Technical improvement efforts often fail due to a lack of commitment and not following processes. This is usually because initiatives focus too much on tools and not enough on involving people. Improvements also fail when communication is not emphasized or structured, existing processes are not respected, and when efforts develop an elite group instead of involving the majority. Sustained improvements require treating issues as opportunities to develop people through their everyday routines.
Create An Accountability Culture Handout1.2010Kristiejones
The document discusses how to create an accountability culture within an organization. It outlines that employees want meaningful work, authority, competence and progress. Companies want engagement from employees. The document recommends clearly communicating expectations and involving leaders to set goals, provide feedback and reward employees to improve accountability. Regular follow-up is important to ensure learning and changes in behavior.
This document discusses best practices for brand management and protecting brands in the social media age. It notes that most people don't trust companies' marketing and communications and instead trust recommendations from other people. It emphasizes the importance of listening to online conversations, acting on what you learn, and being prepared to quickly respond to any online crises. It also stresses that offline experiences impact online reputation and brands are built from the inside-out through employee communications and engagement.
Managing Remote Teams Victoria Roos-Olsson of Franklin Covey.Tammie McKenzie
This document discusses best practices for managing remote teams. It emphasizes setting clear goals and priorities, maintaining open communication, and providing feedback. Remote leaders should focus on reinforcing why certain goals are important while giving team members freedom in how they achieve results. Building trust and connecting team members are also vital for remote success. The document stresses that remote work requires a change in mindset but can foster innovation during difficult times.
This document discusses managing change in organizations and networks. It outlines a seven-step process for successfully implementing change: 1) create urgency, 2) develop a vision and ideas, 3) form a coalition, 4) create a blueprint, 5) communicate the change, 6) overcome resistance, and 7) anchor the change into the organizational culture. It provides examples and advice for each step, emphasizing the importance of communicating the reasons for change, gaining support from influencers, anticipating and addressing resistance, and institutionalizing changes.
This document summarizes a webinar about the importance of site relationships in clinical research. It discusses why site relationships matter for sites, sponsors, and clinical research organizations. Building strong relationships requires effort due to competing priorities and a remote working environment. Suggestions are provided for improving relationships, such as remote engagement, team building, mentoring junior staff, and celebrating successes. Fostering site relationships benefits all parties and helps ensure patient safety and trial success.
So you've thrown out Annual Performance Reviews - now what?David Perks
It's fashionable to throw out the annual performance review and stop wasting the time and money involved. BUT what should you do instead? Discover the 4A's of performance management that must be retained to keep your people operating at peak performance.
The secret to conquering loneliness at the top Mike Brenhaug
This document discusses the benefits of a dynamic peer advisory group for business leaders. It notes that such a group can help leaders deal with common issues like conflicting decisions, high-pressure conversations, and ensuring organizational alignment. The group allows leaders to network with peers, gain accountability and focus from others, and curb professional isolation. It also describes how the peer group can meet virtually anywhere in the world with convenience and flexibility. Leaders receive mentoring, coaching, and a sounding board from an experienced facilitator to help their businesses grow.
Technical improvement efforts often fail due to a lack of commitment and not following processes. This is usually because initiatives focus too much on tools and not enough on involving people. Improvements also fail when communication is not emphasized or structured, existing processes are not respected, and when efforts develop an elite group instead of involving the majority. Sustained improvements require treating issues as opportunities to develop people through their everyday routines.
Create An Accountability Culture Handout1.2010Kristiejones
The document discusses how to create an accountability culture within an organization. It outlines that employees want meaningful work, authority, competence and progress. Companies want engagement from employees. The document recommends clearly communicating expectations and involving leaders to set goals, provide feedback and reward employees to improve accountability. Regular follow-up is important to ensure learning and changes in behavior.
This document discusses best practices for brand management and protecting brands in the social media age. It notes that most people don't trust companies' marketing and communications and instead trust recommendations from other people. It emphasizes the importance of listening to online conversations, acting on what you learn, and being prepared to quickly respond to any online crises. It also stresses that offline experiences impact online reputation and brands are built from the inside-out through employee communications and engagement.
