Improve Performance. Increase Responsibility and Accountability. Build Agile, Capable Teams. Realize the Greatness in People. Be More Inspired. - See more, including free resources and videos at: http://www.degreesofstrength.com
De geschiedenis van organisaties en een vooruitblik naar de toekomst. Waar staan we nu? Wat maakt een organisatie cyaan? Welke doorbraken spelen daarbij een rol?
De geschiedenis van organisaties en een vooruitblik naar de toekomst. Waar staan we nu? Wat maakt een organisatie cyaan? Welke doorbraken spelen daarbij een rol?
To find out what makes a management team effective, we studied more than 500 members of 72 management groups in both business and government. The teams were surveyed using the Team Effectiveness Assessment for Management (TEAM), an instrument developed specifically to assess management groups. Teams rated in the top 25% on these effectiveness measures were compared with those in the bottom 25% to determine which characteristics differentiated successful from unsuccessful teams.
This is a team building activity for an organizing coalition or action teams to use during their first or second meeting.
Teamwork begins with self-awareness and awareness of other people’s leadership styles. We can’t be good at everything so we need to bring together people with different styles and talents. This worksheet will help you and your team figure out how you can work collaboratively across leadership styles.
Discovering Values: The Key to Unlocking Employee EngagementCynthia Scott
Overview
Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage.
In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance.
What You Will Learn
• How values are formed and shaped
• Why values matter in the workplace
• How to balance personal and work values
• The role values play in motivating positive behavior
• Business benefits of values clarification
• How to handle values-based conflict
• The importance of linking personal and organizational values
Who Should Attend
• Supervisors
• Managers
• Front-line leaders
• Human resources professionals
• Organizational coaches
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
Wszyscy znamy powiedzenie „jak cię widzą, tak cię piszą”. Na LinkedIn jest jednak trochę inaczej i pierwsze wrażenie, szczególnie jeśli jesteś sprzedawcą, robisz wysyłając InMaila.
Na pierwszy rzut oka, InMail jest bardzo podobną wiadomością do zwykłego maila. Jest jednak kilka różnic. Po pierwsze, nadawca wiadomości zawsze otrzymuje informacje o jej odbiorcy, co często nie dzieje się w przypadku cold maila. Im więcej wiesz o swoim kontakcie, tym lepiej potrafisz dopasować do niego komunikat. Po drugie, odbiorca twojej wiadomości może uzyskać o tobie informację, szczególnie jeśli posiadacie się w kontaktach. To odbiorca decyduje czy jesteś na tyle wiarygodny lub interesujący, aby na twoją wiadomość odpowiedzieć.
LinkedIn jest biznesową społecznością, więc naturalnie, odbiorca twojej wiadomości wie, że piszesz do niego maila związanego z biznesem. Nie musisz więc robić przydługich wstępów i uprawiać wodolejstwa, które ma zastąpić krótką informację biznesową. Nikt nie ma na to czasu. W przeciwieństwie do maila, LinkedIn InMail daje bardzo wiele możliwości uzyskania informacji czy wpisania się w odpowiedni kontekst biznesowy.
Niestety, 99 proc. wiadomości, które są wysyłane na LinkedIn jest po prostu zła, z jednego powodu – większość z nich jest generyczna. Bardzo często często odpowiadam na pytanie „jak wygląda idealna wiadomość do potencjalnego klienta na LinkedIn?”. Nie tutaj nie ma żadnego sekretu, wystarczy być po prostu otwartym i tak jak do każdej rozmowy, dobrze się przygotować. To czy uzyskasz odpowiedź, zależy w dużej mierze od tego jak bardzo wiadomość spersonalizujesz.
Archetypal Branding provides you with a systematic way to:
• Clearly define the Brand so that it is compelling and credible to your key Target Audiences.
• Create a Brand Identity that all key internal Constituencies can agree on and work from.
• Increase the Reputation, Image, perceived Value and Brand Awareness of your Company
Recent studies have shown that the most potent component of premium brands is a clear identity that is grounded in the ultimate personality types deciphered by the Swiss psychiatrist Carl Jung, the so-called Archetypes.
