The document discusses understanding strengths by providing an overview of Gallup's research on strengths which found that high achievers spend most of their time using their strengths, learn to partner with others for weaknesses, and apply strengths to overcome obstacles. It also discusses the four domains of leadership strengths: executing, relationship building, strategic thinking, and influencing. The document advocates for focusing on strengths rather than weaknesses to promote success.
The document provides an overview of strengths and the Gallup research on strengths. It discusses how strengths differ from a traditional deficit focus, highlighting that high achievers spend most of their time developing their natural talents. The document also explains how to understand strengths in terms of talents, competence, and developing an orientation around strengths rather than focusing on weaknesses. It emphasizes using one's strengths to overcome obstacles and capitalize on talents in new situations. Finally, it suggests sharing one's strengths with others and using them in academics and career.
Developing & Leading High Performance TeamsMike Cardus
http://www.create-learning.com
Created and presented to Simon Graduate School of Business Executive MBA students, University of Rochester, NY.
Increasing retention of talent, completion time of projects and tasks, satisfaction with work and life; Making your organization, team, and you better and greater profit.
In our time together you will learn how to; hone, utilize, and develop interpersonal and political skills that are needed for more than successful completion of Projects and Goals; Leading to an increase in your value to the team and organization.
This document provides information on building high-performance teams. It discusses defining what makes a team high-performing, the stages of team development according to Tuckman's model, and roles within teams such as coordinators, shapers, and finishers. Effective team communication, problem-solving techniques, and remote team working are also covered. The document aims to help users understand how to develop, engage, and motivate teams to maximize performance on a sustained basis.
Enterprise collaboration can accelerate building high performing organizations. There are three paradigms of collaboration - historic (directive-driven and short term), conventional (meets needs but incremental value), and contemporary (self-interested but creates new value). Key characteristics of high performing organizations include shared vision, culture of sharing, responsiveness to change, leadership empowerment, and clear communication. Collaboration enables these high performance themes by connecting people, sharing knowledge, engagement, and continuous learning. Barriers to collaboration within enterprises include a lack of unified platforms and governance. A practical strategic framework is needed to implement collaboration successfully and build a learning organization.
This document provides information on leadership and coaching. It discusses why coaching is beneficial, as coaching can be customized, flexible, and provides accountability and continuity. Research shows coaching offers improved learning outcomes, motivation, and teaching strategies for students, as well as increased self-confidence, knowledge, and leadership for teachers and school leaders. Effective coaching focuses on goals, reality, options, will, tactics and habits. Leaders should develop a culture of coaching by focusing on principles, skills development, and internal coaching relationships to improve teaching and learning.
This document discusses assessment tools for developing and leading effective teams. It explores factors that influence team development such as considering a team's life cycle and addressing goals, roles, processes, and interpersonal relationships (GRPI). The GRPI framework provides an approach to planning and leadership that can improve team performance. Clear goals, roles, processes, and interpersonal relationships are necessary for high functioning and productive teams.
This document discusses how to craft mission, vision, and value statements to become a high performance organization. It defines a mission as describing an organization's overall purpose and reason for existing. A vision is a guiding image of future success that inspires people to work together. Values are the shared beliefs that guide how an organization's members perform their work. The document provides criteria for developing effective mission, vision, and value statements, such as making the vision compelling and focusing on serving clients. It emphasizes that a systematic strategy development process including crafting these statements can help align an organization's environment, leadership, and employee behaviors to create value.
The document provides an overview of strengths and the Gallup research on strengths. It discusses how strengths differ from a traditional deficit focus, highlighting that high achievers spend most of their time developing their natural talents. The document also explains how to understand strengths in terms of talents, competence, and developing an orientation around strengths rather than focusing on weaknesses. It emphasizes using one's strengths to overcome obstacles and capitalize on talents in new situations. Finally, it suggests sharing one's strengths with others and using them in academics and career.
Developing & Leading High Performance TeamsMike Cardus
http://www.create-learning.com
Created and presented to Simon Graduate School of Business Executive MBA students, University of Rochester, NY.
Increasing retention of talent, completion time of projects and tasks, satisfaction with work and life; Making your organization, team, and you better and greater profit.
In our time together you will learn how to; hone, utilize, and develop interpersonal and political skills that are needed for more than successful completion of Projects and Goals; Leading to an increase in your value to the team and organization.
