BlessingWhite is a global training and consulting firm that conducted research on coaching in organizations. Their research found that while managers believe in coaching and its benefits, about half of employees do not receive coaching. Managers struggle to find time for coaching due to work demands. Additionally, organizations expect coaching but provide little accountability or rewards for it. To address this "coaching conundrum", BlessingWhite recommends that organizations tackle business problems with coaching, set clear expectations for new managers, emphasize relationships over skills, coach the coaches, and build belief and accountability into their culture.
1. The document presents a series of 4 questions about dividing the white areas of 4 squares (A, B, C, D) into equal pieces.
2. The questions get progressively more difficult, asking to divide square A into 2 pieces, square B into 3 pieces, and so on.
3. The document emphasizes that the mind often overcomplicates issues and solutions, when simplicity is key. It encourages the reader to keep life simple.
The document contains the lyrics to 10 well-known English nursery rhymes: Humpty Dumpty, Little Bo Peep, Baa Baa Black Sheep, Hickory Dickory Dock, Hey Diddle Diddle, Little Boy Blue, Mary Had a Little Lamb, Hot Cross Buns, Little Miss Muffet, and Twinkle Twinkle Little Star.
Choral reading involves groups reading text aloud together in coordinated ways. It has three main purposes - learning, performance, and enjoyment. There are different types of choral reading including refrain, unison, antiphon, cumulative, solo lines, and line around. An example is provided of arranging the poem "The Dream Keeper" for antiphon choral reading. Groups are then tasked with arranging another poem, "The Song of Wandering Aengus," for choral performance.
The document discusses coaching and leadership development. It provides an overview of MSBCoach, a business coaching firm, including their mission to empower clients through partnerships. MSBCoach uses a three phase coaching model called I.S.C. to help clients identify challenges, shift mindsets, and create breakthroughs. They offer various programs like individual and team coaching, workshops on topics like customer service and leadership legacy, and a talent retention program. The goal is to partner with clients to improve leadership and business performance.
Bring out the best in people and in business with coaching skillsGreatness Coaching
Agenda:
1. What builds strong motivation and loyalty in employees
2. Benefits of “questioning” vs “telling”
3. What coaching really is
4. Why and how coaching brings out the best in people
5. Foundational skills for effective coaching
6. Practice, skill by skill
7. How coaching skills help you to negotiate successfully in business
8. 10 Golden rules for effective coaching
9. How to integrate coaching in management style, to boost the performance and autonomy of subordinates
10. How coaching helps the success of the world’s most admired companies
11. How ICF coaching competencies will help you become a great coach and bring out the best in people and in business
AoEC Poland - Practitioner Diploma in Executive Coaching. Triple accreditation. Prestigious qualifications recognised world-wide. Now available in Poland.
How you can use coaching to transform an orgazniation from stagnant and inflexible to thriving and dynamic.
70% of change programs fail (in 'Changing Change Management, McKinsey, July 2015) - worse failure rate for 'Coaching Culture roll-out' because people are disengaged.
1. The document presents a series of 4 questions about dividing the white areas of 4 squares (A, B, C, D) into equal pieces.
2. The questions get progressively more difficult, asking to divide square A into 2 pieces, square B into 3 pieces, and so on.
3. The document emphasizes that the mind often overcomplicates issues and solutions, when simplicity is key. It encourages the reader to keep life simple.
The document contains the lyrics to 10 well-known English nursery rhymes: Humpty Dumpty, Little Bo Peep, Baa Baa Black Sheep, Hickory Dickory Dock, Hey Diddle Diddle, Little Boy Blue, Mary Had a Little Lamb, Hot Cross Buns, Little Miss Muffet, and Twinkle Twinkle Little Star.
Choral reading involves groups reading text aloud together in coordinated ways. It has three main purposes - learning, performance, and enjoyment. There are different types of choral reading including refrain, unison, antiphon, cumulative, solo lines, and line around. An example is provided of arranging the poem "The Dream Keeper" for antiphon choral reading. Groups are then tasked with arranging another poem, "The Song of Wandering Aengus," for choral performance.
