5 дисфункцій команди. Причини виникнення криз в командах та шляхи їх вирішення. "Золоте" і "Платинове" правила комунікації. DISC як інструмент оцінки моделей поведінки. Team Development Toolkit. Team Collaboration Booster.
This document provides guidance for managers on using a "Team Blueprint" tool to gain insights into their team. The tool consists of several models that assess different aspects of the team such as company values, team spirit, employee skills, adaptability, and employability. The goal is to help managers better understand their team's composition and make targeted leadership decisions to improve alignment, performance, and future-proofing of the team. The document explains each model in the tool and provides questions for managers to consider to strengthen their team and ensure individuals have the skills needed for future roles.
Development Planning - Wyoming Society of CPAsDan Griffiths
This document discusses various aspects of leadership and development, including:
- The key attributes that separate great performers from others are deliberate practice, deep domain knowledge, willingness to repeat hard tasks after failure, and pushing their capabilities.
- Organizations should assign people to tasks they need to work on, not just what they're already good at.
- The best performers set developmental goals around the process of reaching an outcome, not just the outcome itself.
- Structured coaching involves focusing on strengths, separating coaching from mentoring, and using a "3-3-1 in 15 minutes" format of discussing what's working, what's not, and setting one goal.
The document discusses developing high-performance teams. It begins by noting the prevalence of searches related to teams and teamwork. It then discusses different types of teams, from working groups to potential teams to real teams and high-performance teams. The key differences are the level of commitment to a common purpose/goals and mutual accountability. The document also presents an assessment tool to evaluate what type of team you have. Finally, it raises the question of how to build a team and what elements should be observed, such as learning, sharing, communication, and developing a shared vision.
5 Questions to Ask of Experiential Learning ProgrammesEric Stryson
Regardless of content or format, experiential leadership learning is most effective when the answer to these five questions is ‘Yes’.
Is it rooted in reality?
Is reflection placed front and centre?
Does it make you uncomfortable (in a good way)?
Does it help you grow?
Does the outcome really matter?
'Progressing to a management position is a common aspiration, but it is not always an easy track to get on to'... The latest addition to our slide-deck library looks at 'Progressing to a Management Position'. For more slide decks and tips visit the InterQuest Slideshare page. As always please let us know what you think on our Facebook, Twitter, LinkedIn and Google+ pages.
101 coaching tips for great performance coaching pdf formatJeroen De Flander
This document provides an overview and introduction to performance coaching using the GROW model. It discusses the four steps of the GROW model - Goal, Reality, Options, and Will. For each step, it provides example coaching questions and tips for coaches. It emphasizes that the goal of coaching is to help coachees increase self-awareness and take responsibility. Overall, the document aims to equip coaches with the philosophy and framework of the GROW model to facilitate learning and improve performance.
This document introduces the PRISM as a practical tool for building and sustaining high-performing teams. The PRISM outlines five essential ingredients: Positivity, Respect, Inclusivity, Self-Awareness, and Moment. It is a colorful tool that allows team members to provide feedback on how well the team demonstrates each ingredient. The ingredients are then briefly defined, with Positivity focusing on a positive impact and constructive negativity, Respect emphasizing valuing diversity of ideas, Inclusivity ensuring all voices are heard, Self-Awareness involving self-monitoring of behaviors and signals, and Moment referring to seizing important leadership opportunities. The PRISM tool is designed for real-time use and feedback to encourage behavioral changes that
This presentation is based on my readings, listenings and practical experiences about talent management field.
I hope you enjoy and learn something about talent management.
And do not forget sharing.
This document provides guidance for managers on using a "Team Blueprint" tool to gain insights into their team. The tool consists of several models that assess different aspects of the team such as company values, team spirit, employee skills, adaptability, and employability. The goal is to help managers better understand their team's composition and make targeted leadership decisions to improve alignment, performance, and future-proofing of the team. The document explains each model in the tool and provides questions for managers to consider to strengthen their team and ensure individuals have the skills needed for future roles.
Development Planning - Wyoming Society of CPAsDan Griffiths
This document discusses various aspects of leadership and development, including:
- The key attributes that separate great performers from others are deliberate practice, deep domain knowledge, willingness to repeat hard tasks after failure, and pushing their capabilities.
- Organizations should assign people to tasks they need to work on, not just what they're already good at.
- The best performers set developmental goals around the process of reaching an outcome, not just the outcome itself.
- Structured coaching involves focusing on strengths, separating coaching from mentoring, and using a "3-3-1 in 15 minutes" format of discussing what's working, what's not, and setting one goal.
The document discusses developing high-performance teams. It begins by noting the prevalence of searches related to teams and teamwork. It then discusses different types of teams, from working groups to potential teams to real teams and high-performance teams. The key differences are the level of commitment to a common purpose/goals and mutual accountability. The document also presents an assessment tool to evaluate what type of team you have. Finally, it raises the question of how to build a team and what elements should be observed, such as learning, sharing, communication, and developing a shared vision.
