Everyday beliefs come true - Creating greatness through the stories we tell @...Allison Pollard
How engaged, innovative, and resilient is your organization? Are your teams feeling like victims of change? Do you find yourself trying to rescue people? In our experience, how people respond to change impacts their ability to deliver greatness. We can choose to change, or change can be forced upon us—in either case, we can focus on the outcomes we wish to create as a result of the change. Have you discovered your teams’ power to become great?
Nobody is the villain in their own story, and yet many teams get in their own way. The stories we tell ourselves have the ability to hold us back or propel us forward. Whether it’s folklore, gossip, or coffee talk, what gets said can perpetuate the ways things are. Focusing on problems can drive reactive behaviors. And in organizational transformations, the key to change lies in communication.
Allison and Michael will share a model to recognize what kind of stories your teams are telling themselves in their everyday conversations. Noticing the current perspective teams are speaking from enables us to help them shift into more proactive, empowered, and creative thinking. Join this interactive workshop to learn how to listen to a team and coach them to become greater through the words they use. Amplify the positive results of an organizational transformation by becoming a co-creator or coach for your teams.
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Mindset for scaling Agile, Scaling agile is not just a framework, its a mindset which the team needs to adopt to scale the agile practice at the enterprise level, Mindset change is the biggest contributor to any change management project. Our speaker Poonam Jain Nicely covered this topic during her session in Discuss Agile meetup in Pune.
- The document discusses change management and how it is viewed differently by management and staff. It provides options for how individuals can respond to and manage change, emphasizing the importance of getting involved, adapting quickly, and finding opportunities in change.
- It recommends joining a Community of Practice (CoP) to monitor change, look for ways to help and fit in, become part of the solution, and adapt to change quickly.
- The final sections discuss organizational empathy, the goal of change management, and what a CoP is.
Leadership Academy - Missouri Association of RealtorsClay Staires
Clay Staires talks about the three moves to expand your leadership and he teaches how to get people to do what you want them to do because they want to do it. It's the jedi mind trick in reality.
This document summarizes a presentation about leading change. It discusses that leading change involves getting people to act differently by directing the rational "Rider" and emotional "Elephant" within people. It provides tips for directing the Rider such as using destination postcards and scripts to clarify where change is going and what new behaviors are wanted. It suggests motivating the Elephant by finding the feeling in the change, shrinking the initial change, and making change part of one's identity. It also discusses shaping the path by tweaking the environment, building supportive habits, and using action triggers and checklists. The document ends by having the audience apply these concepts to a current change happening in their community or workplace.
This document discusses leading and embracing change. It begins by stating that leadership involves assuming responsibility for engaging with others to pursue substantive changes that advance a shared purpose. It then discusses different types of change, including continuous change and radical change. A key point is that change is difficult because it requires getting people to behave differently. The document proposes using a "Rider/Elephant/Path" metaphor to enable change: the "Rider" is rational and provides planning/direction, the "Elephant" is emotional and provides energy, and shaping the "Path" means tweaking the environment. It provides tips for directly motivating the Rider and Elephant such as using destination postcards, scripts, finding feelings, shrinking changes, and pra
This document summarizes key points from a presentation on embracing change. It discusses how change is difficult because it requires changing behaviors. It outlines strategies for effective behavior change, including directing the rational decision-maker (the Rider), motivating the emotional side (the Elephant), and shaping the environment (the Path). Specific tactics include following successes, creating a clear vision, making progress, building new habits, and getting others involved to spread change. The document also discusses organizational citizenship and creating a culture of cooperation.
Everyday beliefs come true - Creating greatness through the stories we tell @...Allison Pollard
How engaged, innovative, and resilient is your organization? Are your teams feeling like victims of change? Do you find yourself trying to rescue people? In our experience, how people respond to change impacts their ability to deliver greatness. We can choose to change, or change can be forced upon us—in either case, we can focus on the outcomes we wish to create as a result of the change. Have you discovered your teams’ power to become great?