The document discusses coaching and leadership development. It provides an overview of MSBCoach, a business coaching firm, including their mission to empower clients through partnerships. MSBCoach uses a three phase coaching model called I.S.C. to help clients identify challenges, shift mindsets, and create breakthroughs. They offer various programs like individual and team coaching, workshops on topics like customer service and leadership legacy, and a talent retention program. The goal is to partner with clients to improve leadership and business performance.
Bring out the best in people and in business with coaching skillsGreatness Coaching
Agenda:
1. What builds strong motivation and loyalty in employees
2. Benefits of “questioning” vs “telling”
3. What coaching really is
4. Why and how coaching brings out the best in people
5. Foundational skills for effective coaching
6. Practice, skill by skill
7. How coaching skills help you to negotiate successfully in business
8. 10 Golden rules for effective coaching
9. How to integrate coaching in management style, to boost the performance and autonomy of subordinates
10. How coaching helps the success of the world’s most admired companies
11. How ICF coaching competencies will help you become a great coach and bring out the best in people and in business
AoEC Poland - Practitioner Diploma in Executive Coaching. Triple accreditation. Prestigious qualifications recognised world-wide. Now available in Poland.
How you can use coaching to transform an orgazniation from stagnant and inflexible to thriving and dynamic.
70% of change programs fail (in 'Changing Change Management, McKinsey, July 2015) - worse failure rate for 'Coaching Culture roll-out' because people are disengaged.
Five Sales Coaching Best Practices Featuring Sales Management AssociationRevegy, Inc.
Sales training and sales process is great for helping sales teams drive revenue in a consistent manner. However, in order for organizations to realize the maximum benefit from such investments, they must be continuously coaching their reps – making them more effective in the field. This webinar discuss the 5 things you must have for a successful coaching program and how to leverage people, data and technology to increase coaching effectiveness and capability.
In this BlessingWhite Coaching webinar Fraser Marlow explores the importance of coaching in business and models for implementing it successfully into organisations.
7 Reasons Executives Hire Executive CoachesMonte Wyatt
The document discusses 7 reasons why executives hire executive coaches. The top 3 reasons are:
1) To achieve significant results, solve pressing challenges, and take advantage of major opportunities.
2) To work with a credible, engaging, and knowledgeable advisor.
3) To be held accountable for results and be willing to take calculated risks to advance their career and company.
The document outlines the schedule and topics for professional development sessions at the 2009 National BDPA Technology Conference in Raleigh, North Carolina, including sessions on diversity appreciation, executive coaching, networking on LinkedIn, and career development. Specific sessions provide objectives and outlines for presentations on appreciating diversity, why executive coaching works, and how to effectively use LinkedIn for networking. The document also includes contact information for presenters.
Coach Effect, Inc. is a leadership and organizational effectiveness firm that provides coaching, consulting, training, and public speaking services to small and medium sized organizations. They help business owners and senior managers address common issues faced by managers such as navigating organizational politics, managing time effectively, and balancing oversight and delegation. Coach Effect offers executive coaching, career coaching, peer group coaching, organizational assessments and design consulting, and training programs. Their goal is to improve workplaces by refining managers' skills, behaviors, and awareness so they can provide practical solutions to clients' tough issues.
MSBCoach provides customized coaching and training programs to organizations. They work with clients to identify specific needs through interviews and surveys then design a plan tailored to the organization's culture. Coaching includes monthly training sessions and individual executive coaching to provide structure, strategic planning support, and other services. The goal is to develop strong leaders and high performing teams to benefit the individuals, teams, and overall organization.
The document provides guidance on peer coaching within AIESEC. It discusses:
1) What peer coaching is and its benefits, including increasing coaching skills, building networks, and supporting relationships.
2) How to structure peer coaching sessions, including setting up agreements, using a three-stage framework of insight, innovation and impact, and employing effective listening skills.
3) How to bring peer coaching to an end respectfully when goals are achieved or circumstances change.