This document provides information on building high-performance teams. It discusses defining what makes a team high-performing, the stages of team development according to Tuckman's model, and roles within teams such as coordinators, shapers, and finishers. Effective team communication, problem-solving techniques, and remote team working are also covered. The document aims to help users understand how to develop, engage, and motivate teams to maximize performance on a sustained basis.
Enterprise collaboration can accelerate building high performing organizations. There are three paradigms of collaboration - historic (directive-driven and short term), conventional (meets needs but incremental value), and contemporary (self-interested but creates new value). Key characteristics of high performing organizations include shared vision, culture of sharing, responsiveness to change, leadership empowerment, and clear communication. Collaboration enables these high performance themes by connecting people, sharing knowledge, engagement, and continuous learning. Barriers to collaboration within enterprises include a lack of unified platforms and governance. A practical strategic framework is needed to implement collaboration successfully and build a learning organization.
This document provides information on leadership and coaching. It discusses why coaching is beneficial, as coaching can be customized, flexible, and provides accountability and continuity. Research shows coaching offers improved learning outcomes, motivation, and teaching strategies for students, as well as increased self-confidence, knowledge, and leadership for teachers and school leaders. Effective coaching focuses on goals, reality, options, will, tactics and habits. Leaders should develop a culture of coaching by focusing on principles, skills development, and internal coaching relationships to improve teaching and learning.
This document discusses assessment tools for developing and leading effective teams. It explores factors that influence team development such as considering a team's life cycle and addressing goals, roles, processes, and interpersonal relationships (GRPI). The GRPI framework provides an approach to planning and leadership that can improve team performance. Clear goals, roles, processes, and interpersonal relationships are necessary for high functioning and productive teams.
This document discusses how to craft mission, vision, and value statements to become a high performance organization. It defines a mission as describing an organization's overall purpose and reason for existing. A vision is a guiding image of future success that inspires people to work together. Values are the shared beliefs that guide how an organization's members perform their work. The document provides criteria for developing effective mission, vision, and value statements, such as making the vision compelling and focusing on serving clients. It emphasizes that a systematic strategy development process including crafting these statements can help align an organization's environment, leadership, and employee behaviors to create value.
The document outlines the key topics and objectives of a workshop on basics of people management. The workshop aims to help participants understand responsibilities of leaders, stages of team development, behaviors influencing teamwork, characteristics of effective teams, and techniques for setting expectations, giving feedback, identifying learning needs, decision making, and instilling pride in teams. It also discusses responsibilities of great leaders, managing talent, why teams work, lessons from geese flying in formation, and creating an atmosphere of involvement.
Serve Lead Succeed Leadership Training Co. Overview - 2019Teresa Devine
The difference between traditional leadership training companies and Serve Lead Succeed is the C-level leadership experience that Teresa Devine brings to the table. Training from results vs. theory is a tremendous advantage for those looking for a strong ROI on their training investments. Our program results are measured from start to finish. Learn more about our leadership training philosophy, programs and approach in our company overview.
This document outlines an agenda for a leadership workshop on developing leadership skills based on the Five Practices of Exemplary Leadership. The workshop will introduce the five practices - modeling the way, inspiring a shared vision, enabling others to act, challenging the process, and encouraging the heart. It will discuss each practice in turn and include activities for participants. Research shows these five practices can be learned and are exhibited by successful leaders worldwide. The workshop aims to help participants strengthen their own leadership abilities.
This document discusses various ways to develop leadership skills. It suggests that leadership skills are developed through frequent practice in a safe environment with clear objectives and feedback. Constructive feedback from others can benefit both the individual and the group. Developing confidence and strong communication abilities also helps build leadership skills. Videos and articles further explore how to develop teachers' leadership capacities by providing leadership roles and development programs to constitute leadership teams. The key is to actively take steps to foster teacher leadership while cultivating a collaborative school culture.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
How to make a world of difference in a challenging world. It starts with a big enough reason to lead, then a reviewing and reorganising of our mindset, engaging team commitment through effective communications, and inspiring your followers to step up with excitement. It\'s not easy - and yet it\'s worth the effort.
Leadership Development What Got You Here Wont Get You ThereCoachDavis
This document discusses the importance of leadership development and talent management. It argues that in today's knowledge economy, an organization's talent will be the key source of competitive advantage, rather than physical capital. It outlines the different levels of the leadership ladder and emphasizes that leadership skills, like interpersonal behaviors, will become increasingly important at each level over functional skills. The document proposes that organizations assess talent, develop leadership skills through coaching and assignments, and establish an ongoing talent development strategy to ensure success.
