Here are a sample of slides drawn from a client session to educated wellness managers in an assisted living care home, on how to support nursing staff performance.
The document describes a 2-day workshop called "Conscious Choosing for Flow" which teaches skills and principles to transform conflict and disconnection into creativity and connection. The workshop helps participants choose results consciously in life and business. It includes extensive practice, group participation, and tools to apply the skills. Participants receive materials to support ongoing mastery of the skills, including a folio, owner's manual, quick reference guide, workbook, key, and certificate of completion. The optional 2-day trainer certification allows organizations to deliver the program in-house.
Visioning and purpose conversations are based on Simon Sinek’s ‘why’ of work. If people understand the context of why they are doing what they are doing, it improves engagement. This unit considers some key questions and ideas that the manager can ask and use to assist their team member to see the context of what they are doing and the value it brings to the workplace, regardless of how mundane the task may seem.
Team dynamics & creativity in team decision makingSalman Ahmed
Groups of two or more people interacting and working towards common goals are considered teams. Teams are more effective than simple groups because they have task interdependence. There are two main types of teams - permanent teams that exist long-term and temporary teams formed for specific projects. Team effectiveness is influenced by factors like design, environment, and processes. Effective team design considers the task, size, and member composition. Teams go through stages of forming, storming, norming, and performing as they develop. Team cohesiveness and norms impact performance and satisfaction.
To explore the foundations of personal transformation and change and how the 7 aspects of self can either enable or disempower us in our quest to change our behaviour to achieve the work and life results we desire
• Can you change someone?
• Why sustainable change is so hard
• What are the barriers and motivators for change
• The 7 aspects of self that impact our ability to change
• The personal transformation cycle
• The personal transformation pyramid
• Coaching tools for change
• Guidelines for sustainable change
The document discusses performance management in traditional versus agile teams. Traditional teams have rigid goals, dictation-style leadership, annual feedback focused on delivery, and bossy leadership. Agile teams have flexible goals, collaboration, frequent feedback focused on growth, and supportive leadership. Different forms of rewards and recognition are also discussed, along with several theories on human motivation including the Hawthorne Effect, Maslow's hierarchy of needs, Herzberg's motivators and hygiene factors theory, and McClelland's achievement motivation theory. The top 10 motivators in the software industry according to Barry Boehm are also listed.
The document discusses the SERVE model of leadership proposed by Blanchard and Miller. SERVE stands for: See the future, Engage and develop others, Reinvent continuously, Value results and relationships, and Embody the values. It also discusses the GROW model for continuous learning and growth as a leader. The key aspects of the SERVE model are creating a compelling vision, aligning values with that vision, engaging others by selecting the right people and developing them, reinventing systems and processes, and valuing both results and relationships.
This document summarizes a professional retreat focused on personal development and self-awareness coaching. It explains that the retreat aims to provide employees with tools to better manage stress and improve communication skills. It also notes several reasons why the retreat may be beneficial for companies, such as helping employees reconnect with their values and boosting company performance. The retreat is said to leave participants feeling they approach their work and relationships differently afterwards.
A comprehensive presentation on employee engagement based on Dr. Marciano's book "Carrots and Sticks Don't Work: Building a Culture of Engagement with the Principles of RESPECT." (McGraw-Hill, 2010)
The document describes a 2-day workshop called "Conscious Choosing for Flow" which teaches skills and principles to transform conflict and disconnection into creativity and connection. The workshop helps participants choose results consciously in life and business. It includes extensive practice, group participation, and tools to apply the skills. Participants receive materials to support ongoing mastery of the skills, including a folio, owner's manual, quick reference guide, workbook, key, and certificate of completion. The optional 2-day trainer certification allows organizations to deliver the program in-house.
Visioning and purpose conversations are based on Simon Sinek’s ‘why’ of work. If people understand the context of why they are doing what they are doing, it improves engagement. This unit considers some key questions and ideas that the manager can ask and use to assist their team member to see the context of what they are doing and the value it brings to the workplace, regardless of how mundane the task may seem.
Team dynamics & creativity in team decision makingSalman Ahmed
Groups of two or more people interacting and working towards common goals are considered teams. Teams are more effective than simple groups because they have task interdependence. There are two main types of teams - permanent teams that exist long-term and temporary teams formed for specific projects. Team effectiveness is influenced by factors like design, environment, and processes. Effective team design considers the task, size, and member composition. Teams go through stages of forming, storming, norming, and performing as they develop. Team cohesiveness and norms impact performance and satisfaction.
To explore the foundations of personal transformation and change and how the 7 aspects of self can either enable or disempower us in our quest to change our behaviour to achieve the work and life results we desire
• Can you change someone?