Tracking over 13,000 brands over a period of five years and interviewing more than 120,000 consumers across 100 product categories, archetypal researcher Carol Paerson found that archetypal brands outpaced non-archetypal ones by a factor of 97% in Market Value Added (a measure of how much value a company has added to, or subtracted from, its shareholder investment).
A Booz Allen Hamilton research report recently showed that „brand-guided companies have profitability margins nearly twice the industry standard. Brand-guided banks, for example, have an ROE of 19% compared to 8% for non brand-guided banks.“
10 Interactive Ideas to Improve Your Company MeetingsSlido
In this guide, you will find 10 inspiring ideas for how Slido can help you run more engaging all-hands meetings, accelerate learning at your training sessions and involve your remote teams in the conversation.
Learn more about Slido at https://www.slido.com
For more inspiration on running effective meetings, go to https://blog.sli.do/
To find out what makes a management team effective, we studied more than 500 members of 72 management groups in both business and government. The teams were surveyed using the Team Effectiveness Assessment for Management (TEAM), an instrument developed specifically to assess management groups. Teams rated in the top 25% on these effectiveness measures were compared with those in the bottom 25% to determine which characteristics differentiated successful from unsuccessful teams.
This is a team building activity for an organizing coalition or action teams to use during their first or second meeting.
Teamwork begins with self-awareness and awareness of other people’s leadership styles. We can’t be good at everything so we need to bring together people with different styles and talents. This worksheet will help you and your team figure out how you can work collaboratively across leadership styles.
Discovering Values: The Key to Unlocking Employee EngagementCynthia Scott
Overview
Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage.
In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance.
What You Will Learn
• How values are formed and shaped
• Why values matter in the workplace
• How to balance personal and work values
• The role values play in motivating positive behavior
• Business benefits of values clarification
• How to handle values-based conflict
• The importance of linking personal and organizational values
Who Should Attend
• Supervisors
• Managers
• Front-line leaders
• Human resources professionals
• Organizational coaches
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
Wszyscy znamy powiedzenie „jak cię widzą, tak cię piszą”. Na LinkedIn jest jednak trochę inaczej i pierwsze wrażenie, szczególnie jeśli jesteś sprzedawcą, robisz wysyłając InMaila.
Na pierwszy rzut oka, InMail jest bardzo podobną wiadomością do zwykłego maila. Jest jednak kilka różnic. Po pierwsze, nadawca wiadomości zawsze otrzymuje informacje o jej odbiorcy, co często nie dzieje się w przypadku cold maila. Im więcej wiesz o swoim kontakcie, tym lepiej potrafisz dopasować do niego komunikat. Po drugie, odbiorca twojej wiadomości może uzyskać o tobie informację, szczególnie jeśli posiadacie się w kontaktach. To odbiorca decyduje czy jesteś na tyle wiarygodny lub interesujący, aby na twoją wiadomość odpowiedzieć.
LinkedIn jest biznesową społecznością, więc naturalnie, odbiorca twojej wiadomości wie, że piszesz do niego maila związanego z biznesem. Nie musisz więc robić przydługich wstępów i uprawiać wodolejstwa, które ma zastąpić krótką informację biznesową. Nikt nie ma na to czasu. W przeciwieństwie do maila, LinkedIn InMail daje bardzo wiele możliwości uzyskania informacji czy wpisania się w odpowiedni kontekst biznesowy.
Niestety, 99 proc. wiadomości, które są wysyłane na LinkedIn jest po prostu zła, z jednego powodu – większość z nich jest generyczna. Bardzo często często odpowiadam na pytanie „jak wygląda idealna wiadomość do potencjalnego klienta na LinkedIn?”. Nie tutaj nie ma żadnego sekretu, wystarczy być po prostu otwartym i tak jak do każdej rozmowy, dobrze się przygotować. To czy uzyskasz odpowiedź, zależy w dużej mierze od tego jak bardzo wiadomość spersonalizujesz.
Archetypal Branding provides you with a systematic way to:
• Clearly define the Brand so that it is compelling and credible to your key Target Audiences.
• Create a Brand Identity that all key internal Constituencies can agree on and work from.
• Increase the Reputation, Image, perceived Value and Brand Awareness of your Company
Recent studies have shown that the most potent component of premium brands is a clear identity that is grounded in the ultimate personality types deciphered by the Swiss psychiatrist Carl Jung, the so-called Archetypes.
