour happens when people are willing, able and ready. Until you are getting the right behaviours, it doesn’t make sense to work on building habits. Why: Habits are essentially reinforced behaviours. If your company is willing and able to innovate (The right behaviours are possible), focus on triggering behaviours and reinforcing behaviours to build habits. If not (and most companies are here), follow this simple 4-step process: Step 1 Identify / Step 2 Facilitate / Step 3 Trigger / Step 4 Reinforcement
The document discusses the 80% approach for overcoming perfectionism and procrastination. It argues that striving for 80% completion is often good enough and allows one to make progress rather than getting stuck waiting for ideal conditions. The key points of the 80% approach are to get the first 80% of any project done as quickly as possible, recognize that 80% is sufficient in many situations, and delegate the remaining 20% to others with relevant expertise. Adopting this approach can boost confidence, save time, improve skills, and make one more productive than trying to achieve 100% perfection.
- Provide facts and data to support your conclusions.
- Be clear, specific, brief and to the point.
- Provide lead time for decisions and deadlines.
Co-Worker:
- Be clear, specific, brief and to the point.
- Provide lead time for decisions and deadlines.
- Provide facts and data to support your conclusions.
Manager:
- Provide facts and data to support your conclusions.
- Be clear, specific, brief and to the point.
- Provide lead time for decisions and deadlines.
Customers:
- Be clear, specific, brief and to the point.
- Provide facts and data to support your conclusions.
- Provide lead time for
Creativity Inc. is an autobiography by Ed Catmull, co-founder of Pixar. This book is very helpful for us when we wants to build something meaningful that will outlast us. Be it advance manufacturing or new innovation in technology. It explains, what it takes to build and sustain a culture of excellence, one that embraces originality in its truest form. I highly recommend this book. It has applicable ideas, but more than anything it will broaden our view of why success in itself isn’t all that interesting; sustaining it is.
Key Learnings
>Eight mechanisms for new perspectives
>Honesty and Candour
>Change and Randomness
>Fear and Failure
>Starting Points
This document provides advice for new CIOs on how to effectively start in their new role. It discusses determining whether the existing IT department needs improvement or is well-run. For a well-run department, the CIO should look for opportunities not seized, festering personnel issues, and pent-up demand for IT services. The document also provides a proven three-part formula for giving constructive feedback on observed employee behavior: stating the behavior, how it made you feel, and why it caused that feeling. Finally, it notes feedback should be given privately for negative behaviors and in equal measure for positive and negative behaviors.
The definitive guide_to_the_leadership_behaviors_that_create_a_culture_of_con...K S sajeeth
This document provides leadership tips for creating a culture of continuous improvement. It emphasizes leading by example in continuous improvement efforts, empowering employees to make improvements, responding quickly to ideas, turning complaints and bad ideas into opportunities, and creating time for testing improvements. The document stresses recognizing contributions, being transparent in the improvement process, and emphasizing that failures are learning opportunities, not true failures. It cautions against over-rewarding improvements and forgetting the "study" and "adjust" phases of the PDSA cycle. The overall message is that leaders must role model and support a mindset where all employees feel responsible for ongoing, incremental improvements.
CYCLES course (5): Systems and System ThinkingBryan Cassady
A lot of research has shown that systems are the key to innovation success.
Systems are made up of interrelated components of people and processes with a clearly defined, shared destination or goal.
Systems work best when everyone shares an understanding and commitment to the aim or purpose of the system.
The foundations are clarity and a commitment to learn, and improve.
Great companies have 3 characteristics that set them apart from the rest. These characteristics are:1. An ability to see and build on strengths 2. A commitment to build innovation eco-systems and 3. A commitment to ongoing action
Deliverables: Simplifying the challenges, structuring the learning process, getting better internally and in your eco-system.
Enough information to update your objectives and start another cycle.
The document provides an overview of various business and leadership concepts discussed in Anthony Robbins' training program through concise session notes and summaries.
Building Innovation Habits
If innovation is not happening regularly in your organization, you need to re-think what you are doing to promote and enable innovation. The natural tendency is for leaders to start with a focus on motivating. When companies announce new innovation strategies, too many people see these actions as the “flavour of the month”. Without the skills and systems to make innovation happen little changes. A better solution is to first, focus on building systems to make innovation easier, then culture and lastly, business strategy.