• Why sustainable change is so hard
• What are the barriers and motivators for change
• The 7 aspects of self that impact our ability to change
• The personal transformation cycle
• The personal transformation pyramid
• Coaching tools for change
• Guidelines for sustainable change
The document discusses performance management in traditional versus agile teams. Traditional teams have rigid goals, dictation-style leadership, annual feedback focused on delivery, and bossy leadership. Agile teams have flexible goals, collaboration, frequent feedback focused on growth, and supportive leadership. Different forms of rewards and recognition are also discussed, along with several theories on human motivation including the Hawthorne Effect, Maslow's hierarchy of needs, Herzberg's motivators and hygiene factors theory, and McClelland's achievement motivation theory. The top 10 motivators in the software industry according to Barry Boehm are also listed.
The document discusses the SERVE model of leadership proposed by Blanchard and Miller. SERVE stands for: See the future, Engage and develop others, Reinvent continuously, Value results and relationships, and Embody the values. It also discusses the GROW model for continuous learning and growth as a leader. The key aspects of the SERVE model are creating a compelling vision, aligning values with that vision, engaging others by selecting the right people and developing them, reinventing systems and processes, and valuing both results and relationships.
This document summarizes a professional retreat focused on personal development and self-awareness coaching. It explains that the retreat aims to provide employees with tools to better manage stress and improve communication skills. It also notes several reasons why the retreat may be beneficial for companies, such as helping employees reconnect with their values and boosting company performance. The retreat is said to leave participants feeling they approach their work and relationships differently afterwards.
A comprehensive presentation on employee engagement based on Dr. Marciano's book "Carrots and Sticks Don't Work: Building a Culture of Engagement with the Principles of RESPECT." (McGraw-Hill, 2010)
Human Factors in Project Management Session 4 motivation issue 1Ian Cammack
This document discusses various theories of motivation including:
1. Maslow's hierarchy of needs which describes human needs from basic physiological needs to self-actualization.
2. Herzberg's two-factor theory which separates motivators like achievement and recognition from hygiene factors.
3. McClelland's theory on achievement, power, and affiliation needs.
4. Expectancy, equity, goal-setting, and reinforcement theories of motivation.
This document discusses leadership and employee empowerment. It begins with an agenda covering topics like leadership styles, the leader's role in empowerment, and challenges. It then discusses empowering employees by transferring authority, sharing power, and building trust. The rationale for empowerment includes increased motivation and productivity. Leaders can empower employees by setting examples, inspiring shared visions, challenging processes, and recognizing contributions. Inhibitors include resistance to change. Effective implementation involves creating a supportive environment and assessing progress. Empowered organizations can outperform competitors. Challenges include increased risk and adjusting manager roles. Lessons on empowerment are provided from leaders like Fred Smith, Steve Jobs, and Ulysses S. Grant.
This document discusses people empowerment in educational planning. It defines empowerment as sharing varying degrees of power with lower-level employees to better serve organizational goals. Benefits of empowerment include increased job satisfaction, motivation, productivity and efficiency as employees have more ownership over their work. However, leaders may be reluctant to give up control and certain risks must be addressed, such as employees taking on too much risk or lacking expertise. Overall, empowering people can improve the system by developing self-confidence and loyalty among employees if implemented appropriately according to organizational demands and circumstances.
10 Lessons of Salesforce Nonprofit implementations from a Customer and Integr...YeurDreamin'
Klaas Jansen - Having implemented Salesforce both while working in a Nonprofit and as an Integrator, There have been some highs and lows. This session will pull out 10 key lessons learned from this experience that will help others move faster and better. You will also get an idea of the raison d’etre of several Nonprofits who have joined the Salesforce ecosystem.
This document discusses empowerment, its causes and effects. It defines empowerment as enabling employees to set their own work objectives, make decisions, and solve problems independently. Empowerment involves sharing power with employees rather than just delegating tasks. Empowering employees promotes creativity, engagement, loyalty and productivity while lowering absenteeism. It allows employees to feel competent and have impact. The document cites examples of leaders like Sir Magdi Yacoub and Steve Jobs who empowered their employees to create and solve problems. Empowerment is presented as a positive element for any company that should involve believing in and trusting employees.
What I've learned about Culture Transformation...Marcus Wadds
The document discusses organizational culture, engagement, and the impact of leadership on culture transformation. It notes that culture is the shared behaviors, beliefs, and expectations that define an organization. Engagement refers to the commitment of individuals to sustain business performance. The key points are that culture matters most during difficult times, leaders stand within the existing culture and have two choices to either harness existing agreement or allow unknown forces to continue, and that culture flows from the top down as well as from empowered front line employees infecting the organization upwards.