5 Questions to Ask of Experiential Learning ProgrammesEric Stryson
Regardless of content or format, experiential leadership learning is most effective when the answer to these five questions is ‘Yes’.
Is it rooted in reality?
Is reflection placed front and centre?
Does it make you uncomfortable (in a good way)?
Does it help you grow?
Does the outcome really matter?
'Progressing to a management position is a common aspiration, but it is not always an easy track to get on to'... The latest addition to our slide-deck library looks at 'Progressing to a Management Position'. For more slide decks and tips visit the InterQuest Slideshare page. As always please let us know what you think on our Facebook, Twitter, LinkedIn and Google+ pages.
101 coaching tips for great performance coaching pdf formatJeroen De Flander
This document provides an overview and introduction to performance coaching using the GROW model. It discusses the four steps of the GROW model - Goal, Reality, Options, and Will. For each step, it provides example coaching questions and tips for coaches. It emphasizes that the goal of coaching is to help coachees increase self-awareness and take responsibility. Overall, the document aims to equip coaches with the philosophy and framework of the GROW model to facilitate learning and improve performance.
This document introduces the PRISM as a practical tool for building and sustaining high-performing teams. The PRISM outlines five essential ingredients: Positivity, Respect, Inclusivity, Self-Awareness, and Moment. It is a colorful tool that allows team members to provide feedback on how well the team demonstrates each ingredient. The ingredients are then briefly defined, with Positivity focusing on a positive impact and constructive negativity, Respect emphasizing valuing diversity of ideas, Inclusivity ensuring all voices are heard, Self-Awareness involving self-monitoring of behaviors and signals, and Moment referring to seizing important leadership opportunities. The PRISM tool is designed for real-time use and feedback to encourage behavioral changes that
This presentation is based on my readings, listenings and practical experiences about talent management field.
I hope you enjoy and learn something about talent management.
And do not forget sharing.
This document summarizes the leadership pipeline model created by Walt Mahler and Stephen Drotter at GE. The leadership pipeline clarifies responsibilities and values by defining the work needed at each level of leadership. It includes six levels from managing self to enterprise manager. The pipeline helps reduce stress by minimizing skipped levels and helps people move through levels at the right speed. It also improves performance by clarifying roles and standards.
This document discusses empowering teams to achieve goals and objectives. It addresses:
1) Knowing what tasks or responsibilities to empower individuals and teams with, and understanding who is best suited to execute different types of work.
2) Setting clear, challenging goals that are time-bound and have agreed upon steps to achieve objectives.
3) Implementing monitoring to ensure goals are achieved, and building cross-department synergy by establishing common objectives, addressing concerns, and seeking win-win solutions.
4) Behaviors like knowing your people, setting clear priorities, following through, and coaching to expand capabilities are essential for effective empowerment and execution.
Read our presentation on 7 ways to improve team performance and find out how leaders build highly effective teams. In order to improve team working, and build a highly effective team, be sure to spend some time focusing on the points we listed in this presentation.
Surviving an Economic Downturn with Talent Optimization | The Predictive IndexThe Predictive Index
We know you care deeply about building a lasting company. But with COVID-19 and the resulting economic downturn, uncertainty is the new normal for everyone. You’re navigating uncharted waters, battered by turbulence, and propelled forward by an urgent, deep-seated need to lead your company to safety—so it will endure.
Additionally, seeing your employees succeed is important to you. You have a duty of care; their overall well-being matters. Aside from taking health precautions, the best way to take care of your people right now is to ensure your company is resilient.
This document discusses team coaching and outlines several key topics including the themes of team coaching, Bruce Tuckman's stages of team formation, the five dysfunctions of a team according to Patrick Lencioni, an example of team coaching in an IT environment using Scrum, and concepts like habits of effective people and the importance of leadership. The document provides an overview of many different aspects of building and coaching effective teams.
Developing & Leading High Performance TeamsMike Cardus
http://www.create-learning.com
Created and presented to Simon Graduate School of Business Executive MBA students, University of Rochester, NY.
Increasing retention of talent, completion time of projects and tasks, satisfaction with work and life; Making your organization, team, and you better and greater profit.
In our time together you will learn how to; hone, utilize, and develop interpersonal and political skills that are needed for more than successful completion of Projects and Goals; Leading to an increase in your value to the team and organization.
This document outlines 7 tests for an effective leadership development plan:
1. The plan is written down to commit to paper rather than just being in one's head.
2. The plan ties into deeply felt passions and motivations to ensure strong follow through.
3. The plan is well thought out by incorporating specifics like objectives, actions, milestones and progress measures.
4. The plan is simple enough to not be a burden but still a guide for improvement.
5. The plan balances shorter term and longer term goals.
6. One gets help with resources, time, encouragement and accountability for implementation.
7. The plan is visible and integrated into daily routines.
This document discusses executive coaching and its benefits for workplace productivity. It provides statistics showing that 75% of workers are C or D performers, and executive coaching can help improve tangible results like productivity and quality of work, as well as intangible results like relationships and job satisfaction. The document introduces a case study of a coaching program for an executive named Mary Jane and outlines a 7-step coaching model and coaching results framework focused on priorities, goals, accountability and sustainability.