Nobody is the villain in their own story, and yet many teams get in their own way. The stories we tell ourselves have the ability to hold us back or propel us forward. Whether it’s folklore, gossip, or coffee talk, what gets said can perpetuate the ways things are. Focusing on problems can drive reactive behaviors. And in organizational transformations, the key to change lies in communication.
Allison and Michael will share a model to recognize what kind of stories your teams are telling themselves in their everyday conversations. Noticing the current perspective teams are speaking from enables us to help them shift into more proactive, empowered, and creative thinking. Join this interactive workshop to learn how to listen to a team and coach them to become greater through the words they use. Amplify the positive results of an organizational transformation by becoming a co-creator or coach for your teams.
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Mindset for scaling Agile, Scaling agile is not just a framework, its a mindset which the team needs to adopt to scale the agile practice at the enterprise level, Mindset change is the biggest contributor to any change management project. Our speaker Poonam Jain Nicely covered this topic during her session in Discuss Agile meetup in Pune.
- The document discusses change management and how it is viewed differently by management and staff. It provides options for how individuals can respond to and manage change, emphasizing the importance of getting involved, adapting quickly, and finding opportunities in change.
- It recommends joining a Community of Practice (CoP) to monitor change, look for ways to help and fit in, become part of the solution, and adapt to change quickly.
- The final sections discuss organizational empathy, the goal of change management, and what a CoP is.
Leadership Academy - Missouri Association of RealtorsClay Staires
Clay Staires talks about the three moves to expand your leadership and he teaches how to get people to do what you want them to do because they want to do it. It's the jedi mind trick in reality.
This document summarizes a presentation about leading change. It discusses that leading change involves getting people to act differently by directing the rational "Rider" and emotional "Elephant" within people. It provides tips for directing the Rider such as using destination postcards and scripts to clarify where change is going and what new behaviors are wanted. It suggests motivating the Elephant by finding the feeling in the change, shrinking the initial change, and making change part of one's identity. It also discusses shaping the path by tweaking the environment, building supportive habits, and using action triggers and checklists. The document ends by having the audience apply these concepts to a current change happening in their community or workplace.
This document discusses leading and embracing change. It begins by stating that leadership involves assuming responsibility for engaging with others to pursue substantive changes that advance a shared purpose. It then discusses different types of change, including continuous change and radical change. A key point is that change is difficult because it requires getting people to behave differently. The document proposes using a "Rider/Elephant/Path" metaphor to enable change: the "Rider" is rational and provides planning/direction, the "Elephant" is emotional and provides energy, and shaping the "Path" means tweaking the environment. It provides tips for directly motivating the Rider and Elephant such as using destination postcards, scripts, finding feelings, shrinking changes, and pra
This document summarizes key points from a presentation on embracing change. It discusses how change is difficult because it requires changing behaviors. It outlines strategies for effective behavior change, including directing the rational decision-maker (the Rider), motivating the emotional side (the Elephant), and shaping the environment (the Path). Specific tactics include following successes, creating a clear vision, making progress, building new habits, and getting others involved to spread change. The document also discusses organizational citizenship and creating a culture of cooperation.
This document summarizes a presentation given by Bret L. Simmons, Ph.D. at Rawson-Neal Psychiatric Hospital on embracing change. The presentation discusses how to help individuals and organizations successfully adapt to change by directing the rational decision-maker (the Rider) and motivating the emotional side (the Elephant), as well as shaping the environment (the Path). Specific strategies presented include following successes, creating a clear destination, scripting critical moves, finding motivation, making progress visible, shaping identity over consequences, encouraging growth mindsets, managing exhaustion, building habits, using triggers and checklists, and rallying others. The presentation also discusses how to identify organizational citizenship styles and promote a focus on others' interests for
The document discusses how to deal with changes in life. It notes that change is uncomfortable but inevitable, and the key is to accept and adapt to changes. It also outlines the typical phases people go through when facing changes - denial, resistance, exploration, and commitment. Finally, it emphasizes the importance of understanding yourself and others when leading change initiatives to help people through the different phases.
