This document discusses how an individual's comfort zone and behavior within organizations can influence company performance. It describes various zones like the comfort zone, learning zone, and panic zone that make up one's activity area. It also examines how factors like relationships, hierarchies, company culture, and openness to change and challenges can impact whether one expands their activity area or remains confined to their comfort zone. The document provides recommendations for individuals, teams, and companies to foster growth and improvement by encouraging employees to regularly venture outside their comfort zones in order to continue learning, being innovative and maximizing their potential and the organization's performance.
Comfort Zones: What happens when you step outside of them?Caroline Cummings
Most growth comes from stepping outside of your comfort zone - also known as pushing yourself to say more and be more. We find out what we're made of when we step outside of our comfort zones and into our bravery zones. What are you made of?
We have developed a self-assessment tool that measures a person\'s resilience under stress. These slides are from my workshop at the International ASTD Conference in Atlanta in 2008.
Comfort Zones: What happens when you step outside of them?Caroline Cummings
Most growth comes from stepping outside of your comfort zone - also known as pushing yourself to say more and be more. We find out what we're made of when we step outside of our comfort zones and into our bravery zones. What are you made of?
We have developed a self-assessment tool that measures a person\'s resilience under stress. These slides are from my workshop at the International ASTD Conference in Atlanta in 2008.
There is an art to giving and receiving feedback. To get better, feedback is necessary – but it also can backfire if handled poorly. This session is for managers and non-managers and addresses the art of feedback and working with subordinates or peers/team members.
Challenging Employees PowerPoint PPT Content Modern SampleAndrew Schwartz
127 slides include: the 5 different personalities: the bull - the fox - the time bomb - the whiner - and the wall, with their qualities and specific strategies for each, tips for dealing with difficult people, Q&A slides on dealing with different situations, giving and receiving feedback, controlling anger, and 9 techniques on increasing employee enthusiasm and more.
The Risks and Benefits Of Building Trust zahidahuber
When do we trust somebody? How do we earn somebody's trust? What are the hardest challenges? When is trust the wrong way? What will you win with trust?
The presentation is an exposition on the effectiveness of assertive behavior and communication vis a vis less effective and potentially destructive behavior such as aggression, passivity and passive aggression.
A simple model of learning the art of assertive communication is presented.
The presentation provides opportunity for personal reflection on one's tendency towards either assertive or non-assertive behavior and communication.
The Art of Giving and Receiving FeedbackDebrief2Learn
In healthcare organizations, it is mission critical that leaders and managers possess the skills to deliver direct, honest feedback to supervisees and peers. Currently, many managers receive minimal training on how to provide concrete feedback plus coaching that can help team members improve their performance. As a result, many supervisees receive feedback that is conflicting, confusing, or no feedback at all. In this workshop, Grace Ng will discuss the current challenges in giving and receiving feedback, provide frameworks and tools that can be applied in feedback conversations, and share her vision for moving towards a culture of feedback and learning.
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
Assertiveness PowerPoint PPT Content Modern SampleAndrew Schwartz
135 slides include: helping you recognize, test and evaluate your own assertiveness, I statements, and assertive rights. Comparing passive, aggressive and assertive behaviors, the 6 personality types, assertive do's and don'ts, body language, and eye contact. Learn 9 types of assertive responses, dealing with conflict, overcoming fear, 4 steps to saying no, plus tips on becoming more assertive, how to's and more.
In this webinar, you will …
* Learn the meaning of self-leadership. * Understand that self-leadership is for everyone.* Grasp the concepts of self-motivation, emotional control, moral wisdom and ethics.
Mindsets are your beliefs and they affect your life and your success in business and your life.
Do you let failure or success define your life, or do you view them as opportunities? Do you view your qualities carved in stone and that you will have to prove yourself over and over and over or that the view you adopt for yourself profoundly affects the way you lead your life.
Do you view your life as a test or as a journey.
In this webinar delivered for the IIC&M Bettina Pickering explains why coaches are in effect leaders, and leaders should adopt a coaching style.