To be a good employee requires strong time management skills, the ability to work well with others through cooperation and teamwork, and good communication skills. Additionally, qualities like creativity, a drive for self-improvement, and a history of successes on the job are valued traits.
A presentation for those who are or want to become managers. Although it focuses on new to management and small teams leaders, subjects which are covered by the presentation work equally well for people leading big teams and experienced managers.
As a high potential employee, there are many challenges to making the most of your situation. Based on a panel of career gurus and leading talent management practitioners, here are five temptations and how to navigate these challenges successfully.
Companion worksheets for the "Temptations of a High Potential" presentation. One worksheet for a high potential employee or for a coaching situation. The other worksheet for the talent development leader.
This coaching card provides steps for coaching an organization team: observe objectively and identify hypotheses for behaviors, identify indicators to know if goals are being reached, and set a better goal while keeping tools simple to validate or discard hypotheses.
The document discusses strategies for managing change and people through change. It provides tips for communication, scheduling, and using email effectively. These include holding regular staff meetings to share information, walking with executives between meetings, compiling a daily "top 5" email, and sending an end-of-day email to avoid interrupting employees. The goal is to help executives and their teams adapt to change, build rapport, and ensure everyone stays informed and on the same page.
IQ Management - Creating A Winning Team MentalityInterQuest Group
One of the best ways to ensure success in a team is to have get everyone into the mindset of winning.
These are IQ's best tips to help you create a winning mentality in your team!
Appreciative Inquiry is an approach to change management that focuses on an organization's strengths rather than its problems. It involves four steps: discovery, where positive experiences are shared; dream, where a vision is created from these strengths; design, where a plan is made; and deliver, where the plan is implemented. For example, to address lack of motivation, Appreciative Inquiry would have employees share stories of when they felt most motivated, identify encouraging factors like appreciation, think of ways to convey more appreciation, and devise and implement a process like thank you emails or awards. The advantage is focusing on positives translates to more positive action.
The Top Leadership Qualities Every Manager NeedsWhen I Work
Flexibility, action, transparency, and seeing the big picture are key leadership qualities that every manager needs. Flexible leaders who seek outside opinions and are willing to adapt receive higher ratings. Taking action and being decisive, even if it means not everyone agrees, ensures the team is united around common goals. Transparency through open communication helps employees understand priorities and goals. Seeing the big picture allows leaders to understand how individual projects fit within the company's overall strategy. Advocacy, listening skills, and empathy are also important for connecting with teams and customers. Cultivating these qualities can improve any manager's leadership abilities.
Effective leaders have certain key traits such as vision, character, ability to inspire followers, and bringing people together to work for a common purpose. They are able to analyze opportunities and threats, create a vision, set goals, develop action plans, monitor execution, allocate tasks, develop people, and motivate teams to achieve results. High performing leaders understand that getting things done requires understanding people and using their skills and abilities while also developing employees for mutual benefit.
The document discusses the various roles of a Scrum Master when coaching teams, including mentor, trainer, facilitator, and mediator. It emphasizes that the Scrum Master should approach their role by considering the team's cognition, trust, and organization. This involves understanding the team's challenges and blind spots in order to support them. The Scrum Master should also consider the ecology of change and avoid nominal values, instead defining behaviors, goals, and reflection processes to challenge beliefs and support group dynamics.
The document outlines the five dysfunctions of a team according to Patrick Lencioni: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides suggestions for addressing each dysfunction and the role of the leader in fostering trust, encouraging productive conflict, ensuring commitment and buy-in to decisions, holding team members accountable, and focusing on results. High-functioning teams are characterized by trusting one another, engaging in unfiltered debates of ideas, committing to and following through on decisions, holding one another accountable, and prioritizing achievement of shared goals.
The document outlines Patrick Lencioni's model of the five dysfunctions of a team:
1. Absence of trust - when team members are unwilling to be vulnerable within the team and show their weaknesses.
2. Fear of conflict - when team members avoid constructive tension and avoid difficult conversations that could lead to better solutions.
3. Lack of commitment - when team members do not buy into and support decisions made by the group.
4. Avoidance of accountability - when the team avoids holding its members accountable for their performance and behaviors.
5. Inattention to results - when the team focuses on internal issues rather than goals and achievements that benefit the customer. The five dysfunctions
This document summarizes the leadership pipeline model created by Walt Mahler and Stephen Drotter at GE. The leadership pipeline clarifies responsibilities and values by defining the work needed at each level of leadership. It includes six levels from managing self to enterprise manager. The pipeline helps reduce stress by minimizing skipped levels and helps people move through levels at the right speed. It also improves performance by clarifying roles and standards.
This document discusses empowering teams to achieve goals and objectives. It addresses:
1) Knowing what tasks or responsibilities to empower individuals and teams with, and understanding who is best suited to execute different types of work.
2) Setting clear, challenging goals that are time-bound and have agreed upon steps to achieve objectives.