The REAL Leadership Framework and Leadership Development Canvas - 101415Curt Buermeyer
This document introduces the REAL Leadership Framework, which provides a universal framework for understanding leadership through four perspectives: Results, Effect on People, Actions, and Leader Attributes. The framework was developed by the author over 15 years of studying leadership theory and finding that existing frameworks were too complex or contradictory. It evaluates leadership based on the measurable outcomes of Results and Effect on People, the observable actions a leader takes, and inherent leader attributes. The document explains each of the four perspectives in more detail.
The document discusses focusing on one's strengths rather than weaknesses when it comes to careers. It cites research showing employees are more engaged and satisfied when they use their strengths at work. It provides assessments and exercises individuals can complete to identify their natural strengths and talents in order to pursue careers aligned with these strengths.
This document discusses leadership coaching and provides content on leadership, interpersonal communication, conflict management, and problem solving. It defines leadership as the ability to influence others with or without authority. It also describes five conflict handling modes: avoiding, accommodating, competing, collaborating, and compromising. Additionally, it discusses brainstorming as a problem solving technique and defines leadership coaching as a collaborative relationship between a leader and coach.
The document discusses developing high-performance teams. It begins by noting the prevalence of searches related to teams and teamwork. It then discusses different types of teams, from working groups to potential teams to real teams and high-performance teams. The key differences are the level of commitment to a common purpose/goals and mutual accountability. The document also presents an assessment tool to evaluate what type of team you have. Finally, it raises the question of how to build a team and what elements should be observed, such as learning, sharing, communication, and developing a shared vision.
This document discusses leadership and the research of Kouzes and Posner. It outlines their findings that exemplary leaders engage in five key practices: model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. The document also discusses the importance of credibility and how leaders build credibility through behaviors like practicing what they preach and ensuring actions are consistent with words. Leaders can develop these leadership skills through commitments in each practice area.
The document outlines a suggested schedule for developing teams in small to medium enterprises (SMEs). It discusses establishing common goals and roles through workshops. Subsequent months focus on empowering teams, improving relationships and communication, increasing flexibility, and optimizing performance through recognition. The goal is to move teams through the stages of forming, storming, norming, and ultimately high performance. Recognition, morale-building activities, and reviewing systems are emphasized later in the schedule to support fully functioning teams.
Agile soft skills suitecase - iad 2011Fabio Armani
An Agile soft-skill suite case: set of values, principles and practices for agile and lean coaching.
During this presentation will be described and discussed a large set of agile coaching skills.
More and more CEOS are retaining executive coaches. Unfortunately, there are still too many who do not. My proven approach to coaching CEOS is described in this PDF presentation.
Appreciative Inquiry & Change ManagementBrent Jones
This talk starts with a general overview of developments in the field of Change Management, and goes on to explore the hot new field of Appreciative Inquiry (AI). AI has received much attention in organizational development (OD) circles, and has been successfully used in a wide range of change management initiatives around the world. However, there are still relatively few published reports related to AI initiatives in Japan. The presenter will argue for an approach to Change Management that focuses on peak experiences, individual and institutional strengths, and increased human potential and empowerment. Participants will be introduced to the 4D cycle (Discovery-Dream-Design-Destiny) developed by David L. Cooperrider and his colleagues at Case Western Reserve University, and shown how professional development activities have been developed for each of these phases. Together with other findings in the field of positive psychology, this 4D AI cycle should be a welcome addition to the manager's toolbox.
Thinking strategically & critically seeing possibilitiesRebecca Jones
Strategic thinking involves seeing possibilities by viewing situations from different perspectives, questioning assumptions, and focusing on the future. It requires openness, flexibility, and adapting views over time. Key aspects of strategic thinking discussed in the document include clarifying assumptions, questioning the status quo, avoiding decision traps like anchoring, and seeing opportunities where others see difficulties. The document provides techniques for practicing strategic thinking and emphasizes its importance for effective problem solving and decision making.
The document summarizes John Adair's theories of leadership and team building. It discusses Adair's background and qualifications. It also outlines his view that leadership involves three components - the task, the team, and the individual. Adair's model of team building emphasizes building the team around the task, objectives, and individual needs. The document lists attributes that successful executives identified as important for leadership and provides an overview of Adair's eight functions of leadership.