Emotional intelligence has become a familiar issue between academicians, counsellors and business leaders due to a considerable role in the workplace. Organizations may be able to increase productivity and improve employee well-being through assessment and training of EI. Successes and failures at work generate emotions that may feedback to influence job performance, health, and other work behaviours. Understanding the interplay between work and emotion requires the identification of emotional competencies. Systematic research matching facets of EI to specific job competencies needed in order to substantiate the relevance of EI to the workplace. Anupama | Dr. Ajay K. Rajan"Role of Emotional Intelligence at Workplace" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-1 , December 2017, URL: http://www.ijtsrd.com/papers/ijtsrd8285.pdf http://www.ijtsrd.com/management/hrm-and-retail-business/8285/role-of-emotional-intelligence-at-workplace/anupama
This document discusses the importance of competencies, which are combinations of skills, attributes, and behaviors directly related to job performance. As work functions undergo changes, new competencies are required of professionals. Core competencies are important for all staff, while managerial competencies are essential for those with supervisory roles. According to most HR leaders, the critical competencies are business knowledge, facilitating change, and influencing skills. Competencies help define expectations and development needs, and provide a basis for performance standards and recruitment. They will be used for staff development, career planning, performance management, and recruitment. Core competencies include communication, teamwork, and continuous learning. Competencies provide a shared language for discussing high performance.
Human Factors in Project Management Session 5 team working issue 1 Ian Cammack
This document discusses key concepts related to effective teamwork. It begins by outlining different approaches to teams, from scientific management to sociotechnical teams. It then discusses the difference between working groups and high-performing teams using Katzenbach and Smith's team performance curve model. The document also covers focusing on team basics, addressing potential group vacuums, sources of power and influence, Belbin team roles, Tuckman's model of team formation, and helpful vs unhelpful team behaviors. Diagrams and models are provided to illustrate these concepts.
This document discusses transferable leadership skills. It argues that while different professions require different skills, effective leaders across domains share some common abilities. Specifically, it identifies influencing others, clear communication, empathy, and conviction as skills exhibited by leaders in various environments. Possessing these transferable skills allows one to demonstrate leadership potential even without direct experience in a given role. The document uses examples from research to illustrate how leaders employ influence, communication, understanding of individual differences, and calm decision-making to motivate teams and solve problems. It ultimately concludes that some leadership abilities transcend specific contexts or industries.
Culture First: Day 3, Scaling Leadership Development in a Distributed WorldCulture Amp
Distributed teams are our new reality, so how do we deliver engaging, live learning experiences that develop important leadership and people skills when not everyone can be in the same room? Moreover, how can we make these experiences more effective than one-off in-person training? For people leaders looking to bring scale and access to leadership training in distributed populations, come learn practical tips and tricks to make it work.
The document discusses motivating employees and different motivation theories. It lists reasons why motivating employees is important, such as increased productivity, less stress, and higher retention rates. Some motivation strategies mentioned are positive reinforcement, setting goals, and rewarding performance. Three motivation theories are summarized: Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. The document stresses that management needs to give employees reasons to feel motivated and develop over time.
This document discusses developing team culture. It defines team culture as the shared assumptions, values and beliefs considered the correct way to think and act. It discusses the purpose of culture in providing sense-making, control, identity and commitment. It presents exercises to describe a team's culture using colors, animals or vehicles. It outlines 10 key dimensions that define organizational culture and discusses strategies for developing team identity and culture. The homework is to implement a team culture strategy.
HHS provides customized workplace wellness solutions to help employees become more efficient, productive and empowered. Their services include effective communication training, brain optimization, stress management, and conflict resolution. Client testimonials praise HHS programs for cutting edge stress management strategies and ideas that increase team productivity. HHS combines neuroscience, coaching, psychology and organizational behavior to address issues like stress, which can lower employee engagement and productivity.
Integrative Enneagram Solutions offers coaching and assessments to organizations to improve individual, team, and organizational effectiveness. Their Integrative Enneagram Questionnaire assessment provides insights to support clients' personal and professional development goals. It addresses issues such as emotional intelligence, leadership skills, stress, conflict, and career transitions. The assessment helps unlock subconscious motivations and behavior patterns to invite strengths-based reflection and change.
This document discusses employee empowerment. It defines empowerment as encouraging employees to take responsibility for improving their jobs and contributing to organizational goals. Empowerment involves giving employees information, knowledge, power, and rewards. Key aspects of empowerment include self-efficacy, self-determination, impact, trust, and meaningfulness. Empowerment can be achieved through approaches like helping employees master their jobs, providing role models, allowing more control, and giving emotional support. Empowerment benefits organizations by creating intrapreneurship, effective leadership, and competitive advantages like speed and flexibility. However, barriers like managers clinging to authority and inadequate organizational climate can limit empowerment.
This document summarizes a presentation about leadership qualities and effective leadership. It discusses the differences between management and leadership, important leadership qualities like integrity, vision, and empowering employees. It provides tips for developing high-performance workplaces, such as effective communication, recognizing accomplishments, and coaching employees. Throughout, it emphasizes qualities like trust, serving others, solving problems, and creating a shared vision and purpose.
This document summarizes Pia-Maria Thorén's presentation on implementing an agile performance management framework. Some key points include:
- The traditional performance management process did not increase performance or support managers. A new framework is needed that focuses on empowerment, coaching, feedback and continuous improvement.
- Performance is best when employees feel engaged, have autonomy, receive feedback and development opportunities, and trust their managers and teams. The new framework aims to create this type of environment.