Managing Remote Teams Victoria Roos-Olsson of Franklin Covey.Tammie McKenzie
This document discusses best practices for managing remote teams. It emphasizes setting clear goals and priorities, maintaining open communication, and providing feedback. Remote leaders should focus on reinforcing why certain goals are important while giving team members freedom in how they achieve results. Building trust and connecting team members are also vital for remote success. The document stresses that remote work requires a change in mindset but can foster innovation during difficult times.
This document discusses managing change in organizations and networks. It outlines a seven-step process for successfully implementing change: 1) create urgency, 2) develop a vision and ideas, 3) form a coalition, 4) create a blueprint, 5) communicate the change, 6) overcome resistance, and 7) anchor the change into the organizational culture. It provides examples and advice for each step, emphasizing the importance of communicating the reasons for change, gaining support from influencers, anticipating and addressing resistance, and institutionalizing changes.
This document summarizes a webinar about the importance of site relationships in clinical research. It discusses why site relationships matter for sites, sponsors, and clinical research organizations. Building strong relationships requires effort due to competing priorities and a remote working environment. Suggestions are provided for improving relationships, such as remote engagement, team building, mentoring junior staff, and celebrating successes. Fostering site relationships benefits all parties and helps ensure patient safety and trial success.
So you've thrown out Annual Performance Reviews - now what?David Perks
It's fashionable to throw out the annual performance review and stop wasting the time and money involved. BUT what should you do instead? Discover the 4A's of performance management that must be retained to keep your people operating at peak performance.
The secret to conquering loneliness at the top Mike Brenhaug
This document discusses the benefits of a dynamic peer advisory group for business leaders. It notes that such a group can help leaders deal with common issues like conflicting decisions, high-pressure conversations, and ensuring organizational alignment. The group allows leaders to network with peers, gain accountability and focus from others, and curb professional isolation. It also describes how the peer group can meet virtually anywhere in the world with convenience and flexibility. Leaders receive mentoring, coaching, and a sounding board from an experienced facilitator to help their businesses grow.
Christopher Rausch | Master Motivators | Presentation - Becoming Your Company...Christopher Rausch
This document provides tips on how to become the most valuable asset to your company. It discusses maintaining a positive attitude, focusing on developing strong relationships, and continually adding value. Specific recommendations include assessing your thinking, accepting responsibility for problems or working to change things, effective communication skills, maintaining expertise through continuing education, generating ideas to improve processes and increase value, and consistently taking action to support the company's strategic goals.
Revisit performance management to achieve peak team performanceDavid Perks
Old ways of managing performance don't work. Ratings demoralize and disengage employees. What should leaders do instead and how can a 100 year old approach be rapidly modernized. We provide the travel guide to take you to peak performance.
April 22: Maintaining high trust through change with Peter MuirTammie McKenzie
Building trust is the most important ingredient to engage your employees, teams, and your customers. In low-trust environments we see disengagement, politics, turnover, and lost customers. How can we maintain a high-trust relationship in uncertain times and ensure that our teams BELIEVE it.
Successful Remote Communications with Peter Muir of FranklinCoveyTammie McKenzie
Whether it’s mission-critical strategy or checking the pulse of your team, effectively communicating the right information at the right time to your remote workforce has never been more important.
The document provides tips for new managers on how to succeed in their new role. It advises managers to enable their team to do the work instead of doing it all themselves, listen more than talking, make quick wins a priority, avoid overconfidence, and focus on their team's success rather than themselves. The document emphasizes building strong connections with their team through weekly meetings, following through on commitments, and preparing for tough conversations.
10 Dead Simple Ways to Improve Your Company CultureBonusly
The document outlines 10 steps to build a great company culture: 1) embrace transparency, 2) recognize and reward valuable contributions, 3) cultivate strong coworker relationships, 4) embrace and inspire employee autonomy, 5) practice flexibility, 6) communicate purpose and passion, 7) promote a team atmosphere, 8) encourage regular feedback, 9) stay true to core values, and 10) devote effort and resources to building culture. Following these steps such as being transparent, recognizing employees, and encouraging autonomy can help engage employees and create a strong organizational culture.