This document summarizes a training presentation on leading change given by Bret L. Simmons, Ph.D. to Rawson-Neal Psychiatric Hospital on October 31, 2013. The presentation covered two main topics:
1. The Progress Principle - Daily progress doing meaningful work can positively impact inner work life and motivation. Both small wins and setbacks significantly affect emotions and performance. Leaders should focus on clear goals, autonomy, resources, time, support, and learning from mistakes.
2. Switch - To drive behavior change, leaders must direct the rational decision-maker (the Rider) and motivate the emotional responder (the Elephant). This involves setting a clear destination, making the desired behavior specific and easy
This document discusses how to master change through learning and adaptation. It provides an overview of principles for managing personal change, including focusing on the mind, body and spirit, relaxing, unlearning, and playing. It recommends books on leading and managing change. It also discusses how to support others through change by applying lessons from books like "Who Moved My Cheese?" on developing vision and overcoming fear. Leaders are advised to model personal change and involve others in creating visions to gain their support for organizational change. The document provides contact information for further assistance with change management.
The document discusses learning to master change and provides principles and strategies for successfully adapting to and leading change. It emphasizes the importance of learning agility, embracing uncertainty, letting go of old ways of thinking, and supporting others through change. Specific tips discussed include visualizing the future, overcoming fear of failure through relaxation, noticing small changes early, and drawing on tested models of organizational change leadership. The overall message is that learning and change are interconnected, and mastering one helps master the other.
The document discusses influencing change and provides strategies for doing so. It discusses understanding the mindset of those you wish to influence, using push, pull and push/pull behaviors, and the Influence Edge Model. It outlines how people resist change and strategies like involving individuals in the change process. It also details the four phases of change - denial, resistance, exploration, and commitment. Finally, it discusses implementing change through telling your story, explaining what will happen, and monitoring progress.
Understanding and managing the change processMarie Hvidsten
This document discusses various models and theories of change including Kurt Lewin's three-stage model of change (unfreezing, moving, and refreezing), the spiral model of change by Prochaska, Norcross, and Diclemente consisting of precontemplation, contemplation, preparation, action, maintenance, and termination stages, and William Bridges' model of transitions consisting of endings, a neutral zone, and new beginnings. It also discusses driving and restraining forces that influence change, the importance of embracing change, and quotes about change from Margaret Thatcher and John Picard.
A 'Good to Great' presentation reminding us that attitude means the difference between success and "OUTSTANDING" ! :) Thanks Kim for a great presentation.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
The document outlines ways that leaders can lead by example, such as establishing principles for treating people well and being a role model. It provides 10 rules for working and living as an effective leader, such as taking responsibility, listening to others, and lending a hand. Leading by example through honesty, integrity and positivity can help shape followers and create an inspiring culture.
Change management at workplace | Bookingjini BookingJini
This document discusses how to cope with change in the workplace. It begins by defining change and transition, noting that change presses us out of our comfort zone while transition is the internal process of adapting to change. It then identifies common barriers to change like fear and resistance to loss of control or identity. The document provides tips for coping with change like communicating, participating in the process, keeping an open mind, and focusing on positive outcomes. It emphasizes taking responsibility and control over what you can while accepting things outside your control. The overall message is that change is inevitable and we have a choice in how we respond.
This document summarizes a training session on embracing change. The agenda includes sessions on overview of change, the progress principle, the book Switch, and organizational citizenship. Between sessions, participants are asked to add items to a list of changes they need to make. They are also encouraged to apply what they learn about change management back at work by making continual improvement a habit.
Change Management: Leadership Expectations & Implementation of New Tech Tools whipplehill
Presenter: Michael Fedder
This session will look at the human side of change, why we resist change and what school leaders can do to increase the likelihood of successful change implementation.