- Changes proposed include moving from an imperative HR-controlled process to empowering managers with a flexible toolbox. It also shifts the focus from yearly assessments to ongoing performance management linked to objectives.
This article,published in June of 2011 in the International Journal of Management, was inspired by a challenge I saw in workplaces not being able to retain their best and brightest.
The Six-P framework assesses organizational sustainability across six elements: perception, potential, practice, profit, planet and people. The framework builds on existing evaluation models to provide a holistic view of an organization's social, environmental and economic performance. A case study of Summit Gear Cooperative illustrates how its annual report data can be analyzed using the Six-P questions to evaluate the company's sustainability efforts. Perception, potential and practice elements show SGC attends to stakeholder views and promotes continuous learning and innovation.
Human Factors in Project Management Session 4 motivation issue 1Ian Cammack
This document discusses various theories of motivation including:
1. Maslow's hierarchy of needs which describes human needs from basic physiological needs to self-actualization.
2. Herzberg's two-factor theory which separates motivators like achievement and recognition from hygiene factors.
3. McClelland's theory on achievement, power, and affiliation needs.
4. Expectancy, equity, goal-setting, and reinforcement theories of motivation.
This document discusses leadership and employee empowerment. It begins with an agenda covering topics like leadership styles, the leader's role in empowerment, and challenges. It then discusses empowering employees by transferring authority, sharing power, and building trust. The rationale for empowerment includes increased motivation and productivity. Leaders can empower employees by setting examples, inspiring shared visions, challenging processes, and recognizing contributions. Inhibitors include resistance to change. Effective implementation involves creating a supportive environment and assessing progress. Empowered organizations can outperform competitors. Challenges include increased risk and adjusting manager roles. Lessons on empowerment are provided from leaders like Fred Smith, Steve Jobs, and Ulysses S. Grant.
This document discusses people empowerment in educational planning. It defines empowerment as sharing varying degrees of power with lower-level employees to better serve organizational goals. Benefits of empowerment include increased job satisfaction, motivation, productivity and efficiency as employees have more ownership over their work. However, leaders may be reluctant to give up control and certain risks must be addressed, such as employees taking on too much risk or lacking expertise. Overall, empowering people can improve the system by developing self-confidence and loyalty among employees if implemented appropriately according to organizational demands and circumstances.
10 Lessons of Salesforce Nonprofit implementations from a Customer and Integr...YeurDreamin'
Klaas Jansen - Having implemented Salesforce both while working in a Nonprofit and as an Integrator, There have been some highs and lows. This session will pull out 10 key lessons learned from this experience that will help others move faster and better. You will also get an idea of the raison d’etre of several Nonprofits who have joined the Salesforce ecosystem.
This document discusses empowerment, its causes and effects. It defines empowerment as enabling employees to set their own work objectives, make decisions, and solve problems independently. Empowerment involves sharing power with employees rather than just delegating tasks. Empowering employees promotes creativity, engagement, loyalty and productivity while lowering absenteeism. It allows employees to feel competent and have impact. The document cites examples of leaders like Sir Magdi Yacoub and Steve Jobs who empowered their employees to create and solve problems. Empowerment is presented as a positive element for any company that should involve believing in and trusting employees.
What I've learned about Culture Transformation...Marcus Wadds
The document discusses organizational culture, engagement, and the impact of leadership on culture transformation. It notes that culture is the shared behaviors, beliefs, and expectations that define an organization. Engagement refers to the commitment of individuals to sustain business performance. The key points are that culture matters most during difficult times, leaders stand within the existing culture and have two choices to either harness existing agreement or allow unknown forces to continue, and that culture flows from the top down as well as from empowered front line employees infecting the organization upwards.
Emotional intelligence has become a familiar issue between academicians, counsellors and business leaders due to a considerable role in the workplace. Organizations may be able to increase productivity and improve employee well-being through assessment and training of EI. Successes and failures at work generate emotions that may feedback to influence job performance, health, and other work behaviours. Understanding the interplay between work and emotion requires the identification of emotional competencies. Systematic research matching facets of EI to specific job competencies needed in order to substantiate the relevance of EI to the workplace. Anupama | Dr. Ajay K. Rajan"Role of Emotional Intelligence at Workplace" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-1 , December 2017, URL: http://www.ijtsrd.com/papers/ijtsrd8285.pdf http://www.ijtsrd.com/management/hrm-and-retail-business/8285/role-of-emotional-intelligence-at-workplace/anupama
This document discusses the importance of competencies, which are combinations of skills, attributes, and behaviors directly related to job performance. As work functions undergo changes, new competencies are required of professionals. Core competencies are important for all staff, while managerial competencies are essential for those with supervisory roles. According to most HR leaders, the critical competencies are business knowledge, facilitating change, and influencing skills. Competencies help define expectations and development needs, and provide a basis for performance standards and recruitment. They will be used for staff development, career planning, performance management, and recruitment. Core competencies include communication, teamwork, and continuous learning. Competencies provide a shared language for discussing high performance.
