The document discusses developing competencies based on presentations. It introduces developing competencies based on works from 1995, 1993 and 2017. It then provides seven sections on introducing different levels of idea, line, structure, text, meaning, collage and progress. Each section discusses managing the level and provides an example.
Lean Startup and Your Career: Using Lean Principles to Find and Get Your Drea...Mark Horoszowski
61% of employee are disengaged, and even in the for-impact sector, nearly half are looking to leave their job.
At the NetImpact conference, I presented on how to use Lean Startup Principles to Find and Get Your Dream Job.
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
To maximize the effectiveness of your Leadership Development, you should be able to objectively evaluate your leadership strengths and opportunities for development, develop an actionable Individual Development Plan (IDP), and execute on that plan over the long-term.
The Own Your Leadership workshop will provide participants with a pragmatic approach and engaging tools to support your Leadership growth.
Pre-workshop Activity:
Participants will complete the Leadership Skills Profile (LSP). Completion of the LSP will give each participant an objective measurement of their leadership strengths & opportunities for development.
Deliverables:
Leadership Skills Profile – Focus Report – Each participant will receive a detailed Focus Report that contains customized development feedback on competencies relevant to Leadership success
LSP – Development Guide – As a companion to the Focus Report, the Development Guide takes you through a structured approach for reviewing your Focus Report results, identifying priorities, and developing a detailed Individual Development Plan (IDP).
By the end of this session, participants will be able to:
Demonstrate a greater degree of self-awareness as it relates to your personal Leadership Skills
Utilize several perspectives to validate your leadership strengths and opportunities for development
Explore what motivates you
Identify development opportunities that benefit you and your organizations
Evaluate organizational rewards and how to utilize them to drive development
Prioritize development opportunities with the best chance of success
Understand how your strengths and development opportunities impact your performance
Develop a detailed Individual Development Plan (IDP) to enhance your leadership effectiveness
Who Should Attend: This workshop is suitable for Leadership Development Professionals, Training Professionals, Coaches, Human Resources Professionals, Team Leaders, Project Managers, Middle Managers, Supervisors, Executives, Team Members and anyone else who is or will be responsible for managing teams or individuals.
Validate your career choice using lean startup principlesMark Horoszowski
Presentation from Net Impact 2015 Conference #NI15 on how you can use Lean Startup principles to validate your career choice and increase the chances of getting your dream job.
Successful Personal and Personnel Professional DevelopmentProformative, Inc.
Proformative presents Successful Personal & Personnel Professional Development. Special thanks to Ernie Humphrey, Vice President, Proformative.
To download the entire presentation, visit http://bit.ly/97pvjV
Passion to Performance takes you from the very depths of your passions to successful and personally fulfilling outcomes. The experiential exercises take you from passion to performance in 3 simple steps:
~Find your Passion
~Create Passion-Driven Goals
~Cultivate a Resourceful State
The Formula for Self-Mastery provides you with the opportunity to connect to your Seven Powers:
1. The Power of Passion
2. The Power of Collaboration
3. The Power of Experience
4. The Power of Creative Thinking
5. The Power of Perception
6. The Power of Imagination
7. The Power of Connection
Passion to Performance is based on the author's unique, strengths-based system called OATS (reg.) and the SMARTEST STAR ( TM) model for personal and professional goal management. It guides you step-by-step in a natural and effortless manner through the process of creating your own customized and authentic goal management system.
This book is intended to reach people who wish to get extra value from their coaching partnerships, as well as those who choose to self-coach. It also serves as a guide for those who want to coach others in both formal and informal environments. It also makes for dynamic workshops.
If you are simply looking for creative practices or whether you are ready to learn goal management or simply make some positive changes in one or more areas of your life, P2P, will get you there!
Embrace your creativity and make ideas happen.