This document discusses Appreciative Inquiry (AI) as an approach to school improvement planning that focuses on identifying existing strengths and successes rather than problems. It provides 5 principles of AI and examples of guiding questions aligned to a school board's strategies. The document suggests incorporating AI into the school improvement planning process through dedicated council and staff meetings where participants identify positive practices that support student achievement currently happening in the school.
Catherine Cotrupi, the LGBTQ Coordinator for Multicultural Programs and Services (MPS) at Virginia Tech, discussed resources and support for LGBTQ students on campus.
Este documento presenta un módulo de capacitación bilingüe sobre higiene laboral para empleadores con trabajadores hispanos. Explica cómo usar el módulo de capacitación imprimiendo todas las páginas y haciendo copias doble cara para que las páginas pares estén en inglés y las nones en español. El objetivo es enseñar sobre los principales peligros para la salud en el trabajo en 30 a 60 minutos.
The document outlines the key topics and objectives of a workshop on basics of people management. The workshop aims to help participants understand responsibilities of leaders, stages of team development, behaviors influencing teamwork, characteristics of effective teams, and techniques for setting expectations, giving feedback, identifying learning needs, decision making, and instilling pride in teams. It also discusses responsibilities of great leaders, managing talent, why teams work, lessons from geese flying in formation, and creating an atmosphere of involvement.
Serve Lead Succeed Leadership Training Co. Overview - 2019Teresa Devine
The difference between traditional leadership training companies and Serve Lead Succeed is the C-level leadership experience that Teresa Devine brings to the table. Training from results vs. theory is a tremendous advantage for those looking for a strong ROI on their training investments. Our program results are measured from start to finish. Learn more about our leadership training philosophy, programs and approach in our company overview.
This document outlines an agenda for a leadership workshop on developing leadership skills based on the Five Practices of Exemplary Leadership. The workshop will introduce the five practices - modeling the way, inspiring a shared vision, enabling others to act, challenging the process, and encouraging the heart. It will discuss each practice in turn and include activities for participants. Research shows these five practices can be learned and are exhibited by successful leaders worldwide. The workshop aims to help participants strengthen their own leadership abilities.
This document discusses various ways to develop leadership skills. It suggests that leadership skills are developed through frequent practice in a safe environment with clear objectives and feedback. Constructive feedback from others can benefit both the individual and the group. Developing confidence and strong communication abilities also helps build leadership skills. Videos and articles further explore how to develop teachers' leadership capacities by providing leadership roles and development programs to constitute leadership teams. The key is to actively take steps to foster teacher leadership while cultivating a collaborative school culture.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
How to make a world of difference in a challenging world. It starts with a big enough reason to lead, then a reviewing and reorganising of our mindset, engaging team commitment through effective communications, and inspiring your followers to step up with excitement. It\'s not easy - and yet it\'s worth the effort.
Leadership Development What Got You Here Wont Get You ThereCoachDavis
This document discusses the importance of leadership development and talent management. It argues that in today's knowledge economy, an organization's talent will be the key source of competitive advantage, rather than physical capital. It outlines the different levels of the leadership ladder and emphasizes that leadership skills, like interpersonal behaviors, will become increasingly important at each level over functional skills. The document proposes that organizations assess talent, develop leadership skills through coaching and assignments, and establish an ongoing talent development strategy to ensure success.
The REAL Leadership Framework and Leadership Development Canvas - 101415Curt Buermeyer
This document introduces the REAL Leadership Framework, which provides a universal framework for understanding leadership through four perspectives: Results, Effect on People, Actions, and Leader Attributes. The framework was developed by the author over 15 years of studying leadership theory and finding that existing frameworks were too complex or contradictory. It evaluates leadership based on the measurable outcomes of Results and Effect on People, the observable actions a leader takes, and inherent leader attributes. The document explains each of the four perspectives in more detail.
The document discusses focusing on one's strengths rather than weaknesses when it comes to careers. It cites research showing employees are more engaged and satisfied when they use their strengths at work. It provides assessments and exercises individuals can complete to identify their natural strengths and talents in order to pursue careers aligned with these strengths.
This document discusses leadership coaching and provides content on leadership, interpersonal communication, conflict management, and problem solving. It defines leadership as the ability to influence others with or without authority. It also describes five conflict handling modes: avoiding, accommodating, competing, collaborating, and compromising. Additionally, it discusses brainstorming as a problem solving technique and defines leadership coaching as a collaborative relationship between a leader and coach.