A lot of new advances in behavioural science has shown motivation and willpower it a notoriously unsuccessful way to build habits. The state of the art is quite simple. Habits are built on behaviour. You need to make behaviour possible then reinforce the behaviour to create habits.
What is important, useful, new, or counterintuitive about your idea?
-------------------------------------------------------------------------------
Businesses almost always focus on motivating employees first. When the task is difficult like making innovation happen, the step should be making things easier. Then there is room to work on motivation.
Managers also need to be aware of the waves of willingness and learn to take hard action when willingness, so things will continue when willingness is low.
Why do managers need to know about it? How can your idea be applied today?
-------------------------------------------------------------------------------
Behaviour happens when people are willing, able and ready. Until you are getting the right behaviours, it doesn’t make sense to work on building habits. Why: Habits are essentially reinforced behaviours. If your company is willing and able to innovate (The right behaviours are possible), focus on triggering behaviours and reinforcing behaviours to build habits. If not (and most companies are here), follow this simple 4-step process: Step 1 Identify / Step 2 Facilitate / Step 3 Trigger / Step 4 Reinforcement
Managing remote teams effectively requires pausing to evaluate the physical and emotional well-being of team members, taking an inventory of their environmental and technical needs for working from home, and establishing clear communication methods and boundaries. Regular check-ins, both individually and with the entire team, are important to maintain connections and monitor progress while working remotely. Managers should focus on outcomes over micromanaging, provide opportunities for social interaction, and be flexible, patient and empathetic during this difficult time.
The document provides an introduction to the core rules and culture at OutSystems for new employees. It begins by explaining that while strict dress codes were initially implemented, the company now prioritizes freedom and limits unnecessary rules to increase creativity. The rest of the document outlines seven core rules that aim to foster motivated employees, encourage problem solving, and ensure high-quality work. The rules emphasize asking why, addressing small issues before they become crises, challenging the status quo, being helpful, prioritizing efficiently, clear communication, and striving for excellence. Brief explanations and examples are provided for each rule.
The document describes Dale Emery's model of managing change based on Virginia Satir's change model. It outlines the four stages of change: Late Status Quo, Chaos, Practice and Integration, and New Status Quo. In Chaos, one experiences stress and confusion after a disruption challenges assumptions. Through creativity, one develops a "Transforming Idea" to make sense of the change. During Practice and Integration, one learns new skills until a New Status Quo is reached with a new set of assumptions. The document provides examples and offers suggestions for effectively navigating each stage of change.
Презентацията съдържа обобщение на семинара на Tony Robbins - Unleash The Power Within. Семинара е най-големият по рода си в световен план за личностно развитие и усъвършенстване. Тони Робинс е един от най-добрите експерти в тази насока и е помогнал на над 5 000 000 души по целият свят да променят и подобрят живота си. В презентацията има изключително много упражнения от семинара.
8 ways to do better Mentoring …From Bad to Great MentoringBryan Cassady
8 ways to do better mentoring:
1. Agree on expectations and process upfront by having a kickoff meeting to clarify roles, projects, challenges and success metrics.
2. Explain that ideas are built iteratively using alignment, building, communication, and improvement cycles.
3. Encourage "forcing moments" like hackathons or pitch events to accelerate progress.
4. Clarify objectives first by understanding what would cause failure before building.
5. Encourage facing reality that most ideas fail and focusing on the biggest risks early.
6. Encourage cutting scope and focus by doing less but better through iterative improvements.
7. Bring in other people and second opinions to provide outside
The document discusses decision making. It begins by defining decision making as the cognitive process of selecting an action from alternatives. It then discusses the decision making process, which involves defining the decision, considering all options, gathering information, analyzing pros and cons, selecting an option, implementing a plan, and monitoring results. Barriers to good decision making like being hasty or narrow are also covered. Tools for decision making like SWOT analysis are presented. SWOT involves identifying internal strengths and weaknesses and external opportunities and threats.
This document summarizes tips for improving productivity, work-life balance, and success from a series of articles by Matt Heinz. It includes:
- An introduction to the concept of "productivity porn" where people learn productivity tips and tricks.