Human Factors in Project Management Session 5 team working issue 1 Ian Cammack
This document discusses key concepts related to effective teamwork. It begins by outlining different approaches to teams, from scientific management to sociotechnical teams. It then discusses the difference between working groups and high-performing teams using Katzenbach and Smith's team performance curve model. The document also covers focusing on team basics, addressing potential group vacuums, sources of power and influence, Belbin team roles, Tuckman's model of team formation, and helpful vs unhelpful team behaviors. Diagrams and models are provided to illustrate these concepts.
This document discusses transferable leadership skills. It argues that while different professions require different skills, effective leaders across domains share some common abilities. Specifically, it identifies influencing others, clear communication, empathy, and conviction as skills exhibited by leaders in various environments. Possessing these transferable skills allows one to demonstrate leadership potential even without direct experience in a given role. The document uses examples from research to illustrate how leaders employ influence, communication, understanding of individual differences, and calm decision-making to motivate teams and solve problems. It ultimately concludes that some leadership abilities transcend specific contexts or industries.
Culture First: Day 3, Scaling Leadership Development in a Distributed WorldCulture Amp
Distributed teams are our new reality, so how do we deliver engaging, live learning experiences that develop important leadership and people skills when not everyone can be in the same room? Moreover, how can we make these experiences more effective than one-off in-person training? For people leaders looking to bring scale and access to leadership training in distributed populations, come learn practical tips and tricks to make it work.
The document discusses motivating employees and different motivation theories. It lists reasons why motivating employees is important, such as increased productivity, less stress, and higher retention rates. Some motivation strategies mentioned are positive reinforcement, setting goals, and rewarding performance. Three motivation theories are summarized: Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. The document stresses that management needs to give employees reasons to feel motivated and develop over time.
This document discusses developing team culture. It defines team culture as the shared assumptions, values and beliefs considered the correct way to think and act. It discusses the purpose of culture in providing sense-making, control, identity and commitment. It presents exercises to describe a team's culture using colors, animals or vehicles. It outlines 10 key dimensions that define organizational culture and discusses strategies for developing team identity and culture. The homework is to implement a team culture strategy.
HHS provides customized workplace wellness solutions to help employees become more efficient, productive and empowered. Their services include effective communication training, brain optimization, stress management, and conflict resolution. Client testimonials praise HHS programs for cutting edge stress management strategies and ideas that increase team productivity. HHS combines neuroscience, coaching, psychology and organizational behavior to address issues like stress, which can lower employee engagement and productivity.
Integrative Enneagram Solutions offers coaching and assessments to organizations to improve individual, team, and organizational effectiveness. Their Integrative Enneagram Questionnaire assessment provides insights to support clients' personal and professional development goals. It addresses issues such as emotional intelligence, leadership skills, stress, conflict, and career transitions. The assessment helps unlock subconscious motivations and behavior patterns to invite strengths-based reflection and change.
This document discusses employee empowerment. It defines empowerment as encouraging employees to take responsibility for improving their jobs and contributing to organizational goals. Empowerment involves giving employees information, knowledge, power, and rewards. Key aspects of empowerment include self-efficacy, self-determination, impact, trust, and meaningfulness. Empowerment can be achieved through approaches like helping employees master their jobs, providing role models, allowing more control, and giving emotional support. Empowerment benefits organizations by creating intrapreneurship, effective leadership, and competitive advantages like speed and flexibility. However, barriers like managers clinging to authority and inadequate organizational climate can limit empowerment.
This document summarizes a presentation about leadership qualities and effective leadership. It discusses the differences between management and leadership, important leadership qualities like integrity, vision, and empowering employees. It provides tips for developing high-performance workplaces, such as effective communication, recognizing accomplishments, and coaching employees. Throughout, it emphasizes qualities like trust, serving others, solving problems, and creating a shared vision and purpose.
This document summarizes Pia-Maria Thorén's presentation on implementing an agile performance management framework. Some key points include:
- The traditional performance management process did not increase performance or support managers. A new framework is needed that focuses on empowerment, coaching, feedback and continuous improvement.
- Performance is best when employees feel engaged, have autonomy, receive feedback and development opportunities, and trust their managers and teams. The new framework aims to create this type of environment.
- Changes proposed include moving from an imperative HR-controlled process to empowering managers with a flexible toolbox. It also shifts the focus from yearly assessments to ongoing performance management linked to objectives.
This article,published in June of 2011 in the International Journal of Management, was inspired by a challenge I saw in workplaces not being able to retain their best and brightest.
The Six-P framework assesses organizational sustainability across six elements: perception, potential, practice, profit, planet and people. The framework builds on existing evaluation models to provide a holistic view of an organization's social, environmental and economic performance. A case study of Summit Gear Cooperative illustrates how its annual report data can be analyzed using the Six-P questions to evaluate the company's sustainability efforts. Perception, potential and practice elements show SGC attends to stakeholder views and promotes continuous learning and innovation.