She covers the
- key qualities that great coaches and leaders have in common
- 3 core coaching/leadership qualities with practical examples drawn from her research of interviewing/surveying 30 coaches globally
- self-leadership and a process to develop each quality further
There is an art to giving and receiving feedback. To get better, feedback is necessary – but it also can backfire if handled poorly. This session is for managers and non-managers and addresses the art of feedback and working with subordinates or peers/team members.
Challenging Employees PowerPoint PPT Content Modern SampleAndrew Schwartz
127 slides include: the 5 different personalities: the bull - the fox - the time bomb - the whiner - and the wall, with their qualities and specific strategies for each, tips for dealing with difficult people, Q&A slides on dealing with different situations, giving and receiving feedback, controlling anger, and 9 techniques on increasing employee enthusiasm and more.
The Risks and Benefits Of Building Trust zahidahuber
When do we trust somebody? How do we earn somebody's trust? What are the hardest challenges? When is trust the wrong way? What will you win with trust?
The presentation is an exposition on the effectiveness of assertive behavior and communication vis a vis less effective and potentially destructive behavior such as aggression, passivity and passive aggression.
A simple model of learning the art of assertive communication is presented.
The presentation provides opportunity for personal reflection on one's tendency towards either assertive or non-assertive behavior and communication.
The Art of Giving and Receiving FeedbackDebrief2Learn
In healthcare organizations, it is mission critical that leaders and managers possess the skills to deliver direct, honest feedback to supervisees and peers. Currently, many managers receive minimal training on how to provide concrete feedback plus coaching that can help team members improve their performance. As a result, many supervisees receive feedback that is conflicting, confusing, or no feedback at all. In this workshop, Grace Ng will discuss the current challenges in giving and receiving feedback, provide frameworks and tools that can be applied in feedback conversations, and share her vision for moving towards a culture of feedback and learning.
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
Assertiveness PowerPoint PPT Content Modern SampleAndrew Schwartz
135 slides include: helping you recognize, test and evaluate your own assertiveness, I statements, and assertive rights. Comparing passive, aggressive and assertive behaviors, the 6 personality types, assertive do's and don'ts, body language, and eye contact. Learn 9 types of assertive responses, dealing with conflict, overcoming fear, 4 steps to saying no, plus tips on becoming more assertive, how to's and more.
In this webinar, you will …
* Learn the meaning of self-leadership. * Understand that self-leadership is for everyone.* Grasp the concepts of self-motivation, emotional control, moral wisdom and ethics.
Mindsets are your beliefs and they affect your life and your success in business and your life.
Do you let failure or success define your life, or do you view them as opportunities? Do you view your qualities carved in stone and that you will have to prove yourself over and over and over or that the view you adopt for yourself profoundly affects the way you lead your life.
Do you view your life as a test or as a journey.
In this webinar delivered for the IIC&M Bettina Pickering explains why coaches are in effect leaders, and leaders should adopt a coaching style.
She covers the
- key qualities that great coaches and leaders have in common
- 3 core coaching/leadership qualities with practical examples drawn from her research of interviewing/surveying 30 coaches globally
- self-leadership and a process to develop each quality further
[Workshop] Organization Experience - A framework for Adaptive CareersMarco Calzolari
BetterSoftware Conference, Florence (Italy) 2016
Our career as manager and kwoledge workers should be considered an evolutionary process, that requires constant feedback in order to develop talent and skills, while fits in a increasingly liquid company culture. We all need to reshape conversations and visualization about work, job roles, purposes and performance. Companies should consider and co-design the Employee Experience as well as they work on Customer and User Experience. Great UX design arises only by a great experience of work and collaboration.
Reflective Writing Help GuideCan you give me some examples of .docxsodhi3
Reflective Writing Help Guide
Can you give me some examples of reflection?
· Reading and acting on your managers/peers/clients/tutors feedback on your work to improve it
· Keeping a learning journal in order to record changes in your practice/knowledge/skills.