Transformational Coaching Supervision webinar with Professor Peter Hawkins, founder, Bath Consulltancy Group and Nick Smith, Executive Coaching Consultant, Bath Consultancy Group.
The Essential Ingredients of a Leadership Development CurriculumCMOE
The document discusses elements that should be included in leadership development programs and workshops. It recommends 10 essential elements: breaking the ice, holding up a mirror, sharing a practical framework, facilitating "a-ha" moments, taking a test drive, providing quantitative feedback, more practice, tools and tips, knowledge transfer planning, and closing thoughts. It then provides more details about each element and CMOE's approach to customizing leadership development solutions for clients.
Designing The Rest Of Your Life. for renewal not retirement..Linkedindoriss60
Doris Shannon designed a pilot program using her coaching experience and certificates to help pre-retirees and retirees create or evaluate their dream retirement through coaching, assessments, and workshops. The program incorporates the research of Dr. Richard P. Johnson on the 15 factors critical to successful aging and retirement. Doris facilitates the program using her trademark group coaching methodology in online or telephone sessions, allowing participants to learn from each other's experiences.
The document discusses team leadership workshops provided by CMOE. It provides strategies for improving team leadership skills, such as improving awareness of individual team member needs, being accountable, setting clear expectations, communicating effectively, and renewing a commitment to excellence. CMOE seeks to enhance team effectiveness and solve problems through their workshops and training programs.
The document discusses work-life balance education. It notes that work-life balance is an ongoing issue to be managed, not a problem to be solved. Both organizations and individuals have responsibility in managing work-life balance through policies, benefits, actions, and personal choices. Work-life balance education can leverage both by improving awareness of benefits and positively impacting mindsets and skills to better manage work and personal life. Successful education defines work-life balance, increases awareness of benefits, adds management skills, increases individual accountability, and provides a common language for ongoing management.
What is the rulebook for being a successful talent leader during a crisis like the COVID 19 pandemic? How can you arm yourself with the right tools, and cultivate the right skills to help both yourself and your team? That is what our speaker for this webinar, Morgan Massie, discusses in this session.
This document summarizes a presentation given by Prof. Sattar Bawany on leaving a leadership legacy for nonprofit and non-governmental organization leaders. The presentation discusses defining one's leadership legacy through serving others and making a positive impact. It emphasizes developing the next generation of leaders through mentorship and coaching. The presentation also provides strategies for grassroots leaders to build high-performing teams and leave an enduring legacy through establishing shared values and an organizational system that continues without them.
10 Alternatives to Having a Learning & Performance Team v3Douglas Audirsch
The document lists 10 alternatives to investing in a learning and performance program for employees, such as accepting high employee turnover, believing workplace tensions will resolve themselves, and expecting performance to improve spontaneously. It argues these approaches are not the best investment for a company and that creating a learning and performance team is more valuable and less costly long-term. It provides contact information for discussing how a company could benefit from such a program.
This document outlines the methodology of Managing The Mist, a consulting firm that helps organizations create "mist-free" high performance cultures during change initiatives. The methodology involves 5 rules: 1) getting organizational house in order by aligning strategies, processes and behaviors; 2) asking employees for input instead of just telling them changes; 3) developing leaders to step back and focus on continuous improvement; 4) embracing failure so employees are not afraid to take risks; 5) holding each other accountable through feedback and evaluation of actions and results. The firm uses experiential learning techniques to build high performance cultures and measures impact to ensure a return on investment.
Get Executive and Business Coaching in Sydney with Abundance CoachingAbundancecoaching
If you are a business owner, professional or executives, abundance Coaching is the place where you can get executive and business training from Scott Epp. For more information view this presentation or Visit: http://www.abundancecoaching.com.au/business-coaching-and-executive-coaching/
Evaluation and feedback within the change processDani
This document discusses evaluation and feedback in the change process. It provides definitions of key terms like evaluation, feedback, and institutionalizing change. It also describes common models of change like Lewin's change model and appreciative inquiry. Additionally, it discusses different evaluation strategies like periodically monitoring outcomes and using implementation feedback. Case examples are also provided to illustrate how evaluation and feedback were used during organizational changes at companies.