The 360 Degree Leader Developing your Influence from Any.docxmattinsonjanel
The 360 Degree Leader
Developing your Influence from
Anywhere in the Organization
John C. Maxwell
The Myths of Leading from the Middle of
an Organization
99% of all leadership happens in the middle
of an organization
You can learn to make a positive impact even
if you report to someone who is not a good
leader
Need to lead in 3 directions– up, down, and
across
Position Myth
I can’t lead if I am not on top
The true measure of leadership is influence–
nothing more, nothing less
You must earn the right to lead
Position- people follow because the have to
Permission- people follow because they want to
Production- people follow because what you have done for
the organization
People Development- People follow because of what you
have done for them
Personhood- People follow because of who you are and
what you represent
Destination Myth
When I get to the top, I will learn to lead
If you want to succeed, you need to learn as
much as you can about leadership BEFORE
you have a leadership position
If you do not try out your leadership and
decision making skills when the stakes are
low, you are likely to get in trouble when the
cost of making a mistake is high
Influence Myth
When I get to the top, I’ll be in control
A position gives you a chance, but it cannot
guarantee influence --that must be earned
A position doesn’t make a leader
A leader can make the position
Inexperience Myth
When I get to the top, I’ll be in control
The higher you go the more you realize how
many factors control the organization
At the top you need every bit of influence you
can muster
Freedom Myth
When I get to the top, I’ll have no limits
It doesn’t matter what job you do or what
position you obtain– you WILL have limits
The amount of responsibility you have
increases faster than the authority you are
granted
You must tailor your responses to a greater
variety of people to maximize their potential
Your rights decrease as your responsibilities
increase
Customer, worker, leader, CEO
Potential Myth--I can’t reach my potential
if I am not the top leader
Strive for the top of your game, not the top of
the organization
Example given is Cheney – “You plug him in
and he works anywhere. He just has a real
good way of fitting in and working his
environment.”
All or Nothing Myth
If I can’t get to the top, I won’t try to lead
“I believe that individuals can become better
leaders wherever they are. Improve your
leadership, and you can impact your
organization. You can change people’s lives.
You can be someone who adds value. You
can learn to influence people at every level of
the organization– even if you never get to the
top. By helping others, you can help
yourself.”
Challenges Leaders Face
Leading from the middle is tough and
frustrating!!!!
Tension- The pres ...
The presentation was made during the Community Service Public Relations Council's annual Spectrum Conference on May 20, 2014.
Program Description: Are you new to a leadership position? Do you aspire to take on a leadership role in your organization?
Do you want to be a better leader or improve your leadership skills? We will provide a “buffet” of
leadership elements to help you improve your capacity to lead. View the selections and sample small
portions on communicating, resolving conflict, project planning and management, goal setting, and
listening. You might have more of an appetite for some offerings and less for others, but there will be
something to satisfy everyone’s hunger for successfully leading themselves, a team, or organization.
Lean Startup and Your Career: Using Lean Principles to Find and Get Your Drea...Mark Horoszowski
61% of employee are disengaged, and even in the for-impact sector, nearly half are looking to leave their job.
At the NetImpact conference, I presented on how to use Lean Startup Principles to Find and Get Your Dream Job.
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
To maximize the effectiveness of your Leadership Development, you should be able to objectively evaluate your leadership strengths and opportunities for development, develop an actionable Individual Development Plan (IDP), and execute on that plan over the long-term.
The Own Your Leadership workshop will provide participants with a pragmatic approach and engaging tools to support your Leadership growth.
Pre-workshop Activity:
Participants will complete the Leadership Skills Profile (LSP). Completion of the LSP will give each participant an objective measurement of their leadership strengths & opportunities for development.
Deliverables:
Leadership Skills Profile – Focus Report – Each participant will receive a detailed Focus Report that contains customized development feedback on competencies relevant to Leadership success
LSP – Development Guide – As a companion to the Focus Report, the Development Guide takes you through a structured approach for reviewing your Focus Report results, identifying priorities, and developing a detailed Individual Development Plan (IDP).
By the end of this session, participants will be able to:
Demonstrate a greater degree of self-awareness as it relates to your personal Leadership Skills
Utilize several perspectives to validate your leadership strengths and opportunities for development
Explore what motivates you
Identify development opportunities that benefit you and your organizations
Evaluate organizational rewards and how to utilize them to drive development
Prioritize development opportunities with the best chance of success
Understand how your strengths and development opportunities impact your performance
Develop a detailed Individual Development Plan (IDP) to enhance your leadership effectiveness
Who Should Attend: This workshop is suitable for Leadership Development Professionals, Training Professionals, Coaches, Human Resources Professionals, Team Leaders, Project Managers, Middle Managers, Supervisors, Executives, Team Members and anyone else who is or will be responsible for managing teams or individuals.