· Keeping a record of your learning development via e.g. Pebblepad
What is reflective writing?
· much more than a description of facts or events
· critical writing, questioning different viewpoints, examining reasons
· a process through which you develop or change your opinions and/or your behaviour
How do I structure my written reflection?
There are many reflective writing models. One simple model is Rolfe’s (2001) What? So What? Now What? model.
1. What?
Report what happened, objectively without judgement or interpretation. Describe the facts and event(s) of an experience you have had. Some of the questions you might ask yourself are:
What happened?
What was my role in the situation?
What was I trying to achieve?
What actions did I take?
What was the response of others?
What feelings did it evoke in me and others?
What were the consequences (good and bad) about the experience?
This experience could be a seminar you attended, a team task in which you played a role, a work presentation you gave etc.
2. So What?
This is the level of analysis and evaluation when we look deeper at what was behind the experience. It helps you to understand what you have learnt from the experience. Some of the questions you might ask yourself are:
So what does this tell me?
So what was going through my mind when I acted?
So what did I base my actions on?
So what more do I need to know about this?
So what could/should I have done to make it better?
So what is my new understanding of the situation?
3. Now What?
This is the level of synthesis. Here you build on the previous levels to consider alternative courses of action and choose what you need to do next. Some of the questions you might ask yourself are:
Now what could I do to make things better?
Now what actions do I need to take?
Now what plans do I need to put into place?
Now what might be the consequences (long term and short term benefits/drawbacks) to you, your organisation and your colleagues of this action?
Now what might hold me back?
Now what realistic goals will I work towards?
The language of reflection
Here is a list of suggested reflective phrases you might like to use in your reflective writing:
After observation….
This comment tells me….
In this situation I should have…
Because of this activity I was prompted to…
This is an indication of…
To promote continued thinking I plan to..
With hindsight, I should perhaps have…
In retrospect…
After this activity I found…. to be significant because…
The significance of this activity…
It is important for me to realize…
This is significant because…
I acknowledge that…
I focused on….because…
I realized that…
In the future…
I have since concluded…
On ref ...
The truth is, all corporations share the same basic structure and the higher your position on the corporate ladder, the more difficult advancement becomes. Women are conquering self-doubt, personal fears and cultural stereotypes as they steadily climb the corporate ladder. In this session, we will focus on the defining the challenges faced by successful women, strategies they used to overcome obstacles and skills that served them well along the way.
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
05.21.15 Vanderbilt Presentation on Building Leadership SkillsMichael Burcham
Presentation to Leadership Team at Vanderbilt University Medical Center on Transformational Leadership. A Discussion of Disruption in the Market, Becoming a Leader in Creating Change, and Tools for Self Improvement as a Leader.
How volunteer volunteering can accelerate your careerMark Horoszowski
The things you do outside of work - especially the social impact initiative you partake in like volunteering and social good activities - can accelerate your career. It's just one of the many more reasons to give back!
What's Included:
-Most Common Hiring Criteria
-Questions based on Management Skills, Behavior and Motivation
-Legal and Illegal Inquiries
-Candidate Evaluation Form
-After the Interview Process
BDPA Cincinnati brought three (3) experienced IT recruiters to the roundtable. They answered all of the questions you’ve always wanted to ask … but, were afraid to do. It was an outstanding opportunity for anyone, from college interns to entry-level IT professionals to experienced technicians, managers, or executives. The audience received the ‘inside scoop’ on what it takes to successfully land a job, promotion, or have a successful career in the IT industry.