3) Implementing monitoring to ensure goals are achieved, and building cross-department synergy by establishing common objectives, addressing concerns, and seeking win-win solutions.
4) Behaviors like knowing your people, setting clear priorities, following through, and coaching to expand capabilities are essential for effective empowerment and execution.
Read our presentation on 7 ways to improve team performance and find out how leaders build highly effective teams. In order to improve team working, and build a highly effective team, be sure to spend some time focusing on the points we listed in this presentation.
Surviving an Economic Downturn with Talent Optimization | The Predictive IndexThe Predictive Index
We know you care deeply about building a lasting company. But with COVID-19 and the resulting economic downturn, uncertainty is the new normal for everyone. You’re navigating uncharted waters, battered by turbulence, and propelled forward by an urgent, deep-seated need to lead your company to safety—so it will endure.
Additionally, seeing your employees succeed is important to you. You have a duty of care; their overall well-being matters. Aside from taking health precautions, the best way to take care of your people right now is to ensure your company is resilient.
This document discusses team coaching and outlines several key topics including the themes of team coaching, Bruce Tuckman's stages of team formation, the five dysfunctions of a team according to Patrick Lencioni, an example of team coaching in an IT environment using Scrum, and concepts like habits of effective people and the importance of leadership. The document provides an overview of many different aspects of building and coaching effective teams.
Developing & Leading High Performance TeamsMike Cardus
http://www.create-learning.com
Created and presented to Simon Graduate School of Business Executive MBA students, University of Rochester, NY.
Increasing retention of talent, completion time of projects and tasks, satisfaction with work and life; Making your organization, team, and you better and greater profit.
In our time together you will learn how to; hone, utilize, and develop interpersonal and political skills that are needed for more than successful completion of Projects and Goals; Leading to an increase in your value to the team and organization.
This document outlines 7 tests for an effective leadership development plan:
1. The plan is written down to commit to paper rather than just being in one's head.
2. The plan ties into deeply felt passions and motivations to ensure strong follow through.
3. The plan is well thought out by incorporating specifics like objectives, actions, milestones and progress measures.
4. The plan is simple enough to not be a burden but still a guide for improvement.
5. The plan balances shorter term and longer term goals.
6. One gets help with resources, time, encouragement and accountability for implementation.
7. The plan is visible and integrated into daily routines.
This document discusses executive coaching and its benefits for workplace productivity. It provides statistics showing that 75% of workers are C or D performers, and executive coaching can help improve tangible results like productivity and quality of work, as well as intangible results like relationships and job satisfaction. The document introduces a case study of a coaching program for an executive named Mary Jane and outlines a 7-step coaching model and coaching results framework focused on priorities, goals, accountability and sustainability.
To be a good employee requires strong time management skills, the ability to work well with others through cooperation and teamwork, and good communication skills. Additionally, qualities like creativity, a drive for self-improvement, and a history of successes on the job are valued traits.
A presentation for those who are or want to become managers. Although it focuses on new to management and small teams leaders, subjects which are covered by the presentation work equally well for people leading big teams and experienced managers.
As a high potential employee, there are many challenges to making the most of your situation. Based on a panel of career gurus and leading talent management practitioners, here are five temptations and how to navigate these challenges successfully.
Companion worksheets for the "Temptations of a High Potential" presentation. One worksheet for a high potential employee or for a coaching situation. The other worksheet for the talent development leader.
This coaching card provides steps for coaching an organization team: observe objectively and identify hypotheses for behaviors, identify indicators to know if goals are being reached, and set a better goal while keeping tools simple to validate or discard hypotheses.
The document discusses strategies for managing change and people through change. It provides tips for communication, scheduling, and using email effectively. These include holding regular staff meetings to share information, walking with executives between meetings, compiling a daily "top 5" email, and sending an end-of-day email to avoid interrupting employees. The goal is to help executives and their teams adapt to change, build rapport, and ensure everyone stays informed and on the same page.
IQ Management - Creating A Winning Team MentalityInterQuest Group
One of the best ways to ensure success in a team is to have get everyone into the mindset of winning.
These are IQ's best tips to help you create a winning mentality in your team!
Appreciative Inquiry is an approach to change management that focuses on an organization's strengths rather than its problems. It involves four steps: discovery, where positive experiences are shared; dream, where a vision is created from these strengths; design, where a plan is made; and deliver, where the plan is implemented. For example, to address lack of motivation, Appreciative Inquiry would have employees share stories of when they felt most motivated, identify encouraging factors like appreciation, think of ways to convey more appreciation, and devise and implement a process like thank you emails or awards. The advantage is focusing on positives translates to more positive action.
The Top Leadership Qualities Every Manager NeedsWhen I Work
Flexibility, action, transparency, and seeing the big picture are key leadership qualities that every manager needs. Flexible leaders who seek outside opinions and are willing to adapt receive higher ratings. Taking action and being decisive, even if it means not everyone agrees, ensures the team is united around common goals. Transparency through open communication helps employees understand priorities and goals. Seeing the big picture allows leaders to understand how individual projects fit within the company's overall strategy. Advocacy, listening skills, and empathy are also important for connecting with teams and customers. Cultivating these qualities can improve any manager's leadership abilities.