This document summarizes a presentation for Jewish educators on using social media. It discusses how educators are often responsible for an organization's technology without a technical background. It encourages educators to see the value their knowledge brings and influence organizations positively. Barriers to technology evolution like steep learning curves and risk are addressed. Educators are told to focus on their mission, learn constantly, and view change as less risky than stagnation. New rules of digital attention and authentic engagement are outlined. Educators are advised to get stakeholders aligned on goals and measurements to move organizations forward successfully in the digital age.
This document provides a 7-step process called the "always achieve action tool" to help people achieve important goals. The steps are: 1) download and print the tool, 2) choose an important goal and write it down, 3) write down 5 specific actions to take, 4) hang the tool in a visible location, 5) spend time every day working on an action, 6) review progress weekly and add new actions, 7) celebrate once the goal is completed through regular focused actions. Following this simple process using commitment and action can help anyone achieve their important goals.
This document provides 3 leadership hacks for managing fear and maintaining composure during times of change. The first hack is to speak often through clear and frequent communication. The second is to listen more to understand employees' perspectives and reduce uncertainty. The third hack is to focus employees forward by helping them make a plan with goals, prior efforts, potential options, and next steps. Regular communication, active listening, and forward planning are presented as key strategies for leaders to reduce interference caused by fears of change.
Central Ohio VAN - Best Practices for Recruiting OnlineVolunteerMatch
This document outlines a webinar presented by Jennifer Bennett on best practices for online volunteer recruiting. The webinar agenda includes an introduction to online recruiting, best practices for listings, examples of good and poor listings, and resources for using VolunteerMatch. The webinar teaches that online listings should have a catchy title, be brief, use simple language, include photos, and view the listing from a volunteer's perspective. Attendees are encouraged to keep referrals on VolunteerMatch so information reaches interested volunteers.
Distributed projects are harder than colocated projects due to challenges with communication and trust. To succeed with distributed projects, teams should travel and colocate frequently to build trust in person, work on smaller pilot projects with low risk of failure, be transparent and take responsibility for mistakes to build trust, and deliver working software every sprint to maintain focus on the common goal. Regular inspection and adaptation of processes is also important for distributed teams to maximize productivity and communication using technology.
Brief introduction to Working With Be You Can\'t Be With. When you can\'t see or hear them, you need to create cognitive links, eg, a shared vision, a common work practice.
The document outlines strategies for effective delegation, including preparing employees for tasks by clearly outlining specifics, communicating expectations clearly in a respectful tone, confirming understanding by asking questions, following up periodically to ensure projects are on track, and avoiding hovering over employees as they work. The key steps are to prepare well by understanding the task yourself, communicate details clearly and respectfully, confirm the employee understands fully before handing off the project, follow up regularly for accountability, and trust employees can handle the work without hovering.
Stages Of Networking And Business DevelopmentCPA Australia
This document outlines seven stages of networking and business development:
1. Understanding what networking is and how it applies to your personality. Developing a networking plan and systems.
2. Identifying your networks and goals for networking. Understanding degrees of separation and values/ethics in networking.
3. Removing fear from networking events. Learning conversation and engagement skills to maximize event attendance.
4. Avoiding blind spots that sabotage results. Creating follow up systems and strengthening connections.
5. Growing clients' businesses and generating referrals through advocacy relationships and tracking systems.
6. Developing strategic alliances while avoiding risks. Ensuring alliances work through measurement and identifying failures.
This document outlines steps for building an agile team including defining stakeholders and backlogs, writing user stories, assessing the team, having transparent planning processes, collecting metrics, and continuously learning and improving through retrospectives. It emphasizes having the right passionate people, empowering the team to drive the product by meeting stakeholders and listening to users, and using hackathons to accelerate innovation.