Our panel included:
- Karen Cooper (owner, SmartIT)
- Karen Lipscomb (senior talent acquisition manager, L3-Communications)
- Linda Mullen (assistant VP, Fifth Third Bank)
Corporate America is rebounding from the Great Recession and unemployment continues to lag at levels that are much too high in the Black community and the Greater Cincinnati area. As such, we want to lift the curtain of secrecy about the recruitment process so that BDPA members and supporters have every advantage to advance their careers in the IT industry.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
1. Comfort Zone & Work
http://www.flickr.com/photos/martinlong/152589105/
Enterprise Social Collaboration Series
2. 2|
Summary Case Scenario
Comfort Zone & Other Zones
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change and Challenges
Company Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
Comfort Zone and Behaviour
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief Recommendations
Action Plan
3. 3|
Summary Case Scenario
Comfort Zone & Other Zones
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change and Challenges
Company Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
Comfort Zone and Behaviour
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief Recommendations
Action Plan
4. 4|
Case Scenario
What Happens
Feeling that Nothing Works
People are Not Involved as Needed
Nothing Changes no Matter What
you Do
Why
Work has
Become
Harsh
Lack of
Motivation
Why the Same
People Are Not
Working Well?
Hiring New
Talent Has no
Effect
We Have Never
Managed to
Work as a Team
Loss
Freshness
Internal and External Factors Influence
People Behaviour and How They Perform
at Work
Challenge
Improve Employee Engagement and Company Performance
by Dealing with the Factors that Influence Employee Behaviour
http://static.freepik.com/free-photo/business-people-vector-silhouettes_279-5629.jpg
5. 5|
Summary Case Scenario
Comfort Zone & Other Zones
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change and Challenges
Company Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
Comfort Zone and Behaviour
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief Recommendations
Action Plan
6. 6|
http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/
Comfort Zone & Other Zones
COMFORT ZONE
Where You Feel
Comfortable and
Aware of Hazards
Where you Don´t
Have to Make any
Effort to be There
Your Rest Area
LEARNING ZONE
Learn from Others
Learn from the
Environment
Training
OPPORTUNITY ZONE
Where Something New
Could Happen
PANIC ZONE
Where You don´t
want to be there
Your Personal Fears
The Unknown
7. 7|
Activity Area
ACTIVITY AREA
All the Zones You Go
Thought
SO BIGGER YOUR ACTIVITY
AREA IS MORE AND BETTER
THINGS YOU COULD DO
YOUR PERSONAL
CHARACTER AND THE
ENVIRONMENTAL
CIRCUNSTANCES
INFLUENCE YOU TO MOVE
MORE OR LESS TIME
OUTSIDE YOUR COMFORT
ZONE
http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/
8. 8|
Activity Area & Comfort Zone Boundary
IT INFLUENCES HOW
YOUR POTENCIAL
ACTIVITY AREA WILL
EVOLVE
COMFORT ZONE
BOUNDARY
Could be:
Narrow , you use
to past through
many times
Wide , you use to
past through few
times
http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/
9. 9|
Characters
LEARN AND LOOK FOR
OPPORTUNITIES IN THEIR
RELATIONSHIPS
LEARN AND TRANSFER
KNOWLEDGE IN THEIR
RELATIONSHIPS
WANT TO BE CALM
DON´T CARE OTHERS´
OPINIONS
TAKE RISKS SERVE TO OTHERS AVOID RELATIONSHIPS
LEADERS EXPERTS AUTHORITARY