- Eight core productivity best practices summarized from the articles, such as delegating tasks, saying no to take on less work, and stopping work on nights and weekends.
- A table of contents listing additional articles that provide more specific productivity tips and strategies.
5 Choices To Extraordinary Productivity Understanding By NileshNilesh Chamoli
The document discusses five choices for improving productivity: 1) Act on important issues rather than reacting to urgent tasks, 2) Go for extraordinary results rather than settling for ordinary outcomes, 3) Schedule major tasks before minor ones to maximize efficiency, 4) Prioritize technology use to avoid being overwhelmed, and 5) Maintain energy levels through exercise, nutrition, rest, relaxation and social connection. FranklinCovey's "5 Choices to Extraordinary Productivity" program teaches prioritizing tasks systematically to boost individual and organizational productivity.
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
Resume personality profile for mary elizabeth garden by taylor protocols (1)Mary Elizabeth Garden
This document provides a personality assessment and analysis for an individual named Mary Elizabeth Garden. It indicates that she has a primary personality type of "Builder" and secondary type of "Innovator". It describes what these types mean in terms of her tendencies, strengths, and challenges. Builders are focused on taking action, power, and results, while Innovators emphasize wisdom, understanding situations, and providing solutions. The document provides insights into how she can best apply her skills and strengths, and what areas she may need to be aware of.
When we talk about work-life balance, we all struggle with balancing work and the rest of our responsibilities. When work crowds out everything else, we find ourselves unfulfilled, overwhelmed, or stagnant because we’re sacrificing growth in other areas. We feel disconnected from people who matter to us It’s not easy to fit in everything that’s important, and all too often, we view the problem as a set of trade-offs
So this guide helps in understanding that how we can be productive and create balance in all the four domains of life which are Work, Life, Community, and Self.
This document contains information from a presentation on employee engagement and satisfaction. It includes:
1) Lists of the top contributors to employee satisfaction and engagement according to different studies, such as meaningful work, caring leadership, and appreciation.
2) Assignments for leaders to improve engagement, such as rebuilding trust after mistakes, identifying truth-tellers on their team, and focusing on their impact on employees.
3) Questions for managers to know the answers to for their direct reports to better understand them and their work.
4) A suggestion to continue "re-recruiting" current employees through ongoing engagement efforts like coaching, acknowledging life events, and investing in their first year on the job.
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
The document provides an overview of the culture guide for a company called Prognos. It discusses establishing a culture as the company scales to ensure decisions made align with the company's principles and values. The culture is meant to guide employees with autonomy and trust.
The summary defines key aspects of the company's culture, including living by its core values of being passionate, collaborative and lifelong learners. It also outlines the "Prognos World Order" which prioritizes the company's mission, clients, company and individual self. The culture aims to create an awesome team with amazing people who are high performers and help each other grow.
1. The document discusses systems thinking and applying it to business and innovation.
2. It emphasizes understanding how all parts of a system work together and influence each other, as well as identifying high-leverage opportunities to improve the system.
3. The key lessons are to take a holistic view of the system, understand how different elements impact each other through feedback loops, and use an active learning approach of testing ideas in small cycles to drive iterative improvement of the overall system.
5LESSONS LEARNED – MISTAKES REPEATED – Vol. 4Carl Miller
1) The document discusses the importance of ethical behavior and developing an ethical corporate culture in businesses and projects. It argues that codes of ethics are not needed and that ethics comes down to making choices in grey areas.
2) It presents three principles for ethical behavior: behaving ethically, appearing to behave ethically, and encouraging ethical behavior in others. Developing trust and honest communication can help address many ethical issues.
3) The document proposes three "tests" to determine if a behavior is ethical: the "red face test" of how it would feel if publicized, the "sleepless nights test" of one's own view, and the "protect your ass gone wrong test" of knowing a behavior is
QCS Leadership Conference 2019 - Managing Change From The Inside Out & Strate...Tim Miles
This document discusses challenges related to managing employees and a business. It mentions issues like finding and retaining good employees, communication between employees, government regulations, and having enough work and people to get the work done correctly. It also discusses the need for a plan to bring in new employees and get them up to speed. Maintaining customer and supplier relationships is mentioned as well. Overall the document focuses on operational and people-related issues facing a business manager.