This document provides guidance on how to lead change in an apathetic environment. It defines apathy as a lack of feeling, emotion, interest or concern. To combat apathy, the document recommends starting with establishing a compelling reason for change by selecting an important issue to address. It then outlines Kotter's 8 steps for leading change, which include forming a guiding coalition, creating a vision for change, empowering others to act, and generating short-term wins to demonstrate progress and keep momentum going. The overall message is that initiating meaningful change requires identifying a cause people feel passionate about and can believe in, then breaking the process into achievable steps with opportunities to celebrate successes along the way.
This document outlines an agenda and materials for a training on leading change for the Nevada Department of Health and Human Services. The agenda includes four sessions on leadership, the progress principle, the book "Switch", and organizational citizenship. Attendees are instructed to add two items after each session to a list of changes they need to make and to prioritize the top two changes in a wrap-up session. The document provides summaries and exercises for each session topic.
This document discusses proactivity versus reactivity. It provides examples of proactive and reactive behaviors. It also discusses focusing efforts on issues within one's circle of influence rather than circle of concerns. The document emphasizes the importance of being proactive by making commitments, taking responsibility for mistakes, and working to improve current circumstances rather than just reacting to problems.
1) The document discusses change initiatives and why many fail, noting that 70% fail according to some sources.
2) It advocates for an incremental, evolutionary approach to change exemplified by Lean Kanban principles like starting with the current process and pursuing small, collaborative improvements over time.
3) The key messages are that change is about people, not processes; it is a never-ending journey without a clear destination; and an approach like Kanban focuses on gradual transformation through experimentation and feedback rather than disruptive, "big bang" change.
The Stress of Organizational Change - Change ManagementDavid Baker
The document discusses the stress that organizational change can cause. It describes change as alterations in an organization's people, structure, or technology. Common reactions to change include denial, resistance, acceptance, and commitment. The document provides suggestions for how to approach change positively, such as keeping an open mind, being flexible, supporting colleagues, taking an active role, and giving change a chance. Managing stress and communicating the right actions are important for successfully navigating organizational change.
This document provides biographical information about Mirza Yawar Baig. It outlines his work experience as an international speaker, trainer, author, and leadership consultant with over 16 years of experience in corporate management and 31 years in training and organizational development. It also lists the books he has authored, the organizations he is affiliated with, clients he has worked with, and the agenda for a talk or workshop he will be providing. The document gives an overview of Mirza Yawar Baig's professional background and qualifications as a leadership consultant and speaker.
This document discusses servant leadership. It defines servant leadership as an other-oriented approach to leadership that prioritizes follower needs and interests. Servant leaders listen to understand needs, help people see larger purposes, and inspire trust. Research shows servant leadership leads to better team and organizational performance, innovation, customer satisfaction, and trust in leadership. The document provides examples of how servant leaders see themselves as resources rather than the source, help others become autonomous, and maintain integrity through behaviors aligned with their values.
- The document outlines an agenda for a presentation on leading change, which includes discussing leadership, trust, and integrity. It will also cover getting people to behave differently through force or attraction, as well as examples of leadership, trust, and integrity. The presentation aims to help participants reflect on their own values and behaviors.
This document summarizes a presentation given by Bret L. Simmons, Ph.D. at Rawson-Neal Psychiatric Hospital on embracing change. The presentation discusses how to help individuals and organizations successfully adapt to change by directing the rational decision-maker (the Rider) and motivating the emotional side (the Elephant), as well as shaping the environment (the Path). Specific strategies presented include following successes, creating a clear destination, scripting critical moves, finding motivation, making progress visible, shaping identity over consequences, encouraging growth mindsets, managing exhaustion, building habits, using triggers and checklists, and rallying others. The presentation also discusses how to identify organizational citizenship styles and promote a focus on others' interests for
The document discusses how to deal with changes in life. It notes that change is uncomfortable but inevitable, and the key is to accept and adapt to changes. It also outlines the typical phases people go through when facing changes - denial, resistance, exploration, and commitment. Finally, it emphasizes the importance of understanding yourself and others when leading change initiatives to help people through the different phases.