This document discusses managing remote teams and provides strategies for addressing common challenges. It notes that remote work is increasing and outlines issues like communication, relationships, and leadership that are harder without in-person interaction. To address these challenges, the document recommends using tools to enhance collaboration, adopting servant leadership practices, and focusing on engagement, visualization, facilitation and socialization. It demonstrates a collaboration tool and emphasizes the importance of good relationships, proper communication tools, and leader support for effective remote teamwork.
April 30: Leading through change with Victoria Roos-Olsson Tammie McKenzie
It’s one thing when your leadership is making a choice to change, it’s a whole different story when you are all forced to make a change. People are frustrated and confused; they need help to move through the change. Victoria will share her insight on the phases of change and coaching you can provide your team to help them find their way back from disruption.
The document discusses principles for achieving success more efficiently through "smartcuts" such as switching to more promising opportunities, learning from mentors, embracing failure as a learning opportunity, valuing feedback, thinking in terms of platforms, being in the right place at the right time, allocating time to new projects, following others' successes, recognizing patterns, using media to connect widely, helping others to build relationships, riding momentum, studying masters to improve skills, focusing on simplicity, and thinking ambitiously.
Christopher Rausch | Master Motivators | Presentation - Becoming Your Company...Christopher Rausch
This document provides tips on how to become the most valuable asset to your company. It discusses maintaining a positive attitude, focusing on developing strong relationships, and continually adding value. Specific recommendations include assessing your thinking, accepting responsibility for problems or working to change things, effective communication skills, maintaining expertise through continuing education, generating ideas to improve processes and increase value, and consistently taking action to support the company's strategic goals.
Revisit performance management to achieve peak team performanceDavid Perks
Old ways of managing performance don't work. Ratings demoralize and disengage employees. What should leaders do instead and how can a 100 year old approach be rapidly modernized. We provide the travel guide to take you to peak performance.
April 22: Maintaining high trust through change with Peter MuirTammie McKenzie
Building trust is the most important ingredient to engage your employees, teams, and your customers. In low-trust environments we see disengagement, politics, turnover, and lost customers. How can we maintain a high-trust relationship in uncertain times and ensure that our teams BELIEVE it.
Successful Remote Communications with Peter Muir of FranklinCoveyTammie McKenzie
Whether it’s mission-critical strategy or checking the pulse of your team, effectively communicating the right information at the right time to your remote workforce has never been more important.
The document provides tips for new managers on how to succeed in their new role. It advises managers to enable their team to do the work instead of doing it all themselves, listen more than talking, make quick wins a priority, avoid overconfidence, and focus on their team's success rather than themselves. The document emphasizes building strong connections with their team through weekly meetings, following through on commitments, and preparing for tough conversations.
10 Dead Simple Ways to Improve Your Company CultureBonusly
The document outlines 10 steps to build a great company culture: 1) embrace transparency, 2) recognize and reward valuable contributions, 3) cultivate strong coworker relationships, 4) embrace and inspire employee autonomy, 5) practice flexibility, 6) communicate purpose and passion, 7) promote a team atmosphere, 8) encourage regular feedback, 9) stay true to core values, and 10) devote effort and resources to building culture. Following these steps such as being transparent, recognizing employees, and encouraging autonomy can help engage employees and create a strong organizational culture.
This document summarizes a presentation for Jewish educators on using social media. It discusses how educators are often responsible for an organization's technology without a technical background. It encourages educators to see the value their knowledge brings and influence organizations positively. Barriers to technology evolution like steep learning curves and risk are addressed. Educators are told to focus on their mission, learn constantly, and view change as less risky than stagnation. New rules of digital attention and authentic engagement are outlined. Educators are advised to get stakeholders aligned on goals and measurements to move organizations forward successfully in the digital age.
This document provides a 7-step process called the "always achieve action tool" to help people achieve important goals. The steps are: 1) download and print the tool, 2) choose an important goal and write it down, 3) write down 5 specific actions to take, 4) hang the tool in a visible location, 5) spend time every day working on an action, 6) review progress weekly and add new actions, 7) celebrate once the goal is completed through regular focused actions. Following this simple process using commitment and action can help anyone achieve their important goals.