Validate your career choice using lean startup principlesMark Horoszowski
Presentation from Net Impact 2015 Conference #NI15 on how you can use Lean Startup principles to validate your career choice and increase the chances of getting your dream job.
Successful Personal and Personnel Professional DevelopmentProformative, Inc.
Proformative presents Successful Personal & Personnel Professional Development. Special thanks to Ernie Humphrey, Vice President, Proformative.
To download the entire presentation, visit http://bit.ly/97pvjV
Passion to Performance takes you from the very depths of your passions to successful and personally fulfilling outcomes. The experiential exercises take you from passion to performance in 3 simple steps:
~Find your Passion
~Create Passion-Driven Goals
~Cultivate a Resourceful State
The Formula for Self-Mastery provides you with the opportunity to connect to your Seven Powers:
1. The Power of Passion
2. The Power of Collaboration
3. The Power of Experience
4. The Power of Creative Thinking
5. The Power of Perception
6. The Power of Imagination
7. The Power of Connection
Passion to Performance is based on the author's unique, strengths-based system called OATS (reg.) and the SMARTEST STAR ( TM) model for personal and professional goal management. It guides you step-by-step in a natural and effortless manner through the process of creating your own customized and authentic goal management system.
This book is intended to reach people who wish to get extra value from their coaching partnerships, as well as those who choose to self-coach. It also serves as a guide for those who want to coach others in both formal and informal environments. It also makes for dynamic workshops.
If you are simply looking for creative practices or whether you are ready to learn goal management or simply make some positive changes in one or more areas of your life, P2P, will get you there!
Embrace your creativity and make ideas happen.
The 360 Degree Leader Developing your Influence from Any.docxmattinsonjanel
The 360 Degree Leader
Developing your Influence from
Anywhere in the Organization
John C. Maxwell
The Myths of Leading from the Middle of
an Organization
99% of all leadership happens in the middle
of an organization
You can learn to make a positive impact even
if you report to someone who is not a good
leader
Need to lead in 3 directions– up, down, and
across
Position Myth
I can’t lead if I am not on top
The true measure of leadership is influence–
nothing more, nothing less
You must earn the right to lead
Position- people follow because the have to
Permission- people follow because they want to
Production- people follow because what you have done for
the organization
People Development- People follow because of what you
have done for them
Personhood- People follow because of who you are and
what you represent
Destination Myth
When I get to the top, I will learn to lead
If you want to succeed, you need to learn as
much as you can about leadership BEFORE
you have a leadership position
If you do not try out your leadership and
decision making skills when the stakes are
low, you are likely to get in trouble when the
cost of making a mistake is high
Influence Myth
When I get to the top, I’ll be in control
A position gives you a chance, but it cannot
guarantee influence --that must be earned
A position doesn’t make a leader
A leader can make the position
Inexperience Myth
When I get to the top, I’ll be in control
The higher you go the more you realize how
many factors control the organization
At the top you need every bit of influence you
can muster
Freedom Myth
When I get to the top, I’ll have no limits
It doesn’t matter what job you do or what
position you obtain– you WILL have limits
The amount of responsibility you have
increases faster than the authority you are
granted
You must tailor your responses to a greater
variety of people to maximize their potential
Your rights decrease as your responsibilities
increase
Customer, worker, leader, CEO
Potential Myth--I can’t reach my potential
if I am not the top leader
Strive for the top of your game, not the top of
the organization
Example given is Cheney – “You plug him in
and he works anywhere. He just has a real
good way of fitting in and working his
environment.”
All or Nothing Myth
If I can’t get to the top, I won’t try to lead
“I believe that individuals can become better
leaders wherever they are. Improve your
leadership, and you can impact your
organization. You can change people’s lives.