This document summarizes a training presentation on leading change given by Bret L. Simmons, Ph.D. to Rawson-Neal Psychiatric Hospital on October 31, 2013. The presentation covered two main topics:
1. The Progress Principle - Daily progress doing meaningful work can positively impact inner work life and motivation. Both small wins and setbacks significantly affect emotions and performance. Leaders should focus on clear goals, autonomy, resources, time, support, and learning from mistakes.
2. Switch - To drive behavior change, leaders must direct the rational decision-maker (the Rider) and motivate the emotional responder (the Elephant). This involves setting a clear destination, making the desired behavior specific and easy
This document discusses how to master change through learning and adaptation. It provides an overview of principles for managing personal change, including focusing on the mind, body and spirit, relaxing, unlearning, and playing. It recommends books on leading and managing change. It also discusses how to support others through change by applying lessons from books like "Who Moved My Cheese?" on developing vision and overcoming fear. Leaders are advised to model personal change and involve others in creating visions to gain their support for organizational change. The document provides contact information for further assistance with change management.
The document discusses learning to master change and provides principles and strategies for successfully adapting to and leading change. It emphasizes the importance of learning agility, embracing uncertainty, letting go of old ways of thinking, and supporting others through change. Specific tips discussed include visualizing the future, overcoming fear of failure through relaxation, noticing small changes early, and drawing on tested models of organizational change leadership. The overall message is that learning and change are interconnected, and mastering one helps master the other.
The document discusses influencing change and provides strategies for doing so. It discusses understanding the mindset of those you wish to influence, using push, pull and push/pull behaviors, and the Influence Edge Model. It outlines how people resist change and strategies like involving individuals in the change process. It also details the four phases of change - denial, resistance, exploration, and commitment. Finally, it discusses implementing change through telling your story, explaining what will happen, and monitoring progress.
Understanding and managing the change processMarie Hvidsten
This document discusses various models and theories of change including Kurt Lewin's three-stage model of change (unfreezing, moving, and refreezing), the spiral model of change by Prochaska, Norcross, and Diclemente consisting of precontemplation, contemplation, preparation, action, maintenance, and termination stages, and William Bridges' model of transitions consisting of endings, a neutral zone, and new beginnings. It also discusses driving and restraining forces that influence change, the importance of embracing change, and quotes about change from Margaret Thatcher and John Picard.
A 'Good to Great' presentation reminding us that attitude means the difference between success and "OUTSTANDING" ! :) Thanks Kim for a great presentation.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
The document outlines ways that leaders can lead by example, such as establishing principles for treating people well and being a role model. It provides 10 rules for working and living as an effective leader, such as taking responsibility, listening to others, and lending a hand. Leading by example through honesty, integrity and positivity can help shape followers and create an inspiring culture.
Change management at workplace | Bookingjini BookingJini
This document discusses how to cope with change in the workplace. It begins by defining change and transition, noting that change presses us out of our comfort zone while transition is the internal process of adapting to change. It then identifies common barriers to change like fear and resistance to loss of control or identity. The document provides tips for coping with change like communicating, participating in the process, keeping an open mind, and focusing on positive outcomes. It emphasizes taking responsibility and control over what you can while accepting things outside your control. The overall message is that change is inevitable and we have a choice in how we respond.
This document summarizes a training session on embracing change. The agenda includes sessions on overview of change, the progress principle, the book Switch, and organizational citizenship. Between sessions, participants are asked to add items to a list of changes they need to make. They are also encouraged to apply what they learn about change management back at work by making continual improvement a habit.
Change Management: Leadership Expectations & Implementation of New Tech Tools whipplehill
Presenter: Michael Fedder
This session will look at the human side of change, why we resist change and what school leaders can do to increase the likelihood of successful change implementation.