The document discusses developing high-performance teams. It begins by noting the prevalence of searches related to teams and teamwork. It then discusses different types of teams, from working groups to potential teams to real teams and high-performance teams. The key differences are the level of commitment to a common purpose/goals and mutual accountability. The document also presents an assessment tool to evaluate what type of team you have. Finally, it raises the question of how to build a team and what elements should be observed, such as learning, sharing, communication, and developing a shared vision.
This document discusses leadership and the research of Kouzes and Posner. It outlines their findings that exemplary leaders engage in five key practices: model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. The document also discusses the importance of credibility and how leaders build credibility through behaviors like practicing what they preach and ensuring actions are consistent with words. Leaders can develop these leadership skills through commitments in each practice area.
The document outlines a suggested schedule for developing teams in small to medium enterprises (SMEs). It discusses establishing common goals and roles through workshops. Subsequent months focus on empowering teams, improving relationships and communication, increasing flexibility, and optimizing performance through recognition. The goal is to move teams through the stages of forming, storming, norming, and ultimately high performance. Recognition, morale-building activities, and reviewing systems are emphasized later in the schedule to support fully functioning teams.
Agile soft skills suitecase - iad 2011Fabio Armani
An Agile soft-skill suite case: set of values, principles and practices for agile and lean coaching.
During this presentation will be described and discussed a large set of agile coaching skills.
More and more CEOS are retaining executive coaches. Unfortunately, there are still too many who do not. My proven approach to coaching CEOS is described in this PDF presentation.
Appreciative Inquiry & Change ManagementBrent Jones
This talk starts with a general overview of developments in the field of Change Management, and goes on to explore the hot new field of Appreciative Inquiry (AI). AI has received much attention in organizational development (OD) circles, and has been successfully used in a wide range of change management initiatives around the world. However, there are still relatively few published reports related to AI initiatives in Japan. The presenter will argue for an approach to Change Management that focuses on peak experiences, individual and institutional strengths, and increased human potential and empowerment. Participants will be introduced to the 4D cycle (Discovery-Dream-Design-Destiny) developed by David L. Cooperrider and his colleagues at Case Western Reserve University, and shown how professional development activities have been developed for each of these phases. Together with other findings in the field of positive psychology, this 4D AI cycle should be a welcome addition to the manager's toolbox.
Thinking strategically & critically seeing possibilitiesRebecca Jones
Strategic thinking involves seeing possibilities by viewing situations from different perspectives, questioning assumptions, and focusing on the future. It requires openness, flexibility, and adapting views over time. Key aspects of strategic thinking discussed in the document include clarifying assumptions, questioning the status quo, avoiding decision traps like anchoring, and seeing opportunities where others see difficulties. The document provides techniques for practicing strategic thinking and emphasizes its importance for effective problem solving and decision making.
The document summarizes John Adair's theories of leadership and team building. It discusses Adair's background and qualifications. It also outlines his view that leadership involves three components - the task, the team, and the individual. Adair's model of team building emphasizes building the team around the task, objectives, and individual needs. The document lists attributes that successful executives identified as important for leadership and provides an overview of Adair's eight functions of leadership.
This document discusses Appreciative Inquiry (AI) as an approach to school improvement planning that focuses on identifying existing strengths and successes rather than problems. It provides 5 principles of AI and examples of guiding questions aligned to a school board's strategies. The document suggests incorporating AI into the school improvement planning process through dedicated council and staff meetings where participants identify positive practices that support student achievement currently happening in the school.
Catherine Cotrupi, the LGBTQ Coordinator for Multicultural Programs and Services (MPS) at Virginia Tech, discussed resources and support for LGBTQ students on campus.
Este documento presenta un módulo de capacitación bilingüe sobre higiene laboral para empleadores con trabajadores hispanos. Explica cómo usar el módulo de capacitación imprimiendo todas las páginas y haciendo copias doble cara para que las páginas pares estén en inglés y las nones en español. El objetivo es enseñar sobre los principales peligros para la salud en el trabajo en 30 a 60 minutos.
Hope College is a private, liberal arts college located in Holland, Michigan affiliated with the Reformed Church in America. It has around 3,200 students and offers 80 majors. Its motto is "Hope in God" from Psalm 42:5. Academically, it is known for its strong sciences, arts, nursing and engineering programs. It emphasizes faith integration and undergraduate research.