You can have the greatest idea in the world, but it you can’t get other people excited about your idea it won’t go far.
A perfect pitch takes time to prepare. yYu'll learn about the 5Ps of any good pitch (problem, promise, proof, profit and passion) and 7 easy ways to make your next pitch better...
Deliverable: A pitch that people will understand and will inspire them to take action
The document discusses time management and provides tips for effective time management. It introduces the concept of prioritizing tasks based on their urgency and importance, known as the urgent vs important matrix. It then explains the 80/20 rule, which states that 20% of our activities account for 80% of the results. The document recommends identifying the 20% of tasks that are most important and focusing efforts there. Finally, it lists techniques for effective time management, such as planning each day, prioritizing tasks, limiting distractions, and maintaining a work-life balance.
Comml511 ethical leadership brown_espinoza_stwarserTito Espinoza Jr.
Ethical Leadership is urgently needed in modern organizations. Ethical leadership is composed of several elements of which we believe credibility, vision, and relationships are essential.
This document displays images of various works of art depicting dogs and other canines throughout history from ancient Mexico to modern day. The pieces show dogs in contexts like hunting, mythology, portraiture and as loyal companions. Artists represented include Hockney, Haring, Veronese, Goya, Degas and others demonstrating the prominence of dogs across cultures and eras.
Managing remote teams effectively requires pausing to evaluate the physical and emotional well-being of team members, taking an inventory of their environmental and technical needs for working from home, and establishing clear communication methods and boundaries. Regular check-ins, both individually and with the entire team, are important to maintain connections and monitor progress while working remotely. Managers should focus on outcomes over micromanaging, provide opportunities for social interaction, and be flexible, patient and empathetic during this difficult time.
The document provides an introduction to the core rules and culture at OutSystems for new employees. It begins by explaining that while strict dress codes were initially implemented, the company now prioritizes freedom and limits unnecessary rules to increase creativity. The rest of the document outlines seven core rules that aim to foster motivated employees, encourage problem solving, and ensure high-quality work. The rules emphasize asking why, addressing small issues before they become crises, challenging the status quo, being helpful, prioritizing efficiently, clear communication, and striving for excellence. Brief explanations and examples are provided for each rule.
The document describes Dale Emery's model of managing change based on Virginia Satir's change model. It outlines the four stages of change: Late Status Quo, Chaos, Practice and Integration, and New Status Quo. In Chaos, one experiences stress and confusion after a disruption challenges assumptions. Through creativity, one develops a "Transforming Idea" to make sense of the change. During Practice and Integration, one learns new skills until a New Status Quo is reached with a new set of assumptions. The document provides examples and offers suggestions for effectively navigating each stage of change.
Презентацията съдържа обобщение на семинара на Tony Robbins - Unleash The Power Within. Семинара е най-големият по рода си в световен план за личностно развитие и усъвършенстване. Тони Робинс е един от най-добрите експерти в тази насока и е помогнал на над 5 000 000 души по целият свят да променят и подобрят живота си. В презентацията има изключително много упражнения от семинара.
8 ways to do better Mentoring …From Bad to Great MentoringBryan Cassady
8 ways to do better mentoring:
1. Agree on expectations and process upfront by having a kickoff meeting to clarify roles, projects, challenges and success metrics.
2. Explain that ideas are built iteratively using alignment, building, communication, and improvement cycles.
3. Encourage "forcing moments" like hackathons or pitch events to accelerate progress.
4. Clarify objectives first by understanding what would cause failure before building.
5. Encourage facing reality that most ideas fail and focusing on the biggest risks early.
6. Encourage cutting scope and focus by doing less but better through iterative improvements.
7. Bring in other people and second opinions to provide outside
The document discusses decision making. It begins by defining decision making as the cognitive process of selecting an action from alternatives. It then discusses the decision making process, which involves defining the decision, considering all options, gathering information, analyzing pros and cons, selecting an option, implementing a plan, and monitoring results. Barriers to good decision making like being hasty or narrow are also covered. Tools for decision making like SWOT analysis are presented. SWOT involves identifying internal strengths and weaknesses and external opportunities and threats.