ENTERPRENEURS
INNOVATORS
EGOCENTRICS
METHODOLOGICS VICTIMS
BUROCRACTICS
PEOPLE WHO AVOID RELATIONSHIPS PROBABLY WILL NEVER PRODUCE VALUE
PROACTIVE PEOPLE REACTIVE PEOPLE PASIVE PEOPLE
11. 11|
Group / Mass Interaction
http://www.flickr.com/photos/42203461@N02/5054597695/in/faves-65948403@N04/
Both Learn and Look for
Opportunities (bidirectional)
One Learns and
Looks for
Opportunities
(unidirectional)
Fruitless
Relationship
All Learn and One of them Looks
for Opportunities (multidirectional)
Just One Learns
(unidirectional) Both Learn
(bidirectional) Ø
INTERACTION CAN LEAD TO
KNOWLEDGE TRANSFER
OPPORTUNITIES (CREATIVITY)
NO OUTPUT Ø
EMPLOY ROI
MOST VALUABLE
Important Asset to Work with
HIGH VALUABLE
Allows Knowledge transfer
LOW VALUABLE
Low Profiles & Stoppers
SOME EMPLOYEES LEARN AND CREATE AND OTHERS JUST BOUNCE AGAINST EACH OTHER
12. 12|
Summary Case Scenario
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change and Challenges
Company Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief Recommendations
Action Plan
Comfort Zone & Other Zones
Comfort Zone and Behaviour
13. 13|
Evolution Along Time :: Growth Case
If Your Comfort Zone
Boundary is Narrow
More Likely You Get Out Your
Comfort Zone and Achieve
new States of Comfort
Your Comfort Zone Grew
and so They Do the
Other Zones
ALONG TIME YOU GET MORE CONFIDENCE , YOUR PANIC ZONE BECOMES
NARROWER AND YOUR ACTIVITY ZONE WIDER
14. 14|
Evolution Along Time :: Decrease Case
If Your Comfort Zone
Boundary is Wide
More Likely You Remain in
Your Comfort Zone and Get
Out Less Every Time
Your Comfort Zone
Decrease and so They Do
the Other Zones
ALONG TIME YOU LOSE YOUR CONFIDENCE, YOUR PANIC ZONE BECOMES
WIDER AND YOUR ACTIVITY AREA NARROWER
15. 15|
Change & New Challenges
When you´re Used to be
Assigned to new Challenges
You Have to Get out Your
Comfort Zone to Learn and to
Look for Solutions
Your Comfort Zone Grew
and so They Do the
Other Zones
PEOPLE CHALLENGED TO PERFORM A NEW ROLE / JOB / SKILL NEED TO INCREASE THEIR
ACTIVITY AREA TO HAVE SUCESS
16. 16|
No Change and No Challenges
Same Competency Assignement
for many years (> 3, 4, 5 …)
Lead to Routine and People
Accommodates Inside their
Comfort Zone (wider
boundary)
People Stop to Learn, Stop
Looking for new Opportunities
and Tend to Adopt a
Conservative Behaviour
PEOPLE WHO SPEND TOO MUCH TIME IN THE SAME PLACE BECOME ROUTINARY AND BLIND
TO NEW OPPORTUNITIES
17. 17|
Company Culture Influences
COMPANY CULTURE SETS THE RULES FOR A PROACTIVE OR REACTIVE BEHAVIOUR
OPEN CULTURE MILITARY CULTURE
TRY AND ERROR IS ALLOWED FAILURE AVOIDANCE
PROMOTES IDEAS AND IMPROVEMENT NO IDEAS CREATION
PRODUCES PRODUCES
NO PUNISHMENT FAILURE PUNISHMENT
SUITABLE TO CHANGE IF NEEDED HARD TO MAKE CHANGES
HIRING QUALIFIED PEOPLE MIGHT
HAVE A GREAT IMPACT
HIRING HAS NO IMPACT, QUALIFIED
PEOPLE GET STUCKED
18. 18|
Summary Case Scenario
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change and Challenges
Company Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief Recommendations
Action Plan
Comfort Zone & Other Zones
Comfort Zone and Behaviour
19. 19|
Is Your Company Welthy?
MAJORITY OF PROACTIVE
EMPLOYEES
MAJORITY OF PASIVE
EMPLOYEES
MORE LIKELY TO CREATE SOME
VALUE
LESS LIKELY TO FIND
OPPORTUNITIES
PEOPLE IS MOTIVATED TO TAKE
RISKS AND TRY
PEOPLE AVOID TO FAIL AND HAS
NO MOTIVATION
KNOWLEDGE IS TRANSFERRED
AND EVOLVES
CURRENT KNOWLEDGE
BECOMES A STATIC LAW
20. 20|
How Hierarchies Influence Behaviour?