Tracking over 13,000 brands over a period of five years and interviewing more than 120,000 consumers across 100 product categories, archetypal researcher Carol Paerson found that archetypal brands outpaced non-archetypal ones by a factor of 97% in Market Value Added (a measure of how much value a company has added to, or subtracted from, its shareholder investment).
A Booz Allen Hamilton research report recently showed that „brand-guided companies have profitability margins nearly twice the industry standard. Brand-guided banks, for example, have an ROE of 19% compared to 8% for non brand-guided banks.“
10 Interactive Ideas to Improve Your Company MeetingsSlido
In this guide, you will find 10 inspiring ideas for how Slido can help you run more engaging all-hands meetings, accelerate learning at your training sessions and involve your remote teams in the conversation.
Learn more about Slido at https://www.slido.com
For more inspiration on running effective meetings, go to https://blog.sli.do/
3 Steps to Lead Transformational Change Within Your OrganizationSococo
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelist in this webinar is Robert Heinzman from Growth River. It is moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
a presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goals a presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goalsa presentation about growth in life nad to win and acieve yours goals
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
How to manage when you haven't managed beforeAlice Bentinck
Written particularly for young founders who haven't been managers before (and who may never have had a manager before!) to better understand how to manage their fast growing team.
It covers setting expectations, performance management and training.
EF works with technologists to help them find co-founders, develop ideas and to get funding. Join us www.joinef.com
Chapter 6Our Coherence Framework is simplexity.” Simplexity is .docxmccormicknadine86
Chapter 6
Our Coherence Framework is “simplexity.” Simplexity is not a real word, but it is a valuable concept. Simplexity means that you take a difficult problem and identify a small number of key factors (about four to six)—this is the simple part. And then you make these factors gel under the reality of action with its pressures, politics, and personalities in the situation—this is the complex part. In the case of our framework, there are only four big chunks and their interrelationships. Not only are these components dynamic but they also get refined over time in the setting in which you work. You have to focus on the right things, but you also must learn as you go. One of our favorite insights came from a retired CEO from a very successful company who, when asked about the most important thing he has learned about leadership, responded by say- ing, “It is more important to be right at the end of the meeting than the most important thing he has learned about leadership, responded by saying- ing, “It is more important to be right at the end of the meeting than the beginning” (David Cote, Honeywell, nyti.ms/1chUHqp). He was using this as a metaphor for a good change process: leaders influence the group, but they also learn from it. In fact, joint learning is what happens in effective change processes. If you are right at the beginning of the meeting, you are right only in your mind. If you are right at the notional end of the meeting, it means that you have processed the ideas with the group. McKinsey & Company conducted a study of leaders in the social sector (education et al.) and opened their report with these words: “chronic underinvestment [in leadership development] is placing increasing demands on social sector leaders” (Callanan, Gardner, Mendonca, & Scott, 2014). Their conclusions are right in our wheelhouse. In the survey of 200 social sector leaders, participants rated four critical attributes: balancing innovation with implementation, building executive teams, collaborating, and manag- ing outcomes. Survey respondents found themselves and their peers to be deficient in all four domains. In one table, they show the priorities—ability to innovate and implement, ability to surround selves with talented teams, collaboration, and ability to manage to outcomes—in terms of how respon- dents rated themselves and rated their peers as strong in the given domain. Both sets of scores were low—all below 40 percent. Collaboration, for example, was rated as 24 percent (self-rating) and 24 percent (rating of their peers). So the top capabilities are in short supply. Leaders build coherence when they combine the four components of our Coherence Framework with meeting the varied needs of the complex organizations they lead. Coherence making is a forever job because people come and go, and the situational dynamics are always in flux. They actively develop lateral and vertical connections so that the collaborative culture is deepened and drives dee ...
[Type text][Type text][Type text]HAME502 Building High-Per.docxodiliagilby
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HAME502: Building High-Performing Teams
Cornell UniversityCourse Project
Part One: Diagnosing Your Team
Instructions:
In this project, you will outline strategic elements critical in leading your team. In doing so, you will map a plan for diagnosing the team’s needs, building collaboration, generating conflict, managing virtual team space, and finally, shifting your own leadership role. This plan will enable you to thoughtfully provide your team with the leadership it needs to perform at its highest levels.