Getting your shift together making sense of organizational culture and changeDani
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
Five Sales Coaching Best Practices Featuring Sales Management AssociationRevegy, Inc.
Sales training and sales process is great for helping sales teams drive revenue in a consistent manner. However, in order for organizations to realize the maximum benefit from such investments, they must be continuously coaching their reps – making them more effective in the field. This webinar discuss the 5 things you must have for a successful coaching program and how to leverage people, data and technology to increase coaching effectiveness and capability.
In this BlessingWhite Coaching webinar Fraser Marlow explores the importance of coaching in business and models for implementing it successfully into organisations.
7 Reasons Executives Hire Executive CoachesMonte Wyatt
The document discusses 7 reasons why executives hire executive coaches. The top 3 reasons are:
1) To achieve significant results, solve pressing challenges, and take advantage of major opportunities.
2) To work with a credible, engaging, and knowledgeable advisor.
3) To be held accountable for results and be willing to take calculated risks to advance their career and company.
The document outlines the schedule and topics for professional development sessions at the 2009 National BDPA Technology Conference in Raleigh, North Carolina, including sessions on diversity appreciation, executive coaching, networking on LinkedIn, and career development. Specific sessions provide objectives and outlines for presentations on appreciating diversity, why executive coaching works, and how to effectively use LinkedIn for networking. The document also includes contact information for presenters.
Coach Effect, Inc. is a leadership and organizational effectiveness firm that provides coaching, consulting, training, and public speaking services to small and medium sized organizations. They help business owners and senior managers address common issues faced by managers such as navigating organizational politics, managing time effectively, and balancing oversight and delegation. Coach Effect offers executive coaching, career coaching, peer group coaching, organizational assessments and design consulting, and training programs. Their goal is to improve workplaces by refining managers' skills, behaviors, and awareness so they can provide practical solutions to clients' tough issues.
MSBCoach provides customized coaching and training programs to organizations. They work with clients to identify specific needs through interviews and surveys then design a plan tailored to the organization's culture. Coaching includes monthly training sessions and individual executive coaching to provide structure, strategic planning support, and other services. The goal is to develop strong leaders and high performing teams to benefit the individuals, teams, and overall organization.
The document provides guidance on peer coaching within AIESEC. It discusses:
1) What peer coaching is and its benefits, including increasing coaching skills, building networks, and supporting relationships.
2) How to structure peer coaching sessions, including setting up agreements, using a three-stage framework of insight, innovation and impact, and employing effective listening skills.
3) How to bring peer coaching to an end respectfully when goals are achieved or circumstances change.
Transformational Coaching Supervision webinar with Professor Peter Hawkins, founder, Bath Consulltancy Group and Nick Smith, Executive Coaching Consultant, Bath Consultancy Group.
The Essential Ingredients of a Leadership Development CurriculumCMOE
The document discusses elements that should be included in leadership development programs and workshops. It recommends 10 essential elements: breaking the ice, holding up a mirror, sharing a practical framework, facilitating "a-ha" moments, taking a test drive, providing quantitative feedback, more practice, tools and tips, knowledge transfer planning, and closing thoughts. It then provides more details about each element and CMOE's approach to customizing leadership development solutions for clients.
Designing The Rest Of Your Life. for renewal not retirement..Linkedindoriss60
Doris Shannon designed a pilot program using her coaching experience and certificates to help pre-retirees and retirees create or evaluate their dream retirement through coaching, assessments, and workshops. The program incorporates the research of Dr. Richard P. Johnson on the 15 factors critical to successful aging and retirement. Doris facilitates the program using her trademark group coaching methodology in online or telephone sessions, allowing participants to learn from each other's experiences.
The document discusses team leadership workshops provided by CMOE. It provides strategies for improving team leadership skills, such as improving awareness of individual team member needs, being accountable, setting clear expectations, communicating effectively, and renewing a commitment to excellence. CMOE seeks to enhance team effectiveness and solve problems through their workshops and training programs.