You can be someone who adds value. You
can learn to influence people at every level of
the organization– even if you never get to the
top. By helping others, you can help
yourself.”
Challenges Leaders Face
Leading from the middle is tough and
frustrating!!!!
Tension- The pres ...
The presentation was made during the Community Service Public Relations Council's annual Spectrum Conference on May 20, 2014.
Program Description: Are you new to a leadership position? Do you aspire to take on a leadership role in your organization?
Do you want to be a better leader or improve your leadership skills? We will provide a “buffet” of
leadership elements to help you improve your capacity to lead. View the selections and sample small
portions on communicating, resolving conflict, project planning and management, goal setting, and
listening. You might have more of an appetite for some offerings and less for others, but there will be
something to satisfy everyone’s hunger for successfully leading themselves, a team, or organization.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
8. I N T R O D U C T I O N
T O
I D E A
1
Manage or choose
your LEVEL of IDEA
"HOW WILL I MANAGE OR CHOOSE MY LEVEL OF
IDEA?"
Why?
IMPROVISATION
-Write things to get your writing done
-Writing, certainly applied, gets you far
-“Main idea" must be introduced
SNAKE
-"What is the main idea in my ideas?"
-"How can anybody my level of writing know as much as
a snake does?"
-Find the idea
Learning
Organizations 7
Organizational
Development 1
Corporate
Management 2
Learning
Obstacle 3
Managerial
Thought 4
Development
Method 5
Managerial
Role 6
10. I N T R O D U C T I O N
T O
I D E A
B a s e d o n
H a n d m a d e
D e s i g n s
P r e s e n t a t i o n
1
QUALITY
Organizations 7
IMPROVISATION
Thought 1
IDEA
Development 2
WORD
Obstacle 3
COMPARISON
Method 4
SENTENCE
Management 5
INTRODUCTION
Role 6
11. I N T R O D U C T I O N
T O
L I N E
2
Manage or choose
your LEVEL of LINE
"HOW WILL I MANAGE OR CHOOSE MY LEVEL OF
LINE?"
Why?
IMAGINATION
-Line things to get your writing done
-Underlining, certainly applied, gets you far
-“Main line" must be introduced
GUIDELINE
-"What is the main line in my idea?"
-"How can anybody my level of writing know as much as
a guideline does?"
-Find the line
Learning
Organizations 7
Organizational
Development 1
Corporate
Management 2
Learning
Obstacle 3
Managerial
Thought 4
Development
Method 5
Managerial
Role 6
13. QUALITY
Organizations 7
LINE
Development 1
INTRODUCTION
Role 2
IMAGINATION
Thought 3
ANALOGY
Method 4
COLOR
Management 5
NUMBER
Obstacle 6
I N T R O D U C T I O N
T O
L I N E
B a s e d o n
F u n I l l u s i o n
L i n e s
P r e s e n t a t i o n
2
14. I N T R O D U C T I O N
T O
S T R U C T U R E
3
Manage or choose
your LEVEL of STRUCTURE
"HOW WILL I MANAGE OR CHOOSE MY LEVEL OF
STRUCTURE?"
Why?
STANDARDS
-Structure things to get your writing done
-Structure, certainly applied, gets you far
-“Main structure" must be introduced
TEMPLATE
-"What is the main structure in my idea?"
-"How can anybody my level of writing know as much as
a template does?"
-Find the structure
Learning
Organizations 7
Organizational
Development 1
Corporate
Management 2
Learning
Obstacle 3
Managerial
Thought 4
Development
Method 5
Managerial
Role 6
16. QUALITY
Organizations 7
STANDARDS
Thought 1
ADDING
Method 2
REFERENCE
Development 3
INTRODUCTION
Role 4
DEDUCTION
Obstacle 5
INDUCTION
Management 6
I N T R O D U C T I O N
T O
S T R U C T U R E
B a s e d o n
F u n I l l u s i o n
L i n e s
W i t h
L i n e s
P r e s e n t a t i o n
3
17. I N T R O D U C T I O N
T O
T E X T
4
Manage or choose
your LEVEL of TEXT
"HOW WILL I MANAGE OR CHOOSE MY LEVEL OF
TEXT?"
Why?