This document provides 3 leadership hacks for managing fear and maintaining composure during times of change. The first hack is to speak often through clear and frequent communication. The second is to listen more to understand employees' perspectives and reduce uncertainty. The third hack is to focus employees forward by helping them make a plan with goals, prior efforts, potential options, and next steps. Regular communication, active listening, and forward planning are presented as key strategies for leaders to reduce interference caused by fears of change.
Central Ohio VAN - Best Practices for Recruiting OnlineVolunteerMatch
This document outlines a webinar presented by Jennifer Bennett on best practices for online volunteer recruiting. The webinar agenda includes an introduction to online recruiting, best practices for listings, examples of good and poor listings, and resources for using VolunteerMatch. The webinar teaches that online listings should have a catchy title, be brief, use simple language, include photos, and view the listing from a volunteer's perspective. Attendees are encouraged to keep referrals on VolunteerMatch so information reaches interested volunteers.
Distributed projects are harder than colocated projects due to challenges with communication and trust. To succeed with distributed projects, teams should travel and colocate frequently to build trust in person, work on smaller pilot projects with low risk of failure, be transparent and take responsibility for mistakes to build trust, and deliver working software every sprint to maintain focus on the common goal. Regular inspection and adaptation of processes is also important for distributed teams to maximize productivity and communication using technology.
Brief introduction to Working With Be You Can\'t Be With. When you can\'t see or hear them, you need to create cognitive links, eg, a shared vision, a common work practice.
The document outlines strategies for effective delegation, including preparing employees for tasks by clearly outlining specifics, communicating expectations clearly in a respectful tone, confirming understanding by asking questions, following up periodically to ensure projects are on track, and avoiding hovering over employees as they work. The key steps are to prepare well by understanding the task yourself, communicate details clearly and respectfully, confirm the employee understands fully before handing off the project, follow up regularly for accountability, and trust employees can handle the work without hovering.
Stages Of Networking And Business DevelopmentCPA Australia
This document outlines seven stages of networking and business development:
1. Understanding what networking is and how it applies to your personality. Developing a networking plan and systems.
2. Identifying your networks and goals for networking. Understanding degrees of separation and values/ethics in networking.
3. Removing fear from networking events. Learning conversation and engagement skills to maximize event attendance.
4. Avoiding blind spots that sabotage results. Creating follow up systems and strengthening connections.
5. Growing clients' businesses and generating referrals through advocacy relationships and tracking systems.
6. Developing strategic alliances while avoiding risks. Ensuring alliances work through measurement and identifying failures.
This document outlines steps for building an agile team including defining stakeholders and backlogs, writing user stories, assessing the team, having transparent planning processes, collecting metrics, and continuously learning and improving through retrospectives. It emphasizes having the right passionate people, empowering the team to drive the product by meeting stakeholders and listening to users, and using hackathons to accelerate innovation.
This document discusses managing remote teams and provides strategies for addressing common challenges. It notes that remote work is increasing and outlines issues like communication, relationships, and leadership that are harder without in-person interaction. To address these challenges, the document recommends using tools to enhance collaboration, adopting servant leadership practices, and focusing on engagement, visualization, facilitation and socialization. It demonstrates a collaboration tool and emphasizes the importance of good relationships, proper communication tools, and leader support for effective remote teamwork.
April 30: Leading through change with Victoria Roos-Olsson Tammie McKenzie
It’s one thing when your leadership is making a choice to change, it’s a whole different story when you are all forced to make a change. People are frustrated and confused; they need help to move through the change. Victoria will share her insight on the phases of change and coaching you can provide your team to help them find their way back from disruption.
The document discusses principles for achieving success more efficiently through "smartcuts" such as switching to more promising opportunities, learning from mentors, embracing failure as a learning opportunity, valuing feedback, thinking in terms of platforms, being in the right place at the right time, allocating time to new projects, following others' successes, recognizing patterns, using media to connect widely, helping others to build relationships, riding momentum, studying masters to improve skills, focusing on simplicity, and thinking ambitiously.