The document discusses work-life balance education. It notes that work-life balance is an ongoing issue to be managed, not a problem to be solved. Both organizations and individuals have responsibility in managing work-life balance through policies, benefits, actions, and personal choices. Work-life balance education can leverage both by improving awareness of benefits and positively impacting mindsets and skills to better manage work and personal life. Successful education defines work-life balance, increases awareness of benefits, adds management skills, increases individual accountability, and provides a common language for ongoing management.
What is the rulebook for being a successful talent leader during a crisis like the COVID 19 pandemic? How can you arm yourself with the right tools, and cultivate the right skills to help both yourself and your team? That is what our speaker for this webinar, Morgan Massie, discusses in this session.
This document summarizes a presentation given by Prof. Sattar Bawany on leaving a leadership legacy for nonprofit and non-governmental organization leaders. The presentation discusses defining one's leadership legacy through serving others and making a positive impact. It emphasizes developing the next generation of leaders through mentorship and coaching. The presentation also provides strategies for grassroots leaders to build high-performing teams and leave an enduring legacy through establishing shared values and an organizational system that continues without them.
10 Alternatives to Having a Learning & Performance Team v3Douglas Audirsch
The document lists 10 alternatives to investing in a learning and performance program for employees, such as accepting high employee turnover, believing workplace tensions will resolve themselves, and expecting performance to improve spontaneously. It argues these approaches are not the best investment for a company and that creating a learning and performance team is more valuable and less costly long-term. It provides contact information for discussing how a company could benefit from such a program.
This document outlines the methodology of Managing The Mist, a consulting firm that helps organizations create "mist-free" high performance cultures during change initiatives. The methodology involves 5 rules: 1) getting organizational house in order by aligning strategies, processes and behaviors; 2) asking employees for input instead of just telling them changes; 3) developing leaders to step back and focus on continuous improvement; 4) embracing failure so employees are not afraid to take risks; 5) holding each other accountable through feedback and evaluation of actions and results. The firm uses experiential learning techniques to build high performance cultures and measures impact to ensure a return on investment.
Get Executive and Business Coaching in Sydney with Abundance CoachingAbundancecoaching
If you are a business owner, professional or executives, abundance Coaching is the place where you can get executive and business training from Scott Epp. For more information view this presentation or Visit: http://www.abundancecoaching.com.au/business-coaching-and-executive-coaching/
Evaluation and feedback within the change processDani
This document discusses evaluation and feedback in the change process. It provides definitions of key terms like evaluation, feedback, and institutionalizing change. It also describes common models of change like Lewin's change model and appreciative inquiry. Additionally, it discusses different evaluation strategies like periodically monitoring outcomes and using implementation feedback. Case examples are also provided to illustrate how evaluation and feedback were used during organizational changes at companies.
Getting your shift together making sense of organizational culture and changeDani
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
The document summarizes an organizational development presentation for an executive audience. It introduces the speakers and provides background on the merged organization, including its size, services, reputation and awards. It then describes the Continuous Quality Improvement and Organizational Learning division and its roles. Finally, it outlines six strategic approaches to engaging executives in organizational development efforts, such as developing relationships, communicating in business terms, coordinating communication, establishing partnerships and focusing on results.
The document summarizes the discussion topics from a January 10, 2007 meeting of the Omaha OD Network. [1] The first discussion topic focused on defining accountability and participants expressed that it involves taking responsibility, integrity, ownership of actions and outcomes, and setting up systems to ensure it. [2] The second topic asked about examples of accountability in careers, with responses about integrity, transparency, commitment, and willingness to admit mistakes. [3] The third topic asked about wishes to enable more accountability, with suggestions like clear communication, shared understanding, transparency, and passion for work.
HDR has acquired 32 firms in the past 10 years as part of its growth strategy. The average acquired firm has around 48 employees. HDR's acquisition process typically involves due diligence, management approval, and announcement. Integration of acquired firms is still a work in progress for HDR, but they are focusing more on change management training and having an on-site integration manager guide the process. Key lessons learned are that change management must be a priority from the beginning of acquisitions to minimize performance drops and maximize returns through improved productivity, quality, and morale. Communication is critical for successful integration and combatting natural anxiety that comes with change.