Effective leaders have certain key traits such as vision, character, ability to inspire followers, and bringing people together to work for a common purpose. They are able to analyze opportunities and threats, create a vision, set goals, develop action plans, monitor execution, allocate tasks, develop people, and motivate teams to achieve results. High performing leaders understand that getting things done requires understanding people and using their skills and abilities while also developing employees for mutual benefit.
The document discusses the various roles of a Scrum Master when coaching teams, including mentor, trainer, facilitator, and mediator. It emphasizes that the Scrum Master should approach their role by considering the team's cognition, trust, and organization. This involves understanding the team's challenges and blind spots in order to support them. The Scrum Master should also consider the ecology of change and avoid nominal values, instead defining behaviors, goals, and reflection processes to challenge beliefs and support group dynamics.
The document outlines the five dysfunctions of a team according to Patrick Lencioni: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides suggestions for addressing each dysfunction and the role of the leader in fostering trust, encouraging productive conflict, ensuring commitment and buy-in to decisions, holding team members accountable, and focusing on results. High-functioning teams are characterized by trusting one another, engaging in unfiltered debates of ideas, committing to and following through on decisions, holding one another accountable, and prioritizing achievement of shared goals.
The document outlines Patrick Lencioni's model of the five dysfunctions of a team:
1. Absence of trust - when team members are unwilling to be vulnerable within the team and show their weaknesses.
2. Fear of conflict - when team members avoid constructive tension and avoid difficult conversations that could lead to better solutions.
3. Lack of commitment - when team members do not buy into and support decisions made by the group.
4. Avoidance of accountability - when the team avoids holding its members accountable for their performance and behaviors.
5. Inattention to results - when the team focuses on internal issues rather than goals and achievements that benefit the customer. The five dysfunctions
The document discusses The Five Dysfunctions of a Team model by Patrick Lencioni. It outlines the five dysfunctions that prevent teams from being effective: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It encourages assessing teams using various methods to identify strengths and areas for improvement in overcoming these dysfunctions, particularly building vulnerability-based trust.
The 5 dysfunctions of a team: a PowerPoint presentation of Lencioni's bookSusan Tait, CSM
Patrick Lencioni's book is simple to read--but some people need the know-how in 13 fast, simple slides. I created this with real-time stories to show that resistance to new technology was, and would always be, based on a failure to address trust. Having done that, I showed how to run the presentation backwards to start the trust repair process.
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
The 5 dysfunctions of a team Management Presentationrajopadhye
The document discusses Patrick Lencioni's model of the five dysfunctions of a team: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides details on how each dysfunction negatively impacts a team and strategies that teams can use to overcome each dysfunction, such as conducting personality assessments, assigning roles to "mine for conflict," setting deadlines, and establishing clear goals and performance standards. Overcoming these dysfunctions helps teams make better decisions, hold members accountable, and achieve results.
The document summarizes the five dysfunctions of a team according to Patrick Lencioni's model. The five dysfunctions are: 1) absence of trust, where team members are unwilling to be vulnerable; 2) fear of conflict, which prevents productive ideological debate; 3) lack of commitment, when teams fail to make definitive decisions in a timely manner; 4) avoidance of accountability, when teams avoid holding each other accountable for performance; and 5) inattention to results, when teams focus on individual goals rather than collective outcomes.
This document discusses tools for increasing team efficiency, including a Team Development Toolkit containing activities to help teams strengthen their identity, distribute roles, and improve communication, leadership, and collaboration. It also describes behavioral assessment tools like DISC and the Johari Window that analyze team strengths, culture, and interpersonal dynamics to discover how to better involve clients and integrate new members.
In this insightful presentation by Thought Collective, a leading network dedicated to advancing technology leadership, attendees are guided through a comprehensive exploration of essential leadership skills. The presentation opens with an introduction to Thought Collective, emphasizing its mission to foster collaborative, empowered leadership in the technology sector. Core aspects of leadership development are then discussed, including the importance of effective communication, the art of crafting and conveying a clear vision, and the nuances of decision-making in complex scenarios. A significant focus is placed on the role of emotional intelligence in leadership, highlighting how empathy and relationship management are key to successful team dynamics. Attendees are also introduced to effective strategies for team leadership and management, emphasizing the importance of building cohesive teams, effective delegation, and conflict resolution. The presentation underscores the value of embracing continuous learning, encouraging leaders to maintain a growth mindset and stay adaptable in a rapidly evolving technological landscape. Overall, this presentation not only imparts valuable leadership skills but also aligns with Thought Collective's vision of creating a world where collaboration, empowerment, and wisdom redefine the benchmarks of exceptional technology leadership.
Lani Hathaway's User Experience Professionals Association Conference 2016 presentation on models that foster leadership. One of the more important things you can do is inspire others to achieve their best work. The talk introduces techniques to foster leadership whether you're working in a team or managing one.