MEMBERS TEND TO BECOME
MORE PROACTIVE
MEMBERS TEND TO ACT AS A
SERVICE
MEMBERS TEND TO GET
PASIVE
MEMBERS EVOLVE MEMBERS BECOME EFFICIENT WASTE OF TALENT
PROACTIVE MANAGER REACTIVE MANAGER PASIVE MANAGER
DIRECTORS AND MANAGERS HAVE LOT OF INFLUENCE IN THEIR TEAMS BEHAVIOUR
HIGH VALUE UNIT MEDIUM VALUE UNIT LOW VALUE UNIT
21. 21|
How It Influences Company Performance?
COMPANY PERFORMANCE IS INFLUENCED BY THE BEHAVIOUR OF KEY AREAS
PROACTIVE KEY AREA REACTIVE KEY AREA PASIVE KEY AREA
KEY KEYKEY
DYNAMIC AND READY TO
LOOK FOR SOLUTIONS
MAKES THE JOB,
EXCEPTIONS COULD
BECOME A PROBLEM
WORK BECOMES A WAR
BETWEEN PARTICIPANTS
22. 22|
Two Approaches to Change
JUST UNIDIRECTIONAL COMMUNICATION
(WRONG WAY)
CHANGE THEIR ENVIRONMENT
(RIGHT WAY)
CHANGE THE RULES
PEOPLE DON´T FEEL IMPORTANT WHEN THEY
ARE NOT INVOLVED
PEOPLE DON´T LIKE JUST RECEIVING ORDERS
EMPLOYEES WILL BE AGAINST CHANGES
THAT THEY HAVEN´T DEFINED
FEEDBACK ENGAGES AND EMPOWER PEOPLE
GOING AHEAD WITH CHANGES
LEADING BY EXAMPLE
Direction
Communication
Organization
Culture
Means
EMPOWER THE EMPLOYEES THAT ACT AS THE EXPECTED BEHAVIOUR
feedback
Direction
feedback
23. 23|
Summary Case Scenario
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change and Challenges
Company Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief Recommendations
Action Plan
Comfort Zone & Other Zones
Comfort Zone and Behaviour
24. 24|
Some Brief Recommendations
FOR YOU
FOR YOUR TEAM
FOR YOUR CO.
DO NOT BE TOO COMFORTABLE
REINVENT YOUR WORK EVERY DAY: LEARN & LOOK FOR OPPORTUNITIES
FOSTER RELATIONSHIPS WITH OTHERS: HELP & SHARE
KEEP THEM IN THE LOOP
TAKE THEM OUT THEIR COMFORT ZONE
FOSTER RELATIONSHIPS WITH OTHER TEAMS AND ORGANIZATIONS
CREATE AN APPROPIATE ENVIRONMENT
BE AWARE WHO IS IN CHARGE OF KEY AREAS
EMPOWER PROACTIVE PEOPLE
25. 25|
Action Plan
ASSESS
PLAN
CHANGE
GATHER AS MANY
INFORMATION AS
POSSIBLE
ASSURE YOU PERFORM
A GOOD CHANGE
MANAGEMENT
SET YOUR GOALS, PRIORITIES AND ROADMAP
IMPROVEMENT IS AN ONGOING PROCESS
26. 26|
Action Plan: Assess
ASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER UNDERSTANDING ABOUT
WHAT´S HAPPENING
ORGANIZATIONAL CULTURE PEOPLE & AREAS FEELINGS HIERARCHY & FLOW MAPS
IDENTIFY WHICH ELEMENTS
ARE WORKING AGAINST YOUR
DESIRED CULTURE
GET PEOPLE FEELINGS AND HOW
AREAS ARE PERCEIVED
INTERNALLY AND EXTERNALLY
GET INFORMATION ABOUT
HOW HEALTHY IS YOUR
ACTIVITY AND STRUCTURE
COMMON, DIFFERENT OR
AMBIGUOUS CULTURE
FORMAL AND INFORMAL RULES
FOR COMMUNICATION,