The document summarizes the results of an employee engagement survey conducted at Children's Hospital. The survey aimed to measure what matters most to employees, establish benchmarks, identify drivers of engagement, and set goals for improvement. Key issues identified were communication, recognition, trust, and future vision. An action plan was proposed to prioritize results, set high standards for comparison, share results openly, set goals, develop an implementation plan, and re-survey to refine the process. Factors that could inhibit improvement included outdated data, overemphasis on averages, too many priorities, lack of anonymity or confidentiality, and lack of full management participation and buy-in.
Creating an accountability culture at con agra foodsDani
Gary Rodkin, the new CEO of ConAgra Foods, introduced accountability as one of the company's core principles. He defined accountability as living up to commitments, agreeing on goals and strategies, and driving flawless execution without excuses. Rodkin emphasized accountability is based on trust, having the right people in jobs, and giving them tools and trusting them to perform. At ConAgra, accountability was implemented throughout the supply chain and consumer affairs divisions by setting clear metrics, empowering frontline employees, and tying compensation to goals and results. The focus on accountability improved business results like costs savings and consumer loyalty.
This document discusses diversity and inclusion. It defines diversity as differences in social identity, cognitive processes, and perspectives. Cognitive diversity refers to differences in mental processes, perspectives, heuristics, and interpretations. The document also includes matrices to assess social distance and personal networks. It lists resources on topics like diversity, social capital, human capital, and overcoming racism.
The document discusses the importance of knowledge management and social networking for organizations. It explains that traditional methods like email are no longer sufficient for sharing knowledge in real-time across organizations. Knowledge management systems and enterprise social networks allow organizations to capture, share, and disseminate information faster among employees and experts. This improves organizational performance, productivity, and training of new employees. The presentation provides examples of how a social networking system called CustomerVision has benefits like informal learning, expertise sharing, and reducing customer service needs for organizations.
The document discusses managing remote employees from both the company and individual's perspective. It identifies benefits like increased availability, work-life balance, and cost savings. It provides strategies for setting expectations, communicating, and monitoring work. Challenges include relationship building and large initiatives. Overall, remote work can contribute to retention and satisfaction when clear instructions, availability, and check-ins are provided.
Web 2 0 knowledge management and social networking- why should i careDani
The document discusses knowledge management and social networking. It argues that organizations must invest in knowledge capital to engage employees, share expertise in real-time, and avoid losing knowledge from attrition. The CustomerVision solution provides an out-of-the-box social networking platform to capture and share information for improved collaboration and organizational performance. Case studies demonstrate how the platform enhances communication, training, and communities of practice.
This document outlines Mutual of Omaha's talent management strategy and program. It discusses how the company identified high-potential employees, developed a talent management strategy and objectives, and implemented a development cycle that includes self-awareness assessments, multi-rater feedback, individual development planning, and formal development activities. It also notes the importance of measuring success, challenges faced, lessons learned, and how the program will continue to evolve in the future.
The document discusses strategies for improving a disability claims management process. It outlines obstacles like staff vacations and untrained new hires. It then provides solutions like defining roles and responsibilities, implementing best practices for claims handling, and monitoring metrics to balance workloads and reduce backlogs. The goal is to meet sales growth plans over three years while providing win-win situations for both customers and staff.
Sowing the seeds of success preparing senior leaders as change leadersDani
The document discusses how change affects organizations and leaders. It notes that change produces both good and bad consequences, and common problems that arise are anxiety about the future, desires to maintain power and control, and uncertainty. The document advises leaders to embrace change, provide support and clarity to others, and model constructive attitudes during the change process.
According to the document, QBQ stands for "Question Behind the Question" and refers to asking oneself empowering questions focused on personal responsibility rather than blaming others. The document provides examples of common blaming questions and recommends instead asking questions like "What can I do to help solve the problem?" and "What can I do to excel at my work?". It discusses John Miller's philosophy that personal accountability is about focusing on self-improvement through internally-directed questions rather than externally-directed blame. Training programs on the QBQ method are available through websites like QBQ.com and personalaccountabilityatwork.com.