This document summarizes tips for improving productivity, work-life balance, and success from a series of articles by Matt Heinz. It includes:
- An introduction to the concept of "productivity porn" where people learn productivity tips and tricks.
- Eight core productivity best practices summarized from the articles, such as delegating tasks, saying no to take on less work, and stopping work on nights and weekends.
- A table of contents listing additional articles that provide more specific productivity tips and strategies.
5 Choices To Extraordinary Productivity Understanding By NileshNilesh Chamoli
The document discusses five choices for improving productivity: 1) Act on important issues rather than reacting to urgent tasks, 2) Go for extraordinary results rather than settling for ordinary outcomes, 3) Schedule major tasks before minor ones to maximize efficiency, 4) Prioritize technology use to avoid being overwhelmed, and 5) Maintain energy levels through exercise, nutrition, rest, relaxation and social connection. FranklinCovey's "5 Choices to Extraordinary Productivity" program teaches prioritizing tasks systematically to boost individual and organizational productivity.
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
Resume personality profile for mary elizabeth garden by taylor protocols (1)Mary Elizabeth Garden
This document provides a personality assessment and analysis for an individual named Mary Elizabeth Garden. It indicates that she has a primary personality type of "Builder" and secondary type of "Innovator". It describes what these types mean in terms of her tendencies, strengths, and challenges. Builders are focused on taking action, power, and results, while Innovators emphasize wisdom, understanding situations, and providing solutions. The document provides insights into how she can best apply her skills and strengths, and what areas she may need to be aware of.
When we talk about work-life balance, we all struggle with balancing work and the rest of our responsibilities. When work crowds out everything else, we find ourselves unfulfilled, overwhelmed, or stagnant because we’re sacrificing growth in other areas. We feel disconnected from people who matter to us It’s not easy to fit in everything that’s important, and all too often, we view the problem as a set of trade-offs
So this guide helps in understanding that how we can be productive and create balance in all the four domains of life which are Work, Life, Community, and Self.
This document contains information from a presentation on employee engagement and satisfaction. It includes:
1) Lists of the top contributors to employee satisfaction and engagement according to different studies, such as meaningful work, caring leadership, and appreciation.
2) Assignments for leaders to improve engagement, such as rebuilding trust after mistakes, identifying truth-tellers on their team, and focusing on their impact on employees.
3) Questions for managers to know the answers to for their direct reports to better understand them and their work.
4) A suggestion to continue "re-recruiting" current employees through ongoing engagement efforts like coaching, acknowledging life events, and investing in their first year on the job.
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
The document provides an overview of the culture guide for a company called Prognos. It discusses establishing a culture as the company scales to ensure decisions made align with the company's principles and values. The culture is meant to guide employees with autonomy and trust.
The summary defines key aspects of the company's culture, including living by its core values of being passionate, collaborative and lifelong learners. It also outlines the "Prognos World Order" which prioritizes the company's mission, clients, company and individual self. The culture aims to create an awesome team with amazing people who are high performers and help each other grow.
1. The document discusses systems thinking and applying it to business and innovation.
2. It emphasizes understanding how all parts of a system work together and influence each other, as well as identifying high-leverage opportunities to improve the system.
3. The key lessons are to take a holistic view of the system, understand how different elements impact each other through feedback loops, and use an active learning approach of testing ideas in small cycles to drive iterative improvement of the overall system.
5LESSONS LEARNED – MISTAKES REPEATED – Vol. 4Carl Miller
1) The document discusses the importance of ethical behavior and developing an ethical corporate culture in businesses and projects. It argues that codes of ethics are not needed and that ethics comes down to making choices in grey areas.
2) It presents three principles for ethical behavior: behaving ethically, appearing to behave ethically, and encouraging ethical behavior in others. Developing trust and honest communication can help address many ethical issues.
3) The document proposes three "tests" to determine if a behavior is ethical: the "red face test" of how it would feel if publicized, the "sleepless nights test" of one's own view, and the "protect your ass gone wrong test" of knowing a behavior is
QCS Leadership Conference 2019 - Managing Change From The Inside Out & Strate...Tim Miles
This document discusses challenges related to managing employees and a business. It mentions issues like finding and retaining good employees, communication between employees, government regulations, and having enough work and people to get the work done correctly. It also discusses the need for a plan to bring in new employees and get them up to speed. Maintaining customer and supplier relationships is mentioned as well. Overall the document focuses on operational and people-related issues facing a business manager.