Este documento presenta una guía básica de normas de seguridad laboral e higiene industrial. Contiene recomendaciones para prevenir accidentes en el trabajo, como mantener el orden y la limpieza, usar equipos de protección, seguir instrucciones de seguridad para herramientas, electricidad, productos químicos e incendios, y conocer los procedimientos de emergencia. El objetivo es crear conciencia sobre los riesgos laborales y promover hábitos seguros que protejan la salud de los trabajadores.
Millennials Presentation for Residential Leadership Communitykheenehan
This document discusses generational characteristics with a focus on Millennials. It defines a generation as those born within a 20 year period who experience formative events together between ages 10-18. Millennials are defined as those born between 1982-2002. Critical events during their formative years included 9/11, wars in the Middle East, school shootings, and the rise of technology and social media. The document outlines characteristics of Millennials including being civic-minded, ambitious, pressured, and team-oriented. It also discusses how they approach academics, social life, technology, and expectations of rules and authority.
The document discusses strengths-based leadership. It defines strengths as pre-existing capacities that are authentic and energizing, enabling optimal performance. Strengths are developed using positive psychology research showing high achievers spend most time in their strengths areas. A strengths perspective focuses on talents rather than deficits, and building on strengths promotes more success than fixing weaknesses. There are four domains of leadership strengths: strategic thinking, executing, relationship building, and influencing. The document provides examples of strengths that may naturally conflict and encourages developing a personal action plan to better leverage one's strengths.
The document summarizes a presentation on measuring employee engagement in high performance organizations. It discusses the importance of measuring employee opinions through surveys to understand satisfaction, engagement, and motivation. Regular surveys can help identify issues, facilitate strategic alignment between HR and business goals, and ensure the organization has the right people and culture to execute its strategy. The results should be openly shared and used to develop action plans and programs to improve the work environment and increase engagement. Engaged employees are more productive, innovative, and better retain customers compared to satisfied but disengaged employees. Leadership, clear communication, and aligned HR practices can help boost engagement.
Five Steps to Delivering a Competency-Based Development PlanHuman Capital Media
A competency management strategy is key to an organization’s ability to deliver focused and efficient learning and development plans to employees. Job competencies provide a consistent way to assess and measure the success of learning initiatives, focusing on results of the programs themselves and the positive impact on the business. This webinar will discuss five critical steps in defining and implementing a job-specific competency-based approach to development.
Objectives:
Understand the challenges to deploying competency-based development plans.
Review the five-step methodology to deliver competency-based development.
Learn key tips and tools that can help you overcome common objections and delays.
A hard look at the softer side of business analysisJoe Newbert
Step forward the Business Analyst star. Taking a hard look at the soft skills as a catalyst for Business Analysis success, in the December 2008 IIBA Newsletter.
Reach Peak Performance Through Employee EngagementSurveyTelligence
This document discusses how organizations can achieve peak performance through employee engagement. It presents research showing that engaged employees are more productive, profitable, and less likely to leave their employer. The key to engagement is ensuring employees feel aligned with the organization's strategy, customers, people and positive culture. The document recommends a 4-step process of surveying employees, diagnosing engagement issues, analyzing the data, and implementing solutions. Implementation involves both top-down commitment from senior leaders and bottom-up training of engagement teams to analyze data and create "Creative Spaces" where employees can drive positive change.
The document discusses managing talent in today's changing environment. It covers topics like talent acquisition, employee engagement, and the impact of technology on talent management. It notes that economic changes are driving new talent needs. Talent management is becoming more important than traditional HR practices. Innovative solutions are emerging for organizations to differentiate themselves in attracting and retaining top talent.
When the need of the hour is smart thinking, swift action and effective people skills – can we develop these qualities more effectively in an experiential setting than through classroom training.
Centauric is an expert consulting firm that helps organizations unleash the potential of their people to drive business performance. They use a data-driven approach involving interviews, surveys, and facilitated discussions to understand organizational dynamics and identify opportunities. Their integrated services then develop leadership capabilities, strengthen employee engagement, and align culture and systems. The outcomes include increased focus on goals, engaged and committed employees, an innovative culture embracing change, and effective talent selection and development.
This document is the June 2010 issue of PrimeTalk, a newsletter about talent management and leadership.
The main article discusses the difference between traditional talent management, which focuses on processes to source, develop, and use talent, and talent liberation, which focuses on releasing everyone's potential and valuing all talents. It outlines an 8-step process for organizations to adopt talent liberation, including confirming direction, communicating the philosophy, developing leaders, and building talented teams.