These are a sample of slides from a session on how to engineer crew performance, delivered to 100+ construction managers with asphalt plants. They were struggling with poor worker performance and wanted to gain some insight.
Here is my published article from Performance Improvement that netted me the final credit for a Master's in Instructional and Performance Technology along with a speaking engagement in Ireland. The Six-P is a holistic framework developed by one of my professors at Boise State University, Dr. Anthony Marker and some of his graduate students.
This presentation was very well received by both the International Personnel Management Association and the Canadian Society for Training and Development's professional events for members in May 2012.
Here are my slides for my session for the International Institute of Business Analysis (May 23, 2012). I focus on best practices of survey design, highlighting qualitative data.
1. The document discusses engaging employees through respect, using a model called RESPECT which focuses on recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees.
2. It describes how programs often fail to motivate employees, while culture and engaging employees psychologically through respect can increase productivity, performance and other benefits.
3. The document proposes assessing an organization's level of respect and engagement, aligning respect with the organization's mission and values, and conducting workshops to teach and reinforce respectful behaviors to help engage employees.
1. The document discusses engaging employees through respect, using a model called RESPECT which focuses on recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees.
2. It describes how programs often fail to motivate employees, while culture and engaging employees psychologically through respect can increase productivity, performance and other benefits.
3. The document recommends organizations assess their level of respect, align respect with their mission and values, provide training on respectful behaviors, and consequate behaviors to work towards engaging employees.
1) The document discusses driving change from a traditional waterfall process to an agile process by focusing on encouraging the right behaviors and mindsets.
2) It emphasizes the importance of changing individual beliefs and focusing on thoughts, feelings, and values over just processes and targets.
3) Continuous learning and improvement are key to achieving agile transformation and high performance.
1) Maintaining healthy office morale should be a top priority for companies to avoid negative consequences like decreased productivity and talent loss.
2) Good morale comes from open communication, respect among coworkers, and involvement in decision making.
3) Simple steps like clearly communicating expectations, recognizing good work, and focusing on positivity can improve morale.
This document discusses strategies for retaining excellent staff in behavioral health organizations. It begins by outlining some key objectives: to learn what research says about staff retention, explore how this relates to one's own organization, and develop concrete strategies. Several retention studies and frameworks are then reviewed. Research shows that turnover rates can be high in behavioral health, and replacing staff is very costly. The most important factors for retention and productivity are the quality of relationships between staff and supervisors, and staff having opportunities to do meaningful work. Specific strategies are proposed, such as focusing on work-life balance, professional growth, strong relationships, and giving staff a sense that their work has purpose. The document emphasizes applying a retention mindset at all levels of an
This document discusses the importance of respect and engagement in leadership. It presents the RESPECT model, which consists of recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees. When leaders follow these principles, it can help create a culture of respect, increase employee engagement and discretionary effort, and improve organizational performance, productivity and satisfaction. The document encourages leaders to apply the RESPECT model and its best practices to foster an environment of respect within their own organizations.
Transformational Executive Coaching
Expands people’s capacity to take effective action.
Challenges beliefs and assumptions that are responsible for one’s actions and behaviors.
Examines what one does, why one does what one does, but also who one is. What are the principles upon which one forms identity?
5120 Coaching in Effective Leadership Module 5lbrook
The document discusses coaching and provides information on various coaching topics. It defines coaching as facilitating desired behavior changes in executives through self-discovery over 3-12 months with 10-25 meetings. Coaching increases productivity more than training alone. Coaching addresses personal and business issues. The coaching process involves a 5-step conversation model to help clients move from their current reality to their goals. Listening is the most important coaching skill. Coaching shifts traditional management to empowering individuals and creating a safe place for growth.
The document discusses coaching and provides information on coaching processes and techniques. It defines coaching as facilitating desired behavior changes in executives through self-discovery over 3-12 months with 10-25 meetings. Coaching is focused on the executive, not problems. Research found training plus coaching increased productivity 88% compared to 28% for training alone. Coaching addresses both personal and business issues. The coaching conversation model involves establishing focus, discovering possibilities, planning action, removing barriers, and recapping. Coaches use listening and questioning skills to facilitate discovery by clients rather than solving problems for them. The document contrasts traditional management with coaching management which empowers individuals rather than controlling them.
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.
How to Manage a UX Team (without losing your mind!)Autodesk
This document provides advice on managing a UX team. It discusses hiring by looking for people with a passion for the work and strong communication and collaboration skills. It emphasizes diversifying the team with complementary skill sets. Inspiring the team involves being a good coach, giving clear direction while allowing autonomy, and encouraging learning. Addressing performance issues requires having regular check-ins, documenting problems, and giving clear feedback for improvement. Motivating yourself as a manager involves finding value in administrative work, client relations, and your team's success.