The document discusses teams and teamwork in organizations. It defines a team as a group of people organized to work independently and cooperatively to achieve common goals and purposes. Effective teamwork is important in fields like nursing to ensure patient safety. The document also discusses factors that make teams effective or dysfunctional, and barriers to dysfunctional teams like lack of cooperation, respect for other's roles, and unwillingness to share skills. It emphasizes the importance of leadership, communication, and organizational behavior for successful teamwork.
This document discusses the concept of human capital at the individual, team, organizational, and societal levels. It provides frameworks for understanding human capital, including competencies, skills, motivation, and productivity. It also discusses topics like organizational development, change management, leadership, and performance management in the context of developing an organization's human capital. The goal is to achieve sustainable business excellence, competitiveness, human well-being, and organizational direction and philosophy through investing in learning, innovation, and developing an organization's most important asset - its people.
The Five Behaviors of a Cohesive Team is an assessment-based learning experience designed especially for intact teams and work groups to discover the value of cohesiveness.
The document describes a team development program called The Five Behaviors of a Cohesive Team. The program helps teams understand their performance on key components like trust, conflict, commitment, accountability, and results. It uses assessments and the Everything DiSC model to help team members learn about their own personality styles and how they contribute to the team's success. The program aims to help teams make better decisions, tap everyone's skills, and avoid wasted time and conflict to achieve competitive advantage.
Danielle MacInnis is an experienced facilitator who runs teaming workshops. She draws on her experience in various roles to keep discussions focused on team goals and address unproductive behaviors. Common reasons teams fail include personal agendas taking priority over team effort and a lack of shared vision. Her workshops explore the five dysfunctions of a team according to Patrick Lencioni: lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Activities are used to build trust and address each dysfunction.
New Tools for Project Management - AIChE Spring 09siddiqaa
This document discusses new tools and skills for project managers. It introduces the multidiscipline interface management matrix tool for managing complex projects. It also discusses project pre-mortems conducted at the start of projects and failure mode and effect analysis for developing risk management plans. The document also covers working with Generation Y project team members and the importance of emotional and social intelligence for project managers, especially those managing global and diverse teams.
This PP presentation was presented to a professional audience in my organization to demonstrate my own development of change management intervention. This presentation reports on my findings as a novice change management facilitator of the Reticent Media, Inc. group. I report on how change management intervention was applied, and analyze the applications of change management principles. I also provide the organization\'s team group with recommendations for team development and resources that will assist the team with learning more about the change management process.
Primary objectives:
To promote the inclusion of people aspects of project management
Research and promote tools and techniques
Provide support for project leaders and teams
Provide support for performance improvement
Presentation by Russel Jamieson APM People SIG Chair and Colin Tweddle HMRC
Collaboration and teamwork are essential elements of a successful and thriving workplace. In today's interconnected and fast-paced world, organizations recognize the significance of fostering a collaborative culture to drive innovation, achieve goals, and adapt to changing dynamics. Collaboration and teamwork involve individuals working together towards a common objective, leveraging their diverse skills, knowledge, and perspectives to achieve collective success.
Effective collaboration and teamwork lead to improved problem-solving, enhanced creativity, increased productivity, and stronger relationships within teams. When individuals collaborate, they pool their strengths and resources, enabling them to tackle complex challenges that may be beyond the capabilities of any one person.
Leaders play a pivotal role in fostering collaboration and teamwork within their teams. This presentation talks about the importance of promoting a culture that encourages cooperation and knowledge-sharing, breaking down silos and facilitating seamless communication across departments or functions, and suggests ways for creating opportunities for cross-functional collaboration and team-building activities to promote a shared vision.
At Auraa Image Management and Consulting (AIM&C), we understand the significance of collaboration and teamwork in fostering organizational success. Our comprehensive range of services includes Leadership Skills, Leadership Development, Leadership Communication, and Leadership Gravitas, all of which contribute to building effective collaborative cultures. With our expertise and experience, we have helped numerous clients across India, including cities like Delhi, NCR, Mumbai, Hyderabad, Bangalore, and more, unlock the power of collaboration within their teams.
Ms. Samira Gupta, the Founder of AIM&C and a renowned Executive Presence Coach in India, brings over 25 years of corporate experience and a decade-long focus on Leadership Training, Executive Presence Coaching, and Image Consulting. Partner with us to develop the crucial leadership skills of collaboration and teamwork within your organization, and empower your teams to achieve their highest potential.
Visit www.auraaimage.com to learn more about our services and how we can assist you in developing a collaborative and high-performing workplace. You can reach us at +91 9958934766 or samira@auraaimage.com
Elevate your leadership and team's performance with Auraa Image Management and Consulting - your trusted partner for professional growth.
Entrepreneurial outlook competencydevelopmentguideaiesechyderabad
This document provides activities and suggestions to help develop an entrepreneurial outlook. It encourages self-reflection on challenges faced and innovations brought to individual or team work. It also suggests involving others by discussing one's work with leaders and teammates, and asking more senior members how they approach tasks differently. The overall goal is to challenge oneself through new opportunities and roles, and continuously track development.