You can have the greatest idea in the world, but it you can’t get other people excited about your idea it won’t go far.
A perfect pitch takes time to prepare. yYu'll learn about the 5Ps of any good pitch (problem, promise, proof, profit and passion) and 7 easy ways to make your next pitch better...
Deliverable: A pitch that people will understand and will inspire them to take action
The document discusses time management and provides tips for effective time management. It introduces the concept of prioritizing tasks based on their urgency and importance, known as the urgent vs important matrix. It then explains the 80/20 rule, which states that 20% of our activities account for 80% of the results. The document recommends identifying the 20% of tasks that are most important and focusing efforts there. Finally, it lists techniques for effective time management, such as planning each day, prioritizing tasks, limiting distractions, and maintaining a work-life balance.
Comml511 ethical leadership brown_espinoza_stwarserTito Espinoza Jr.
Ethical Leadership is urgently needed in modern organizations. Ethical leadership is composed of several elements of which we believe credibility, vision, and relationships are essential.
This document displays images of various works of art depicting dogs and other canines throughout history from ancient Mexico to modern day. The pieces show dogs in contexts like hunting, mythology, portraiture and as loyal companions. Artists represented include Hockney, Haring, Veronese, Goya, Degas and others demonstrating the prominence of dogs across cultures and eras.
Kingston's housing market is expected to moderate in the next two years with existing home sales and price growth returning to more sustainable levels aligned with historical norms. Total housing starts are projected to gradually decline to a level consistent with slower household formation. Employment growth is expected to remain positive but slow, while mortgage rates are anticipated to increase near the end of 2012 but remain low by historical standards.
Some extra stats specific to Kitsap County and Social Media.
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That's where we'll start.
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6. Syn
Ethical behavior is important in business management and organizations. It involves complying with laws and community expectations, as well as treating others well. Performance evaluations require honesty while being considerate of employees. Unethical behavior damages companies and society, so businesses should promote ethical practices through open communication and goal setting. Some managers struggle with evaluations due to not wanting to negatively impact employees, but honesty is important for improvement.
Okay, let's break this down into realistic, obtainable goals. What specific things do you really want to accomplish in the next 6 months, 1 year, and 5 years?
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2. How to offer ownership of change to
others?
1. Inform people in advance
so they’ll have time to
think about the
implications of the change
and how it will affect
them.
2. Explain the overall
objectives of the change –
the reasons for it and how
and when it will occur
3. 3. Show people how the
change will benefit them. Be
honest with the employees
who may lose out as a result
of the change. Alert them early
and provide assistance to help
them find another job if
necessary.
4. Ask those who will be
affected by the change to
participate in all stages of the
change process.
4. 5. Keep communication
channels open. Provide
opportunities for
employees to discuss the
change. Encourage
questions, comments,
and other feedback.
6. Be flexible and
adaptable throughout
the change process.
Admit mistakes and
make changes where
appropriate.
6. When does change become grief?
The change proposed is:
a bad idea
not accepted by the influences
not presented effectively
self-serving to the leaders
based solely on the past
too many, happening too quickly
7. Creating a Climate for Change
Human behavior studies show that people do not
basically resist change; they resist “being changed”.
This section will emphasize how to create an
atmosphere that will encourage others to be
changed. Unless people are changed, change will
not happen.
“Change the leader, change the organization.”
8. 10 ways on how to create a
climate for change
1. The leader must develop a trust with people
2. The leader must make personal changes
before asking other to change
3. Good leaders understand the history of the
organization
4. Place influence in leadership positions.
9. 5. Check the “change in your pocket.”
6. Good leaders solicit the support of influences
before the change is made public.
7. Developing a meeting agenda that will assist
change.
8. Encourage the influencers to influence others
informally.
10. 9. Show the people how the change will benefit
them.
10. Give the people ownership of the change.
11. Why Prioritize
Richard Sloma says never to try to solve all the
problems all at once – make them line up for you
one-by-one.