INTERACTION, CONFLICT
MANAGEMENT
IDEOLOGY, RITUALS, SYMBOLS,
STORIES, JARGONS
ASK PEOPLE ABOUT:
HOW LONG ARE IS THE
CURRENT POSITION
HIS JOB PERCEPTION
HIS AREA PERCEPTION
ASK ABOUT AREAS
RELATIONSHIPS:
KIND OF AREA (key or not key)
AREA MANAGER PERCEPTION
AREA PERCEPTION
PROCESS
FLOW MAP
HIERARCHY PERCEPTION
MAP
27. 27|
Action Plan: Assess: Hierarchy Perception
ASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER UNDERSTANDING ABOUT
WHAT´S HAPPENING
ORGANIZATIONAL CULTURE PEOPLE & AREAS FEELINGS HIERARCHY & FLOW MAPS
GET INFORMATION ABOUT
HOW HEALTHY IS YOUR
ACTIVITY AND STRUCTURE
COMMON, DIFFERENT OR
AMBIGUOUS CULTURE
FORMAL AND INFORMAL RULES
FOR COMMUNICATION,
INTERACTION, CONFLICT
MANAGEMENT
IDEOLOGY, RITUALS, SYMBOLS,
STORIES, JARGONS
ASK PEOPLE ABOUT:
HOW LONG ARE IS THE
CURRENT POSITION
HIS JOB PERCEPTION
HIS AREA PERCEPTION
ASK ABOUT AREAS
RELATIONSHIPS:
KIND OF AREA (key or not key)
AREA MANAGER PERCEPTION
AREA PERCEPTION
PROCESS
FLOW MAP
HIERARCHY PERCEPTION
MAP
ORGANIZATION STRUCTURE AND AREAS PERCEPTION
ALLOW TO IDENTIFY THE SOURCE OF UNDESIRED
BEHAVIOURS
28. 28|
Action Plan: Assess: Process Flow Map
ASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER UNDERSTANDING ABOUT
WHAT´S HAPPENING
ORGANIZATIONAL CULTURE PEOPLE & AREAS FEELINGS HIERARCHY & FLOW MAPS
GET INFORMATION ABOUT
HOW HEALTHY IS YOUR
ACTIVITY AND STRUCTURE
COMMON, DIFFERENT OR
AMBIGUOUS CULTURE
FORMAL AND INFORMAL RULES
FOR COMMUNICATION,
INTERACTION, CONFLICT
MANAGEMENT
IDEOLOGY, RITUALS, SYMBOLS,
STORIES, JARGONS
ASK PEOPLE ABOUT:
HOW LONG ARE IS THE
CURRENT POSITION
HIS JOB PERCEPTION
HIS AREA PERCEPTION
ASK ABOUT AREAS
RELATIONSHIPS:
KIND OF AREA (key or not key)
AREA MANAGER PERCEPTION
AREA PERCEPTION
PROCESS
FLOW MAP
HIERARCHY PERCEPTION
MAP
BUSINESS PROCESSES AND AREAS
PERCEPTION ALLOW TO IDENTIFY WHERE
AND WHY THE BUSINESS DOES NOT FLOW
29. 29|
Action Plan: Plan
DESIRED ORGANIZATIONAL
CULTURE
DESIRED MANAGERIAL
PROFILES
GOALS KEY AREAS TO MANAGE PLAN
DESIRED BEHAVIOURS
CULTURAL ADJUSTMENTS
CHANGES FOR CHANGE
INDUCEMENT
ROADMAP
ORGANIZATIONAL SPONSORS
INVOLVEMENT
HIERARCHY & FLOW MAP
CHANGES TO ADDRESS
PEOPLE TO MOVE, TO DISCARD
AND PROFILES TO HIRE
30. 30|
Action Plan: Change
LET THE MUSIC SOUNDS, AND TO ASSURE IT BE SURE
YOU HAVE THE RIGHT MANAGER
YOU HAVE THE TEAM TO
MAKE IT HAPPEND
YOU HAVE THE MEANS FOR
PERFORMANCE
31. FOR FURTHER INFORMATION
AND INSIGHT SHARING
Rodolfo Martín Nieto
http://es.linkedin.com/in/rodolfomartinnieto