Gallup Q12's Employee Engagement FindingsPaul Sohn
The document discusses Gallup's research on employee engagement based on surveys of over 17 million employees. It finds that only 33% of US employees are engaged at work, while 49% are not engaged and 18% are actively disengaged. The 12 questions that most impact employee engagement and organizational performance are presented along with insights into how managers can improve scores on each question.
Discover what happened during our first expats collaborative workshop ! Chloé Renault
What are the kind of challenges you experience when you work in India? How can you best adapt to the new Indian working environment ? Here is the experience from 20 expats working in Chennai coming from different industries. The workshop was facilitated by Chennai Expats Expertise. To know more: http://chennaiexpatsexpertise.strikingly.com/
Mencari karyawan berpotensi itu "mudah" tapi mempertahankan mereka itu ibarat menyusuri lorong sebuah lorong gelap nan jauh...karena hati dan pikiran manusia siapa yang menduga ? Nah dengan memahami tentang hali ini paling tidak dapat sedikit mengobati produga tersebut. Selamat Minikmati...!!!
This is a scaled back less conservative version of my motivation and leadership PowerPoint presentation. The focus was taken off of data mining / statistics and geared towards positive influence. The presentation was far less formal compared to what I would have manufactured for a business presentation. Many of he slides are also condensed rather than detailed and drawn out to fit the allotted presentation time.
This document provides information on coaching, mentoring, and interventions. It discusses:
1) The goals of coaching and mentoring including acting like a coach/mentor, understanding their roles and techniques, and expanding abilities.
2) Key aspects of coaching including understanding the employee, their skills/goals, and helping them achieve goals aligned with organizational goals.
3) Techniques for different types of interventions including counseling, encouraging, coaching/mentoring, and confrontation.
4) Conflict handling behaviors such as accommodation, compromise, collaboration, competition, and avoidance.
The document provides tips and strategies for goal setting, emotional intelligence, customer service, leadership, and personal growth. It discusses setting SMART goals with action, level, and deadline. It emphasizes listening to customers, apologizing, solving problems, and thanking them. It also discusses nurturing individual and collective identities through recognition and team building. Leaders are advised to reflect on their values and impact on company culture. Transformational leadership focuses on relationship building through mentoring. The document stresses the importance of aligning personal values with an organization for high job satisfaction. It identifies common fears that can hinder personal growth like fear of commitment, ridicule, failure, and unknown.
Teaching soft skills...Is it really possible?Colleen LaRose
This document summarizes a presentation about teaching soft skills and work ethics. It discusses how employers desire people with soft skills like punctuality, appropriate appearance, willingness to learn, ability to work cooperatively with others, and good work habits. It defines work ethics and explains why they are important for workplace success. The presentation suggests work ethics can be developed through experiences like home life, school, work, role models, and structured training programs that include goal setting, skill building, feedback, and reinforcement. It concludes by proposing various ideas for incorporating work ethics training, such as teaching it in schools, career centers, GED programs, and with social services recipients.
This document provides an overview of building high performing teams. It defines a team and outlines Tuckman's four stages of team development: forming, storming, norming, and performing. Developing high performance requires strong leadership to provide direction and inspire the team. It also requires understanding team members' strengths and roles. Finally, teams must establish effective methods of communication, problem solving, and conflict resolution. Regular assessment and maintenance is needed to sustain team performance over time.
This document discusses strategies for motivating employees in the workplace. It begins by defining motivation and incentive, then outlines intrinsic and extrinsic motivators. Intrinsic motivators like meaningful work, autonomy, and personal growth are argued to be more effective than extrinsic motivators like money alone. The document presents theories on management styles, with participative leadership tending to motivate employees more than authoritarian "Theory X" styles. Specific tips are provided for motivating both managers and employees, such as praise, clear expectations, skill development, and explaining the bigger picture. A case study example illustrates assessing sources of demotivation like skills, resources or motivation. Presenter information and references conclude the document.
Similar to Effective Staff Performance Supports (Healthcare setting) (20)
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
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Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
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In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
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UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
10. Delegating
Entrust to Practice at
another; assign home
responsibility Learn about
Trust your “delgatee”
decision Accountability for
competent care
Careful choice
11. “My favorite boss delegated
progressively. As I gained
confidence, she gained trust and
delegated more tasks.”
– Nurse, in Nurse Together article.
12. Others sense when staff are
frustrated or over-worked.
How can you help?
13. WORK Recommendations
Adjust work
(e.g. delegate, involve
team)
Empathize with others
Ask for suggestions
Related to
Make it fun which value?
14. Constructive Feedback Pairs Practice
“When I ask you to __,
it needs to be done so
that _____.”
“When you do ___ I need
you to make sure ___.”
15. Feedback
327 hospital nurses found supervisor
communications & personal feedback
were strongly related to job
satisfaction & performance
(Pincus, 1986).
Agree?
Communicate expectations
If performance meets expectations
16. Cross-cultural Considerations
Training or
Practice in home
country
Boss-Employee
relationship
Hierarchical cultures
(*less likely to
question supervisor or
deviate from
instruction)
Implications?