Approach these problems, not with a view of
finding what you hope will be there, but to get the
truth and the realities that must be grappled with.
You may not like what you find. In that case, you
are entitled to try to change it. But not deceive
yourself.
12. Define the problem
In a single sentence, answer the question, “What is
the problem?”
Bob Biehl encourages us to keep in mind the
difference between solving a problem and making a
decision.
A decision is a choice you make between two or
more alternatives whereas a problem is a situation
that counter’s to your intentions or expectations.
13. 4 Steps in defining a problem
1. Ask the right questions.
2. Talk to the right people
3. Get the hard facts.
4. Get involved in the process.
14. In 1906, Italian economist Vilfredo Pareto created a
mathematical formula to describe the unequal
distribution of wealth in his country, observing that
twenty percent of the people owned eighty percent
of the wealth.
In the late 1940s, Dr. Joseph M. Juran inaccurately
attributed the 80/20 Rule to Pareto, calling it
Pareto's Principle. While it may be misnamed,
Pareto's Principle or Pareto's Law as it is sometimes
called, can be a very effective tool to help you
manage effectively.
16. Where It Came From
After Pareto made his observation and created his
formula, many others observed similar phenomena
in their own areas of expertise. Quality Management
pioneer, Dr. Joseph Juran, working in the US in the
1930s and 40s recognized a universal principle he
called the "vital few and trivial many" and reduced it
to writing. In an early work, a lack of precision on
Juran's part made it appear that he was applying
Pareto's observations about economics to a broader
body of work. The name Pareto's Principle stuck,
probably because it sounded better than Juran's
Principle.
18. As a result, Dr. Juran's observation of the "vital few
and trivial many", the principle that 20 percent of
something always are responsible for 80 percent of
the results, became known as Pareto's Principle or
the 80/20 Rule.
19. What It Means
The 80/20 Rule means that in anything a few (20
percent) are vital and many(80 percent) are trivial. In
Pareto's case it meant 20 percent of the people owned
80 percent of the wealth. In Juran's initial work he
identified 20 percent of the defects causing 80 percent
of the problems. Project Managers know that 20
percent of the work (the first 10 percent and the last
10 percent) consume 80 percent of your time and
resources. You can apply the 80/20 Rule to almost
anything, from the science of management to the
physical world.
20. You know 20 percent of your
stock takes up 80 percent of
your warehouse space and that
80 percent of your stock comes
from 20 percent of your
suppliers. Also 80 percent of
your sales will come from 20
percent of your sales staff. 20
percent of your staff will cause
80 percent of your problems,
but another 20 percent of your
staff will provide 80 percent of
your production. It works both
ways.
21. How It Can Help You
The value of the Pareto Principle for a manager is
that it reminds you to focus on the 20 percent that
matters. Of the things you do during your day, only
20 percent really matter. Those 20 percent produce
80 percent of your results. Identify and focus on
those things. When the fire drills of the day begin to
sap your time, remind yourself of the 20 percent you
need to focus on. If something in the schedule has
to slip, if something isn't going to get done, make
sure it's not part of that 20 percent.
22. There is a management theory floating around at
the moment that proposes to interpret Pareto's
Principle in such a way as to produce what is called
Superstar Management. The theory's supporters
claim that since 20 percent of your people produce
80 percent of your results you should focus your
limited time on managing only that 20 percent, the
superstars. The theory is flawed, as we are
discussing here because it overlooks the fact that 80
percent of your time should be spent doing what is
really important. Helping the good become better is
a better use of your time than helping the great
become terrific. Apply the Pareto Principle to all you
do, but use it wisely.
23. Manage This Issue
Pareto's Principle, the
80/20 Rule, should
serve as a daily
reminder to focus 80
percent of your time
and energy on the 20
percent of you work
that is really important.
Don't just "work smart",
work smart on the right
things.
24. Integrity as most important
ingredient of Leadership
Integrity is defined as the
state of being complete,
unified.
“I am who I am. No
matter where I am or who
I am with”
25. A person with integrity
does not have divided
loyalties, nor is he merely
pretending.
People with integrity have
nothing to hide and
nothing to fear.