First, identify if the team is new or if you are new to the team. (Or alternatively, you and the team may have been working with one another for awhile. If so, think of your team as new all over again and try to look at it with fresh eyes.) Next, complete the appropriate chartin order to identify areas of development or needs for your team.
If the team is new,engage (or reengage) your team in a discussion of its vision and mission. What is the desired future state and the overall purpose of your team? What does the organization need the team to accomplish? Identify members’ roles and responsibilities. Prepare between 3-5 long-term and short-term goals. Enter your results into Chart A.
If you are new to the team, collect data. Interview at least five team members. Observe the team working. What do you notice? What is the work pattern? Based on your analysis of your data, identify and discuss between 3-5 actions/behaviors that the team needs from you.Enter your results into Chart B.
Chart A: Building Your Team
when the team is new
Team Goals
With your team, identify what your organization needs your team to accomplish. Outline 3-5 of your short-term and long-term goals here.
Member Roles & Responsibilities
Identify key roles and responsibilities that will achieve and support your team in reaching your goals. List these roles and state who will be responsible for each.
If you have completed Chart A, you have completed part one of your course project. You do not need to complete Chart B.
Chart B: Building Your Team
when you are new to your team
Interview Findings
After interviewing five members of your team, summarize your findings based on each category below:
What actions or processes are working well?
What actions or processes can be improved?
Overall, how effective do they think your team is?
Observations of Team
After observing your team working, what do you notice? What work patterns can you identify?
Recommendations
Based on your findings, identify 3-5 recommendations you have for your team. Outline how you will or have communicated these recommendations.
1.
2.
3.
4.
5.
Part Two: Building Collaboration
Instructions:
In this module, we put the lens on you to consider both how your team members act and interact, as well as how you engage your team.
For part two of your project, map a plan for how you want to engage with your team, moving forward. Prepare a list of id ...
A company is an organism. It lives and grows. Introducing new strategy into the organism can rejuvenate and strengthen the entire system. It can also choke the system at different points, preventing the organism from thriving. This presentation will help you understand how to avoid and overcome the 7 choke points of strategy implementation.
Remote Work & Digital Transformation: 7 Questions to AskJosue Sierra
This presentation provides 7 questions leaders and managers can ask in order to re-frame the challenges related to leveraging remote talent or telecommuting, while at the same time, accelerating their digital transformation journey! Even if you don't have remote team members, consider these 7 questions as a way to foster digital leadership in your organization.
http://www.linkedin.com/in/josuesierra
Full article also available at:
https://www.linkedin.com/today/post/article/remote-work-digital-transformation-asking-right-questions-sierra
THE UGLY TRUTH: Most organizations score horribly in equipping employees to work together and deliver on their collective potential, despite the fact that teamwork is more important in the 21st century than it ever was before. From over 63,000 hours observing leaders and teams in more than 30 companies located in 20 countries, Craig Ross and Angie Paccione identify how even well-intentioned leaders sabotage their own best efforts at developing high-performing teams – and what they must do differently to succeed.
THE PROMISE: Regardless of your position, or whether your team operates in person or virtually, during the first 10 minutes of your next meeting, you can start, transform, and accelerate productive teamwork. The proven, sophisticated, and practical method in ONE Team equips you to activate the brilliant potential your team possesses.
Read this prologue and introduction and visit: oneteambook.com
Let go. (But how?) Being “overwhelmed” can tempt us to choose exhaustion. Those who achieve choose to innovate. What are you going to let go of today?
Use these 10 tips to you and your team in letting go.
A Change for the Better: 10½ Ways to Transition to Excellence in Your New Pos...Theresa Letman
Ask More Beautiful Questions.
Effectively Lead People Through Change.
Use Transitions to Inspire Those Around You.
"A Change for the Better: 10½ Ways to Transition to Excellence in Your New Position" is now available to friends of Verus Global. Filled with best practices from leaders who have seized transition, this short read is engaging, inspiring and packed with value.