A second article discusses the importance of leaders leading from within by having self-awareness of their own leadership styles so they can work effectively with others and make better decisions. It questions whether middle managers will follow senior leaders who don't practice what they preach.
The document summarizes a webcast presentation about diversity and inclusion in the workplace. The presentation discusses why diversity is important for businesses, how to develop a diverse workforce through proactive recruitment strategies, and key factors for success, such as having executive commitment, clear goals, and accountability. It emphasizes that performance must be the standard for evaluating all candidates and that respect for diversity needs to be rooted in an organization's culture.
The document discusses best practices for competency centers, resource management, and teaming. It recommends building fluid teams with a focus on competence, transparency, and leadership. Competency centers should have an outward focus on solving business problems rather than being a labeling tactic. Resource management is key to workforce planning and requires cross-boundary sharing and coordination. Social networking can extend project teams and improve matching by increasing visibility of skills and peer vouching.
The document outlines an agenda for a presentation on developing personal effectiveness, covering topics such as the difference between activities and accomplishments, time management using the 80/20 principle, developing self-motivation, understanding communication, and creating a personal action plan. The presentation is intended to provide knowledge and strategies to help participants focus on the right things and apply knowledge effectively to achieve meaningful results.
The Navigator Institute provides an 18-month training program to develop leaders into "Navigators" who can create alignment and change within organizations. The program teaches skills like personal development, leadership, relationships, conflict resolution, and group alignment. Upon completion, participants who master the skills will be certified as Navigators and able to mobilize others to achieve greater results. The training uses modules, coaching, and practice to overcome barriers and learn how to transform complex systems.
The document discusses strategies for talent management, including recruiting, nurturing, and retaining talent. It recommends creating magnetism through an appealing organizational brand and effective people practices like coaching, mentoring, and personalized development plans. When recruiting, organizations should market themselves and look beyond traditional sources. Nurturing involves strategic leadership, developing a strong culture and employee voice. Retention relies on employee satisfaction, engagement, work-life balance, and seeing the organization as a good employer. The document provides tips for improving talent management programs and getting buy-in from different audiences. It concludes by asking questions about whether the right talent strategies and metrics are being used.
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
Women in leadership 2011 Cathy Ellwoodcathyellwood
The document outlines a program for employee development that focuses on identification and selection of high performers, extensive feedback and performance-based placement, onboarding and continuous learning opportunities to foster innovation, develop needed skills, diversify leadership, and attract and retain top talent. The program aims to prepare employees for future leadership roles and raise performance standards across the organization.
The document summarizes a workshop on building high-performing teams based on identifying and leveraging individual strengths. The workshop is presented by PROCEED, Inc. and funded by the CDC. The agenda covers defining leadership, reviewing the four leadership domains, defining strength-based teams, using a strengths assessment tool to identify the 34 talents, and team-building activities. The objectives are to discuss high-performing teams, identify strengths, and facilitate team-building. Research shows focusing on strengths boosts engagement and performance. Effective teams are built by understanding strengths within the executing, influencing, relationship-building, and strategic thinking domains.
Building a Performance-Based Culture [webinar 01.10.13]BizLibrary
The document discusses characteristics of high performing organizations based on a presentation from Chris Osborn and Jessica Batz of BizLibrary. It identifies several common factors among high performing organizations and teams, including clear strategies aligned with performance measures, a strong customer focus, effective leadership, well-defined processes and structures, and an empowering culture defined by values like innovation and commitment.
Similar to Understanding Strengths_Dining Services Student Managers (20)
1. Understanding Strengths
Jonathan Manz, Office of the Assoc. V. P. for Student Affairs
Responsibility, Arranger, Harmony, Includer, Connectedness
Kaitlin Heenehan, Housing & Residence Life
Empathy, Responsibility, Achiever, Developer, Individualization
3. Strengths Beginnings
• The Gallup Organization
• Don Clifton, Nebraska Faculty turned CEO
• 250,000 interviews
of high achieving
individuals
4. Gallup’s Research on High Achievers
• Spend most of their time in areas of strength
• Have learned to delegate or partner with
someone to tackle areas that are not
strengths
• Apply their strengths to overcome obstacles
• Invent ways of capitalizing on their strengths
in new situations
7. What is a strengths perspective?
Two basic premises:
Individuals already have within themselves what
they need to succeed.
“Individuals gain more when they build on their
talents, than when they make comparable
efforts to improve their areas of weakness.”