METAPHOR
-Text things to get your writing done
-Text, certainly applied, gets you far
-“Main text" must be introduced
PALETTE
-"What is the main text in my ideas?"
-"How can anybody my level of writing know as much as
a palette does?"
-Find the text
Learning
Organizations 7
Organizational
Development 1
Corporate
Management 2
Learning
Obstacle 3
Managerial
Thought 4
Development
Method 5
Managerial
Role 6
19. QUALITY
Organizations 7
METAPHOR
Thought 1
ANALOGY
Method 2
SENTENCE
Development 3
INTRODUCTION
Role 4
SELECTION
Obstacle 5
DEDUCTION
Management 6
I N T R O D U C T I O N
T O
T E X T
B a s e d o n
F u n I l l u s i o n
L i n e s
w i t h
S y n o n y m o u s
P r e s e n t a t i o n
4
20. I N T R O D U C T I O N
T O
M E A N I N G
5
Manage or choose
your LEVEL of MEANING
"HOW WILL I MANAGE OR CHOOSE MY LEVEL OF
MEANING?"
Why?
FLOW
-Mean things to get your writing done
-Meaning, certainly applied, gets you far
-“Main meaning" must be introduced
DEFINITION
-"What is the main meaning in my ideas?"
-"How can anybody my level of writing know as much as
a definition does?"
-Find the meaning
Learning
Organizations 7
Organizational
Development 1
Corporate
Management 2
Learning
Obstacle 3
Managerial
Thought 4
Development
Method 5
Managerial
Role 6
22. QUALITY
Organizations 7
GRAPH
Development 1
METAPHOR
Thought 2
WORD
Obstacle 3
MINUS
Method 4
INTRODUCTION
Role 5
COLOR
Management 6
I N T R O D U C T I O N
T O
M E A N I N G
B a s e d o n
D e f i n i t i o n o f
B u s i n e s s m a n
i n 1 2 3 M i d
F i r m W o r d s
P r e s e n t a t i o n
5
23. I N T R O D U C T I O N
T O
C O L L A G E
6
Manage or choose
your LEVEL of COLLAGE
"HOW WILL I MANAGE OR CHOOSE MY LEVEL OF
COLLAGE?"
Why?
APPEARANCE
-Collage things to get your writing done
-Collage, certainly applied, gets you far
-“Main collage" must be introduced
BOARD
-"What is the main collage in my ideas?"
-"How can anybody my level of writing know as much as
a board does?"
-Find the collage
Learning
Organizations 7
Organizational
Development 1
Corporate
Management 2
Learning
Obstacle 3
Managerial
Thought 4
Development
Method 5
Managerial
Role 6
25. QUALITY
Organizations 7
SELECTION
Obstacle 1
ADDING
Method 2
IMAGINATION
Thought 3
REFERENCE
Development 4
PRIORITY
Management 5
INTRODUCTION
Role 6
I N T R O D U C T I O N
T O
C O L L A G E
B a s e d o n
E n v i r o n m e n t a l
R i s k A n a l y s i s
P r e s e n t a t i o n
6
26. I N T R O D U C T I O N
T O
P R O G R E S S
7
Manage or choose
your LEVEL of PROGRESS
"HOW WILL I MANAGE OR CHOOSE MY LEVEL OF
PROGRESS?"
Why?
QUARTER
-Progress things to get your writing done
-Progress, certainly applied, gets you far
-“Main progress" must be introduced
CLOCK
-"What is the main progress in my idea?"
-"How can anybody my level of writing know as much as
a clock does?"
-Find the progress
Learning
Organizations 7
Organizational
Development 1
Corporate
Management 2
Learning
Obstacle 3
Managerial
Thought 4
Development
Method 5
Managerial
Role 6
28. QUALITY
Organizations 7
COMPARING
Method 1
STANDARDS
Thought 2
REFERENCE
Development 3
INTRODUCTION
Role 4
DEDUCTION
Obstacle 5
COLOR
Management 6
I N T R O D U C T I O N
T O
P R O G R E S S
B a s e d o n
P r o g r e s s
B e y o n d
P r e s e n t a t i o n
7