This document provides guidance on how to lead change in an apathetic environment. It defines apathy as a lack of feeling, emotion, interest or concern. To combat apathy, the document recommends starting with establishing a compelling reason for change by selecting an important issue to address. It then outlines Kotter's 8 steps for leading change, which include forming a guiding coalition, creating a vision for change, empowering others to act, and generating short-term wins to demonstrate progress and keep momentum going. The overall message is that initiating meaningful change requires identifying a cause people feel passionate about and can believe in, then breaking the process into achievable steps with opportunities to celebrate successes along the way.
This document outlines an agenda and materials for a training on leading change for the Nevada Department of Health and Human Services. The agenda includes four sessions on leadership, the progress principle, the book "Switch", and organizational citizenship. Attendees are instructed to add two items after each session to a list of changes they need to make and to prioritize the top two changes in a wrap-up session. The document provides summaries and exercises for each session topic.
This document discusses proactivity versus reactivity. It provides examples of proactive and reactive behaviors. It also discusses focusing efforts on issues within one's circle of influence rather than circle of concerns. The document emphasizes the importance of being proactive by making commitments, taking responsibility for mistakes, and working to improve current circumstances rather than just reacting to problems.
1) The document discusses change initiatives and why many fail, noting that 70% fail according to some sources.
2) It advocates for an incremental, evolutionary approach to change exemplified by Lean Kanban principles like starting with the current process and pursuing small, collaborative improvements over time.
3) The key messages are that change is about people, not processes; it is a never-ending journey without a clear destination; and an approach like Kanban focuses on gradual transformation through experimentation and feedback rather than disruptive, "big bang" change.
The Stress of Organizational Change - Change ManagementDavid Baker
The document discusses the stress that organizational change can cause. It describes change as alterations in an organization's people, structure, or technology. Common reactions to change include denial, resistance, acceptance, and commitment. The document provides suggestions for how to approach change positively, such as keeping an open mind, being flexible, supporting colleagues, taking an active role, and giving change a chance. Managing stress and communicating the right actions are important for successfully navigating organizational change.
This document provides biographical information about Mirza Yawar Baig. It outlines his work experience as an international speaker, trainer, author, and leadership consultant with over 16 years of experience in corporate management and 31 years in training and organizational development. It also lists the books he has authored, the organizations he is affiliated with, clients he has worked with, and the agenda for a talk or workshop he will be providing. The document gives an overview of Mirza Yawar Baig's professional background and qualifications as a leadership consultant and speaker.
This document discusses servant leadership. It defines servant leadership as an other-oriented approach to leadership that prioritizes follower needs and interests. Servant leaders listen to understand needs, help people see larger purposes, and inspire trust. Research shows servant leadership leads to better team and organizational performance, innovation, customer satisfaction, and trust in leadership. The document provides examples of how servant leaders see themselves as resources rather than the source, help others become autonomous, and maintain integrity through behaviors aligned with their values.
- The document outlines an agenda for a presentation on leading change, which includes discussing leadership, trust, and integrity. It will also cover getting people to behave differently through force or attraction, as well as examples of leadership, trust, and integrity. The presentation aims to help participants reflect on their own values and behaviors.
This document summarizes a presentation on logistics leadership. It discusses:
- The service-profit chain model which shows that internal service quality, employee satisfaction and productivity lead to external service value and customer satisfaction, loyalty, and growth.
- Priorities for businesses are revenue growth, profitability, and customer retention through repeat business and referrals. This is best accomplished by designing service around customer needs.
- To satisfy customers, businesses must also satisfy employees through job design, development, rewards, and tools to serve customers well.
- The presentation discusses accountability, problem solving, avoiding blame, and caring for employees to enable excellent customer service and business growth.