Perspectives on organizational development at con agra foodsDani
The document discusses organization development at ConAgra Foods by outlining their focus on building a learning infrastructure, growing leadership excellence, leveraging talent management, and providing consulting services. It describes ConAgra's goals of partnering with business leaders to deliver best-in-class organization development tools and processes to improve business results. Key areas of focus include building a learning system, developing leadership competencies, conducting talent reviews, and facilitating change management.
Personal accountability can i change the worldDani
This document discusses personal accountability and how individuals can take ownership of situations rather than assigning blame. It introduces the concept of an "accountability loop" where one can self-examine, learn from mistakes, recognize choices, and take action to improve. In contrast, the "victim loop" involves making excuses, blaming others, denying responsibility, and resisting change. The document suggests that accountability may be taught and that organizations can facilitate it by asking questions focused on solutions and personal actions rather than excuses.
The document discusses how changing one's thinking can change one's life and lead to success despite challenges. It provides tips for managing change, such as questioning assumptions, taking responsibility, and reframing mindsets. The stages of change are described as involving endings, a neutral zone, and new beginnings, with characteristics like grief, fear, and ownership at each stage. Leaders are advised to listen, communicate vision, celebrate wins, and apply new competencies to guide others through change.
The document discusses ways to re-engage disengaged employees during difficult times. It notes that engagement levels have dropped significantly for companies that have laid off workers. Top drivers of engagement include actions of senior leadership and direct supervisors. The document provides several suggestions for re-engaging employees, such as asking them what they need to be successful, focusing on their strengths, and using recognition. It also stresses the important role of senior leaders in communicating vision, building trust, and responding to feedback. Organizations can measure the impact of engagement efforts through surveys, anecdotal feedback, and business data.
The document discusses different generations currently in the workforce and how to manage them effectively. It defines four generations - Post WWII (born before 1945), Baby Boomers (born 1946-1964), Generation X (born 1965-1978), and Generation Y (born 1979-1989). Each generation has distinct characteristics and preferences in terms of communication, expectations, work-life balance, and learning. The document provides tips on recruiting, retaining, and leveraging each generation by appealing to their attributes and meeting their unique needs through flexible work options, mentoring opportunities, and clear career paths.
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Here is the updated list of Top Best Ayurvedic medicine for Gas and Indigestion and those are Gas-O-Go Syp for Dyspepsia | Lavizyme Syrup for Acidity | Yumzyme Hepatoprotective Capsules etc
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
Integrating Ayurveda into Parkinson’s Management: A Holistic ApproachAyurveda ForAll
Explore the benefits of combining Ayurveda with conventional Parkinson's treatments. Learn how a holistic approach can manage symptoms, enhance well-being, and balance body energies. Discover the steps to safely integrate Ayurvedic practices into your Parkinson’s care plan, including expert guidance on diet, herbal remedies, and lifestyle modifications.
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
Basavarajeeyam is a Sreshta Sangraha grantha (Compiled book ), written by Neelkanta kotturu Basavaraja Virachita. It contains 25 Prakaranas, First 24 Chapters related to Rogas& 25th to Rasadravyas.
These lecture slides, by Dr Sidra Arshad, offer a quick overview of the physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar lead (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
6. Describe the flow of current around the heart during the cardiac cycle
7. Discuss the placement and polarity of the leads of electrocardiograph
8. Describe the normal electrocardiograms recorded from the limb leads and explain the physiological basis of the different records that are obtained
9. Define mean electrical vector (axis) of the heart and give the normal range
10. Define the mean QRS vector
11. Describe the axes of leads (hexagonal reference system)
12. Comprehend the vectorial analysis of the normal ECG
13. Determine the mean electrical axis of the ventricular QRS and appreciate the mean axis deviation
14. Explain the concepts of current of injury, J point, and their significance
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. Chapter 3, Cardiology Explained, https://www.ncbi.nlm.nih.gov/books/NBK2214/
7. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
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