Clifton & Harter, 2003, p. 112
10. What is a Talent?
“A talent is a naturally reoccurring pattern of
thought, feeling or behavior that can be
productively applied.”
11. What is a Talent?
A talent theme is a group of similar talents
Enjoying hard work
A tendency to push
hard to complete tasks
Desire to achieve Achiever
Having internal motivation
Finding satisfaction in
getting things done
12. Competence & Strengths
= Strength &
Talent x Investment Competence
Predisposition Requires Effort Developed
Investment is a MULTIPLIER of talent!
Investment includes time spent practicing, developing skills, & building
knowledge
14. Strengths Perspective is Counter Cultural
Current paradigm is deficit-based:
– Supervisors spend most of their time working with the
weakest performers and zeroing in on mistakes.
– Parents and teachers focus on students’ lower grades
rather than on their highest.
• Weakness fixing prevents failure – strengths building
promotes success
16. Our strengths affect the way we:
process information
experience others
view time and structure
accommodate change
communicate
17. Find someone who has a strength that you don’t
understand.
Ask them to describe how that strength works for them.
18. Four Domains of
Leadership Strength
Relationship
Executing
Building
Strategic Thinking Influencing
19. Executing
Knowing how to make things happen
Achiever Consistency Focus
Arranger Deliberative Responsibility
Belief Discipline Restorative
Rath & Conchie, 2009
20. Relationship Building
The glue that holds the team together
Adaptability Connectedness
Developer Empathy
Harmony
Includer
Individualization
Positivity
Relator
Rath & Conchie, 2009
21. Strategic Thinking
Keeping us focused on what could be
Analytical Input
Context Intellection
Futuristic Learner
Ideation Strategic
Rath & Conchie, 2009
22. Influencing
Reaching a broader audience
Activator Communication
Command Competition
Maximizer
Self-Assurance
Significance
Woo
Rath & Conchie, 2009
23. Practical Next Steps
E-mail your Top 5 report to a family
member, friend, and to a colleague
Create a team talent map for your
organization
Create a plan to develop one of your
talents
Editor's Notes
JONATHANHave you heard of the Gallup Organization? How? The company that does the Gallup Poll, Presidential Polls, etc.The Gallup Organization…has studied human nature and behavior for more than 70 years.Has life-long learning programs that help individuals achieve higher levels of productivity and fulfillment.Don Clifton taught and researched psychology at Nebraska before making the transition to Gallup as CEO. He was a forefather in the positive psychology movement. One study focused on finding out what made high achieving individuals successful.
JONATHANThe Strengths report will give you your top five talent themes. At this point you may be feeling like this is ‘just another personality test’ and we are trying to ‘box you in.’ Here are some figures of the likelihood that your top 5 will be just the same as someone next to you.
JONATHANPsychologists have historically focused on what is wrong with people and how we can in turn fix them. This assessment is grounded in Positive Psychology – the focus on what is right, not what is wrongwhat is positive and normal about peoplestudy of positive emotions (optimism, hope, etc.)Pass out Aspirations for Student Learning booklet or open webpage for what we in DSA are aiming at and will use strengths to orient our students around these aspirations. (Curiosity, Self Understanding and Integrity, Civility, Courageous Leadership, UtProsim)
KAITLINInstructions:Inform participants that they will have 30 seconds to sign their name as many times as they can. After 30 seconds discover who has signed their name the most (admittedly this is a very unscientific study). Inform participants that they have another 30 seconds to try to beat their record, but this time they have to use their opposite hand. After 30 seconds again determine who signed their name the most. Likely no one signed their name as many times the second time as they did the first time.Take-away point:You can ask them if they feel like they can eventually get their non-dominant hand to write as well as their dominant hand. It would likely take a long time for them to get that good at writing, but they could do it. “But why?” “Why spend all that time working on something you are not great at when you are already doing it well with your dominant hand?” “Why not work on what you are good at and make it better?”
JONATHANA great number of talents naturally exist within you and each of them is very specific.
JONATHANTalent theme and signature theme are interchangeable with Gallup’s language.
JONATHAN“Talent is cheaper than table salt. What separates the talented individual from the successful one is a lot of hard work.”Stephen King
KAITLINParticipants will likely answer “English” or “C.” Affirm that “yes, our culture tends to focus on what we are the worst at and spend less time in areas where we have excelled.”
KAITLIN
KAITLIN
JONATHANUtilizing these 4 domains is one way to help group the strengths and understand them.