Personal Excellence; presentation for zulilyBret Simmons
The document discusses the concept of personal excellence and leadership. It defines excellence as doing things others are not willing to do, and notes that excellence requires integrity and continuously improving even when no one is watching. It cautions that past successes do not guarantee future wins, and that achieving excellence often meets resistance from others who doubt or do not support change.
Ncet social media what have we learned sept 2016Bret Simmons
This document discusses lessons learned about social media from Bret L. Simmons based on his experience over 8 years. He emphasizes that social media users should never expect privacy online and should behave as if everything they post could be seen publicly. His other key lessons are to use social media authentically and with professional discretion to avoid offending others, and that businesses need to continually learn and adapt their social media strategies to stay competitive over time.
1. The document outlines a presentation on servant leadership given by Bret L. Simmons, Ph.D.
2. It discusses the background and thoughts on servant leadership, providing a simple way to think about it and its goal.
3. The presentation also covers how to develop servant leadership in yourself and others, focusing on being a resource rather than the source, holding yourself and others accountable, and helping others become autonomous through enabling help.
This document discusses employee engagement and the factors that influence it. It argues that attitudes like job satisfaction, organizational commitment, trust in leadership, and perceptions of fairness are better predictors of job performance than personality. Engagement occurs when employees feel their values are aligned with the organization's, they have psychological safety in their work, and have a positive self-evaluation. The Gallup Q12 questions are proposed to measure engagement, but may actually measure antecedents and consequences of engagement. The document recommends hiring for conscientious personality traits, developing positive job attitudes through fairness and partnership with employees, and clearly communicating workplace expectations and values to improve engagement.
1. The document discusses personal branding and how everything done reflects on one's business.
2. It provides guidelines for personal branding online, including to never post anything that couldn't be posted in the office, and to use personal brands to build connections rather than divide people.
3. Key aspects of personal branding are identifying who you are, who you want to help, and how you want to help them through uniquely contributing value and building relationships over time through social media like email, Google profiles, LinkedIn, blogs, and Twitter.
This document discusses citizenship at work and how individuals can partner with others to improve flawed systems. It notes that flawed systems can lead to issues like withdrawal, poor task performance, and low organizational effectiveness. The document also discusses reciprocity styles like takers, matchers, and givers and how concern for self-interests versus others' interests impacts success. It suggests the most successful have a high concern for others' interests.
This document provides an overview of a 4-part personal branding series. It discusses principles of personal branding including using your personal brand online to build connections and provide value through content marketing. It emphasizes creating online content and connections to get your name and expertise indexed so that people can find you. It also discusses using social objects like documents, videos and pictures to start conversations and build communities around what you know and can offer others.
The document discusses the importance of personal branding, especially in today's increasingly social business environment. It emphasizes that individuals should view themselves as ambassadors of their companies and differentiate themselves by demonstrating professional discretion online. Personal branding involves defining one's unique value and using social media strategically to help others while maintaining an appropriate level of privacy and discretion.
Personal Branding: Sacramento Valley Practice Managers AssociationBret Simmons
Personal branding is important for both individuals and businesses. It is crucial to differentiate your personal brand by demonstrating your unique value and helping others through your expertise, while maintaining professional discretion online. Your online presence should highlight who you help and how you help them through valuable content and connections, rather than risk offending others. Developing a strategic personal brand across multiple online platforms can help grow your career and business through social engagement.
This document discusses the process of leadership and the choices involved. It notes that leadership requires assuming responsibility for engaging with others and using influence to pursue meaningful changes that further a shared purpose. The hardest choice in this process is maintaining integrity. It also discusses partnering with others to fix flawed systems rather than blaming individuals. Effective leadership involves helping others become less dependent on the leader and more interdependent and responsible members of the organization.
Should you hire for personality or attitude?Bret Simmons
This document discusses whether it is better to hire based on personality or attitudes. While personality can provide some prediction of job performance, attitudes are a stronger predictor. Positive job attitudes like organizational commitment, job satisfaction, trust in supervision, fairness perceptions, and engagement are influenced by personality but also by the work environment and influence behaviors and performance. The document recommends hiring for personality traits like conscientiousness but also developing positive job attitudes through ensuring employees feel their work is meaningful, they have support from supervisors and coworkers, and opportunities to grow. This will maximize job performance.