26. Integrity is the factor that
determines which one will
prevail in ones conflicting
desires.
Integrity is not only the
referee between two
desires. It is the pivotal
point between a happy
person and a divided spirit.
27. If what I say and what I do are the same, the
results are consistent.
What I say What I do What others do
Be at work on
time
I arrive work on
time.
The will be on
time
Be positive I exhibit a positive
attitude
They will be
positive
Put the customer
first
I put the
customer first.
They will put the
customer first.
28. If what I say and what I do not are the same, the
results are inconsistent.
What I say What I do What others do
Be at work on
time
I arrive work on
late.
Some will be on
time, some won’t.
Be positive I exhibit a
negative attitude
Some will be
positive, some
won’t.
Put the customer
first
I put the myself
first.
Some will put the
customer first,
some won’t.
29. The credibility acid test
The more credible you
are the more confidence
people place in you,
thereby allowing you the
privilege on influencing
their lives. The less
credible you are, the less
confidences people place
in you and the more
quickly you lose your
position on influence.
30. One of the acid tests of authentic
leadership is credibility. Credibility
forms the foundation not only of
leadership but also of
relationships.
Credibility provides the authority
to lead as it creates trust and
loyalty within an organization or
ministry. As you become
recognized for your commitment
to honesty, integrity and fairness
a spirit of cooperation and
teamwork is developed.
31. This increased influence is a by-product of credibility
and the more confidence people place in you and
your leadership, the even greater influence you will
have. Cavett Roberts has observed; “If my people
understand me, I’ll get their attention. If my people
trust me, I’ll get their action.” Only as credibility
characterizes your conduct will others listen to your
message.
32. If credibility is to be the hallmark of our lives and
our leadership, we need to make the following daily
commitments:
1. I will do what I say.
Am I the same person, no matter who I am with or
what the circumstances?
2. I will live what I teach.
Despite the difficulty, can others model my behavior
as well as my words?
33. 3. I will be honest with myself and with others.
Whatever the personal cost, am I committed to
absolute honesty?
4. I will put what is best for others ahead of what is
best for me.
Do I make decisions that are best for me when
another choice would benefit others?
5. I will be transparent, authentic and vulnerable
Is the “visible” me and the “real” me consistent?
34. 5 dimensions:
1. Understanding and
pursuing your purpose
with passion
2. Practicing solid values
3. Leading with your heart
4. Establishing connected
relationships
5. Demonstrating self-
discipline.
35. Leadership isn’t the result of a position or title as
much as it is the positioning of character, and
credibility is the distinguishing mark of one’s
character. It’s not gained in a seminar or workshop.
Credibility is a lifestyle; not a single event or a lone
occurrence, but a pilgrimage over time. As such,
there are no shortcuts to your credibility. While
image and reputation is what people think you are,
credibility determines who you really are. And if we
are not vigilant at this point, a lifetime of credibility
can be lost in a moment with a careless word, an
inappropriate action or an impetuous indiscretion.
36.
37. 7 reasons why integrity is
important to a leader
1. Integrity builds trust.
2. Integrity has high influence value.
3. Integrity facilitates high standards.
4. Integrity results in solid reputation, not just
image.
5. Integrity means living it myself before leading
others.
6. Integrity helps a leader be credible, not just
clever.
7. Integrity is a hard-won achievement
38. 6 steps on how to change your
attitude
1. Identify Problem Feelings
This is the easiest stage of awareness and the
easiest to decline
39. 2. Identify Problem Behavior
Now we go beneath the surface. What triggers
wrong feelings? Write down actions that result in
negative feelings
40. 3. Identify Problem Thinking
William James said, “That which holds our
attention determines our action.”
41. 4. Identify Right Thinking
Write on paper thinking that
is right and what you
desire. Because your
feelings come from your
thoughts, you can control
your feelings by changing
one thing – your thoughts!
42. 5. Make a Public Commitment to Right Thinking
Public commitment becomes powerful
commitment
43. 6. Develop a Plan for Right Thinking
This plan should include:
A written definition of desired right
thinking
A way to measure progress
A daily measuring of progress
A person to whom you are accountable
A daily diet of self-help materials
Associating with right thinking people