Source: MultiCultural Business Solutions
17. Teach newcomers
the unwritten
expectations of
your workplace
and country.
18. Incentives – Best Practices
Timely, motivation support
Personally desirable (*customize)
1. Individual (e.g. gift cards)
2. Group (e.g. pizza, potluck, BBQ)
3. Combination
19. Knowledge/Skills Check
“Show me how
you will do this
procedure.”
“Explain what is
important to
remember about
this medication?”
20. WORKER Recommendations
Ongoing feedback
Resources
Incentives
Use their
motivators
Learning &
Development
Their Motivators
Cross-cultural
differences
Help them perform well!
Editor's Notes
Good morning everyone. I’m Karen and I’m here to facilitate our session on Effective Performance Supports. Thanks for sharing details of your work with me so that I would be better prepared to give a session that would have practical value for your. This session will be interesting and interactive. [POLL]: Before we start, how many of you have offered guidance to a co-worker? [raise hand] Today we’re going to discuss and plan for supporting learning and performance for co-workers, staff and yourself.
Our session will cover a foundational understanding of performance areas, performance factors with feedback practice, and planning actions to apply what you learn here today. [POLL] Does that sound good? [Yes]
At Christenson you currently have 4 work sites and growing. It’s important to realize that there will be more new hires and a predicted red hot labour market here in Alberta with a shortage of skilled workers.
Christenson’s mission is to build lasting relationships.Besides residents, who else do you want to build lasting relationships with? (i.e. staff, co-workers, supervisor, residents’ families, contractors, etc.)
Christenson Developments expectations are for its workforce to maintain high standards in resident care, quality and continuous learning and improvement.[Click] Importantly, the key ingredient to the company reaching it’s performance goals is its people.
Two of Christenson’s values are Respect and Communication. [Click]Does anyone have some examples of how these are shown on a daily basis?
Besides respect and communication two more values of Christenson are Networking and Accountability, internally and externally. These values are related to information sharing and being responsive to your stakeholders, including the community and your profession.
As you know, nursing itself tends to have a higher than average burnout rate. But no matter what your role in the company, work can be demanding.In thinking about your role, we’re going to reflect on some of your challenges and strategies for managing so your performance is sustainable.
Let’s brainstorm how you currently manage some of your top challenges. What else could you try? [Facilitate sharing and flip-chart]In pairs, discuss and write down a couple of new strategies to manage your top two challenges.
Related to prioritization is one key task management strategy – delegation. The key word of course is trust which comes from knowing the experience and ability of the person you are delegating to.In your workbook write one person you could delegate/delegate more to at times.
Delegation shows confidence in theperson you delegate to which can positively build their self-esteem. (Trust) Later this person may be able to step in for you when you are away, move into a higher position as a result.
As you know, staff frustration and overwork is linked to lower patient satisfaction and outcomes. Similarly, those not working in nursing can sense this in co-workers.[Click] What do you do to ease co-worker’s/staff frustrations? [facilitate sharing]In your workbook write one way you can help your staff or a co-worker to manage when they get frustrated.
Here are some general rules of thumb for improving the work itself.Having a bit of fun at work such as having a potluck or a BBQ is a good way to bring staff together, especially after a difficult week.[Click] Sustainability – you, your staff and the organization.
Information or feedback is the easiest and most cost effective way to improve performance. But constructive feedback can be stressful or difficult to give. In pairs let’s practice a piece of constructive feedback you have given or may need to give. When you are done practicing with your partner, write it down. We will have two volunteers read their constructive feedback phrase.
In a study of hospital nurses it was shown that good supervisor communications and feedback are linked to job satisfaction and performance.[Click] Agree? [Poll]Feedback helps communicate expectations and if someone’s performance meets those expectations or if there is a gap.
Most Canadian organizations are increasingly culturally diverse because of our need for more immigrant workers to fill positions. It’s important to find out the differences between people’s training or practice in their country and not presume it’s the same as in Canada (e.g. medication packaging, heavier patients, newer technology such as Swiffer cleaning tools).Also, ideas about Boss-Employee relationship is quite different in many countries. For example, in the Philippines, based on research….
We all underestimate the gap in understanding between us and newcomers in our organization. They need explanation and feedback about meeting the unwritten expectations of the workplace. Explain these rules in an understandable way.
Incentives are another performance factor. Here are a few best practices. Ensure they are given not long after the good deed, and are personally desirable. No coffee cards for non-coffee drinkers etc. It should be something they want and ideally have some choice involvedThere are individual and group incentives and I know some of you use those. The key is variety and finding out what your staff appreciate as a small reward.
Employee knowledge or skills is another performance factor. Here are some questions you could ask to check understanding with some proof.What are other questions you could ask to check workers’ competence?[observations by you or Team Lead; resident or family comments]
To recap, think about these performance factors in relation to your staff and how they help you to help them perform well.