Check out the video and more info at: http://www.verusglobal.com/QuickRead---A-Change-for-the-Better/
This is a wake-up call to leaders everywhere. In this innovative and poignant book, authors Steven Vannoy and Craig Ross challenge assumptions about leadership and business in today’s world. Stomp The Elephant in the Office presents everyday tools that help people put an end to the toxic workplace, get more done, and be excited about work again. Vannoy & Ross explore people and culture (often misinterpreted as the softer side of business) and demonstrate that learning to cultivate them directly affects performance, productivity and ultimately the bottom line. This file contains the first five chapters of the book only.
Degrees of Strength: The Innovative Technique to Accelerate GreatnessTheresa Letman
Chapters 1 and 2 from Ross and Vannoy's book that promises to improve performance; increase responsibility and accountability; and build agile, capable Teams….all in one quick read. Learn what Accelerators are, and if you're one of the gifted leaders who can claim to be an Accelerator.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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).
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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2. 2
| Degrees of Strength - manifesto
Before the
manifesto
How effective are you at getting the best from others? (From yourself?) Do
you believe your team possesses a potential that, if realized, would transform
how it performs – and enrich team members’ lives in the process?
The inspired story and real-life case studies in Degrees of Strength: The
Innovative Technique to Accelerate Greatness are for those who know that
within each person, every team, family, and organization, there is a potential
so considerable that, once achieved, alters and heightens the course forward
— accelerating one’s ability to deliver that greatness.
It’s worth asking your team: How many people in our organization have the
skill to bring forth from you a greater understanding and effort – so much so
that you know you are delivering on your potential? Equally important to ask
your colleagues: What would this team achieve if we were more capable at
leading this way?
3. |
3
Those who are most skillful at ensuring a vision becomes a reality know that
everyone is capable of doing extraordinary acts. And, of this group, the most
exceptional are developing this skill in others in every interaction of every
day. The Degrees of Strength technique is how they do it. It’s what your team
can do to accelerate performance immediately.
Two decades of working with teams on six continents has made this clear:
When you apply the Degrees of Strength technique, you differentiate yourself
as a leader. Those who have mastered this skill will tell you that the technique
of Degrees of Strength is uniquely different than the traditional approach to
strengths-based living and leading: It’s a paradigm shift, a discipline in focus,
and an action forward . . . that makes anything possible.
It all starts with this question: What difference would it make if your team
– or your family – had no weaknesses? Seriously – no joke: How would
you lead if every strength and quality you needed for those around you to
perform at higher levels already existed within them?
4. | Degrees of Strength - manifesto
34Mind Factors
“
‘We leverage these as often as we can,’ Bernie continued.
‘Here’s a perfect example of the first one: Your mind can only
focus on one thought at a time.’ Bernie looked nervously at
Roberto. ‘Roberto is either listening to comprehend what we’re
discussing or he’s reading to understand his texts. He may be
able to go back and forth between the two thoughts extremely
fast, but he can’t focus on both at the same time.’
excerpt from page 26
”
we demonstrate
what focus do
t to
pports our effor
that su
e?
ate performanc
acceler
5. |
getting results
3 Mind Factors (page 26+)
1) You can only focus on one thought at a time.
2) You can’t avoid a “don’t.”
3) You go in the direction of your focus.
Discussion Points to Apply the 3 Mind Factors:
1. What focus do we demonstrate that supports our effort to
accelerate performance?
2. What approaches to our leadership are we using that reinforce a
productive focus?
3. In what areas of our leadership can we increase and sustain a more
productive focus?
4. How will an increased clarity of focus support our efforts to
develop enhanced responsibility within the team?
5. What steps will we take to model clearer focus in our daily
interactions?
5
6. Recipe for Partnership
6 | Degrees of Strength - manifesto
“
. . . ‘If I do a better job of helping our team understand
what’s working well in our areas of green results, then we can
replicate those practices in the areas of red. Perhaps that can
assist us in being more responsible in the areas we need it most.’
Roberto stopped while Bernie wrote some notes. Then he
continued, ‘But, like I said, it takes time to develop new habits.
I’m still drawn to the urgency of these red scores. At least by
using Degrees of Strength I’m accelerating those from red to
yellow and –’ He stopped again and pointed at a green line. ‘Just
one month ago this score was red, and Bernie, what were those
five questions we used to create a new focus and follow-up plan?’