This document discusses leadership and the process of leadership. It notes that leadership involves assuming responsibility and using influence to enact substantive changes that further a shared purpose. It also discusses integrity, systems versus individuals, reciprocity styles of takers, matchers and givers, and how concern for others and self-interest impact success.
This document discusses personal branding and building a professional personal brand. It emphasizes that personal branding is about understanding your unique value and message, and ensuring everything you do reflects positively on your business. It advises controlling your own message, having a clear and consistent online presence through a blog and social media, and exercising professional discretion and operational privacy in all online and offline communications, as everything reflects on your personal brand.
The document discusses the importance of personal branding, especially in today's increasingly social business environment. It emphasizes that everything done professionally reflects on one's business and advises operating with professional discretion online. Specifically, it recommends only posting content that would be comfortable sharing in the workplace, as online privacy does not truly exist. Overall, the document encourages business professionals to strategically develop and control their personal brand online to help others and differentiate themselves, but to do so carefully and avoid offending anyone.
This document discusses the concept of personal excellence. It provides several definitions and perspectives on excellence from different authors. Robert Quinn defines excellence as a form of deviance, where one achieves excellence by choosing a difficult and risky path that others are unwilling to take. The document also references Charles Handy's sigmoid curve, which illustrates that organizations must prepare for change as they near their peak, and stresses the importance of integrity and discipline.
The document discusses the importance of social business and digital citizenship. It emphasizes that individuals should view themselves as ambassadors of their companies online and build their personal brands through professional discretion and demonstrating value. It provides tips for establishing an online presence through blogging, social media profiles for leaders, and using these channels to build relationships instead of privacy or offending others. The overall message is that social media is here to stay, companies and individuals should immerse themselves responsibly and focus on contributing value through clear, consistent online engagement.
6. The Process of Leadership
Assume responsibility for the choice to
engage with others and use your influence
to pursue substantive changes that
advance a shared purpose
7. The Process of Leadership
Assume responsibility for the choice to
engage with others and use your influence
to pursue substantive changes that
advance a shared purpose
What is the hardest choice you have to make
when you participate in this process?
13. Discipline of The Second Curve
“..always assume that we are
near the peak of the first curve
and should therefore be starting
to prepare for the second” (p.57)
14.
15.
16.
17. For anything to change, someone has to start
acting differently. Can you get people to start
behaving differently? (p.4)
19. Rider - Rational
– Deliberates, analyzes,
looks into the future
– Provides planning and
direction
Elephant – Emotional
– Feels pain and pleasure
– Provides the energy
21. Destination
postcards:
Shows the Rider
where you are
headed and the
Elephant why the
journey is worthwhile
Change is easier
when you know where
you are going and why
it is worth it
28. Growth Mindset
• Talent is NOT fixed unless you
believe that it is. Treat talent as
something almost everyone can
earn, not that just a few people
own.
• Everyone can learn to work
smarter
28
29. Motivate the Elephant
Change is hard because people wear
themselves out. What looks like
laziness is often exhaustion
30. Shape the Path
Tweak the environment. When the situation
changes, behavior changes
35. Shape the path
What looks like a people problem is
often a situation problem. When you
shape the path, you make the change
more likely, no matter what’s happening
with the Rider and the Elephant
36. The law of crappy
systems trumps
the law of crappy
people
36
37. Application
Identify a change that needs to happen right
now in your life or work. How can you can
direct the Rider, motivate the Elephant, and
shape the Path to help improve the success of
this change.
This presentation is updated online at http://www.slideshare.net/BretLSimmons
Videos of this session will be available at my website www.bretlsimmons.com and at my Youtube channel http://www.youtube.com/user/eustress