This article discusses soft skills, which are personal attributes that enhance interactions and job performance. Some key soft skills include interpersonal skills, teamwork, social grace, negotiation skills, and time management. Soft skills are increasingly important to employers and can determine professional success more than hard technical skills alone. The article provides suggestions for improving soft skills, such as self-evaluation, accepting feedback, effective communication, and focusing on collaboration. It emphasizes that soft skills training is essential, as these skills are not fully addressed in academic curricula.
The document outlines the vision, mission, objectives and values of LCCI (Lahore Chamber of Commerce and Industry).
The vision is to be the best chamber in SAARC countries through business growth, exports and tax revenues. The mission is to serve members professionally and advocate for business interests with regulatory bodies.
The core values that guide LCCI are respect, empathy, shared responsibility, consistency and innovation. LCCI aims to provide networking, advocacy, learning and other services to members.
The document summarizes a project management leadership workshop. The workshop aims to help participants mature into humble leaders through theory and exercises on leadership, emotional intelligence, values and ethics. It covers defining leadership, developing self-awareness and emotional control, the importance of integrity and probity, and next steps for participants. Key aspects discussed include emotional intelligence, self-awareness, leadership styles, servant leadership, and developing leadership skills through lifelong learning.
This document discusses leadership challenges for project, program, and portfolio managers. It begins by defining leadership and outlining what will be covered, including the role of the PPM leader, leadership styles, emotional intelligence, and personal resilience. It then discusses some of the specific challenges PPM leaders face, such as diverse stakeholders, transient teams, and new products/methods. The document provides seven keys to project leadership and examines why programs succeed or fail. It stresses the importance of leadership, alignment between business and suppliers, managing dependencies and risks, and having a clear end goal. The document emphasizes that to be a successful leader requires training, experience, a support network, continuous learning, and resilience.
A group is comprised of individuals who meet to discuss issues, problem solve, or to inform. A real team, however, is defined as people coming together for a common purpose, setting clear goals, and establishing priorities. The team leader and team members define roles for individual members, utilizing individual strengths and nurturing synergism (working together) to create a unified plan of action in order to achieve identified and measured results. Team members learn to depend and rely on other team members to demonstrate their talents and support the team.
Really efficient integrated marketing teams by Jose Truchado (Expedia)Promodo
The document discusses how marketing teams can work more efficiently by moving away from siloed structures and integrating teams, highlighting how Expedia improved a Twitter campaign by collaborating across departments; it also emphasizes getting to know team members' skills and personalities, like through Myers-Briggs, to better distribute tasks.
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6. Set of value-based team-building
activities and tools, which can be
used and customized for
particular team needs.
Team Development Toolkit
7. Team Development Toolkit: What is in the Box?
Getting to know
each other
Strengthening
team work
Team Identity
Agile development
simulations
Appreciation / recognition
9. DISC
Behavioral assessment tool widely
used in Europe. DISC works as a
basis for team events aimed at
understanding individual
differences and finding right
communication approach.
15. Development tool, which helps to
develop a healthy culture of
sharing feedback with each other,
be open and constructive, build
individual action plan based not
only on feedback of a manager, but
also peers.
Team Collaboration Booster
19. Consulting practice in a form of a
workshop that is aimed at raising
the awareness about cultural
and national peculiarities, helping
the team to leverage on Cross-
Cultural understanding
of each other and thus becoming
more effective in cooperation.
Cross-Cultural Intelligence
service
Мене звати Маряна Мацюк, я People Partner в компанії Сіклум. На даній посаді працюю трохи більше 3х років, стартувала у Київського офісу. З розвитком нашої Львівської локації переїхала у Львів. Сьогодні ми будемо говорити про сервіси які ми ви користовуємо в компаніїї для підвищення ефективності команд.
У Сіклум у нас близько 200 унікальних команд які працюють напряму з замовником і виготовляюють, тестуюють або підтримують програмне забезпечення. У кожного свій продукт, свої реальності бізнесу, свій склад команди і підхід до менеджементу. Роль Account команди Ciklum - допомагати клієнтам розвивати свої команди. Це як тренувати і створювати Олімпійський резерв: Рекрутери набирають кращих з кращих учасників ринку, PP допомагають тренувати і зругтовувати наших зірок (тут без зайвої скромності скажу що часто таки зірок, бо у нас майже немає Junior employees). Тобто ми стараємось робити з них комаду яка приносить результати нашим клієнтам .
Ате так як я і згадувала про наших зірок з якими ми працюємо, команди складаються по різному, а часто і не складаються самостійно (пауза) тобто без нашої допомоги)
Для того щоб допомогти нашим ( і вашим, я надіюсь, командам) давайте спробуємо розібратись що у нас не працює. І у цьому нам допоможе Патрік Ленсіоні з своєю книгою 5 пороків команди, англфйською звучить менш драматично – 5 disfunctions of the team
Первый порок — это взаимное недоверие членов команды. Как правило, оно возникает из боязни продемонстрировать перед всеми свою уязвимость, слабость. Если члены команды опасаются открыто признаться в своих ошибках и недостатках, и скрывают их любой ценой, то создается атмосфера взаимного недоверия и подозрительности.