Bernie pulled another card out of his pocket. “It’s the ‘Recipe for
Partnership.’
”
excerpt from page 34
in what areas of o
ur business
do we need incre
ased
alignment and sh
ared vision?
7. |
getting results
Recipe for Partnership (page 34+)
1) What’s working well in this area right now?
2) What created those successes?
3) What are our objectives?
4) Why are accomplishing those objectives important?
5) What can we do more of, in addition to, or better to achieve
our objectives?”
Discussion Points to Apply the Recipe for Partnership:
1. In what areas of our business do we need increased alignment
and shared vision?
2. What needs to be stated as important to accomplish – and why –
prior to using this tool?
3. Where are there two or more groups within the organization that
could benefit from a more collaborative approach?
4. When we’ve accomplished Steps 1-5 (above), would it be
beneficial to discuss “lessons learned” in past and similar
situations?
5. As action steps are identified in Step 5 (above), what questions
will we ask to establish shared understanding of what
accountability looks like moving forward?
7
8. Trust-Based Strength - manifesto
8 | Degrees of Partnerships
“
You may be familiar with the typical approach to creating
partnerships. (It’s a paradox that plagues slow teams.) Someone,
be it a customer, a teammate, or the head of another function,
does something ‘wrong’ and – bam! – the degrees of weakness
person says, ‘I don’t trust that person anymore.’ As if that’s not
bad enough, the degrees of weakness person accelerates the
reverse momentum by moving to a ‘now-you-have-to-earn-mytrust-back’ mindset. In that moment, the organization’s dismal
fate has been sealed.
Those who understand that you go in the direction of
your focus, the third of the 3 Mind Factors, know it will be
impossible to build trust. To the extent the focus is on where
there is no trust, there will be no trust.
Accelerators work differently as they serve their customers.
They leverage the Degrees of Strength as they use these five
important steps to form trust-based partnerships:
excerpt from page 68
”
where in the past ha
ve we
succeeded in genera
ting
trust-based partners
hips?
9. |
getting results
Trust-Based Partnerships (page 68+)
1) Demonstrate the mindset that the customer’s current
system or approach needs development – but the
customer isn’t broken.
2) Understand and build upon what’s already working, thereby
saving resources and building a sense of forward
momentum early.
3) Ask for and utilize the customer’s ideas, thus leveraging the
inherent wisdom already in place.
4) Provide ample focus on and give feedback that provides
clarity of the performance that’s needed for success.
5) Add to momentum along the way by celebrating the small
victories, thereby generating more confidence and
momentum throughout the project.
Discussion Points to Apply the Trust-Based Partnerships Framework:
1. Where in the past have we succeeded in generating trust-based
partnerships?
2. What steps did we take to create such partnerships?
3. In which partnerships do we want to develop greater trust?
4. Considering the partnerships we identified in question 3, why is
it important that we act now to develop greater trust?
5. What steps of the Trust-Based Partnerships Framework do we
want to focus on developing?
9
10. Five| Choices Strength - manifesto
10
Degrees of Accelerators Make
“
Notes from your own case study
Rachel, the members of her team, and the leaders in the
previous case studies differentiate themselves because they
are capable of accelerating greatness. They are Accelerators
because they quickly move themselves and those around
them from the current state to realizing the brilliant potential
inherent in every person and situation. Ultimately, the traits
of Accelerators can be summarized by the choices they make
in the interactions that fill a day.
excerpt from page 109
”
what steps
g to
e we/am i takin
ar
essful choices?
make succ
11. |
getting results
Five Choices Accelerators Make (page 109+)
1) Accelerators choose to see people, events, and situations
in Degrees of Strength.
2) Accelerators choose to act with the wisdom that people
already have greatness within them.
3) Accelerators choose to see what’s possible – and be
inspired
4) Accelerators choose to develop people, partnerships, and
performance in every interaction of every day.
5) Accelerators know that what they experience is their
choice. They choose the richer experience.
Discussion Points to Apply the Five Choices:
1. Where are we/am I currently making these choices successfully?
2. What steps are we/am I taking to make successful choices?
3. In what situations can we/I specifically improve in making one or
more of these five choices?
4. Why is it important for us/me to improve in these choices?
5. What is our/my plan to make these choices more consistently and
effectively?
11