Недоверие в коллективе создает почву для развития второго порока — боязни конфликта. Люди, не доверяющие друг другу, не способны к искренней, открытой дискуссии. Они боятся задеть кого-либо или оказаться задетыми. Вместо этого они ведут осторожный обмен нейтральным замечаниями, осторожным комментариям, порой переходя к ядовитым колкостям, и в результате принимают единогласное решение, которое никого не устраивает и ни к чему не ведет.
Мнимая гармония крайне опасна, потому что порождает третий порок команды: безвідповідальність. Поскольку в команде царит атмосфера недоверия, никто не говорит то, что думает, а решения принимаются для проформы, за них никто не будет отвечать. И члены команды считают, что не несут никакой ответственности за все то, что не затрагивает их лично.
Принимая решения, к выполнению которых они равнодушны, члены команды не считают ни себя, ни своих коллег связанными какими-либо обязательствами. Невимогливітсть — четвертый порок команды. Даже понимая, что какие-то действия (или наоборот, бездеятельность) вредны для компании, сотрудники часто исходят из принципа «это не мое дело».
Безответственность и нетребовательность создают почву для развития пятого порока. Незацікавленість в результатах возникает, когда члены команды ставят свои личные потребности (честолюбие, карьеру, признание) или потребности своих отделов выше общих целей команды или компании.
Подобно цепочке, которая рвется, если хотя бы одно звено оказалось слабым, команда может погибнуть из-за одного-единственного порока.
Перечитавши цю книжку ми миявили що в Сіклум у нас доволі хороший набіл методів і інстументів, які рекомендує автор.
Перечитавши цю книжку ми миявили що в Сіклум у нас доволі хороший набіл методів і інстументів, які рекомендує автор.
Ось вони, наші методи які допомагають тренувати наших чемпіонів)
немного расскажем теории: о факторах ДИСКа
Как мы предоставляем ДИСК-сервис: первичным есть отчет, потом проводим воркшоп, с людьми на ключевых позициях проводим индивидуальные консультации. Также расскажем что привлекаем клиентскую сторону, а с недавних пор пошли дальше – и ездили по приглашению клиентов к ним в офис.
Тут поделимся какой профайл чаще всего встречается из нашего опыта для девелопера и менеджера (чем больше звезда – тем больше таких людей у нас есть).
немного расскажем теории: о факторах ДИСКа
Будет рассказано об общем описании практики, как она родилась, в чем ценность открытой фидбек сессии.
Пример фидбека от клиента когда команда поделилась с ним.
(сам пример: Ожидания команды по поводу его вовлеченности и уровня контроля их работы - выявилась основная причина их менее эффективного сотрудничества. Клиент озвучил свои ожидания в ответ, что дало очень позитивный импульс к улучшению всех процессов в будущем.)
*формирование доверия через открытый фидбек
** пример из своей практики.
** фидбек => обратная связь
Этот тест был придуман Джозефом Лафтом и Гарри Ингамом в 1955 году. Окно Джохари представляет собой квадрат, разделённый на четыре части, каждая из которых — часть информации о человеке, передаваемая во время общения. Квадрат № 1 - под названием "Открытое" - содержит информацию о человеке, известную как ему самому, так и другим. Когда люди обмениваются информацией и понимают друг друга, их взаимоотношения улучшаются. Чем больше площадь этого квадрата, тем больше информации об индивидууме известно, тем эффективнее, продуктивнее и взаимовыгоднее будут отношения между людьми. Квадрат № 2 называется "Слепое пятно" и включает информацию, известную другим, но неизвестную самому индивидууму. Чем больше площадь этого квадрата, тем сложнее достигнуть взаимопонимания. Квадрат № 3 называется "Скрытое" и включает информацию о себе, т.е. известную индивидууму, но неизвестную другим. Это затрудняет общение, поскольку дает односторонние преимущества индивидууму, позволяет скрыть негативную информацию от окружающих. Есть информация, которой люди не спешат обмениваться просто потому, что не считают ее важной, Но гораздо чаще информация не распространяется из-за желания получить таким образом влияние или приобрести контроль над ситуацией. Квадрат № 4 - "Неизвестное" - содержит информацию, неизвестную ни индивидууму, ни окружающим. Именно за счет сокращения его площади при желании можно повысить эффективность коммуникаций.
Видео от Саши Сухого – поделиться обратной связью после использование сервисов ДИСКа и ТСВ в своей команде.
Будет рассказано об общем описании практики, как она родилась, в чем ценность открытой фидбек сессии.
Пример фидбека от клиента когда команда поделилась с ним.
(сам пример: Ожидания команды по поводу его вовлеченности и уровня контроля их работы - выявилась основная причина их менее эффективного сотрудничества. Клиент озвучил свои ожидания в ответ, что дало очень позитивный импульс к улучшению всех процессов в будущем.)
*формирование доверия через открытый фидбек
** пример из своей практики.
** фидбек => обратная связь