This document outlines the author's teaching philosophy. Some key points:
- The author was inspired to become a teacher by their high school English teacher who motivated students to learn vocabulary and write essays in just 10 minutes.
- They have 8 years of experience teaching English from grades 5 to 11 using different approaches like comparing languages and relating lessons to students' experiences.
- As an educator, teaching English presents challenges like its flexible nature and vast borrowed words, but the author simplifies objectives and progresses lessons from easiest to most complex.
- Formative feedback from students has helped the author adapt their teaching style while the class is ongoing to address issues like talking too fast or not allowing enough note-taking time
Film4 Productions would be the best institution to distribute the film Nostalgia, as it is a low-budget British film. Film4 Productions specializes in low-budget films and has a target audience of young adults, which matches Nostalgia. Universal Pictures could also be a good fit since they distribute romantic genre films like Nostalgia. However, the filmmaker is nervous that Nostalgia may be criticized for not being a blockbuster given its lower production quality. Overall, Film4 Productions and Universal Pictures would both be suitable options.
Dr. Denise M. Spirou has over 20 years of experience in education, including as Head of School at The Weiss School since 2011. She has a Doctorate in Teacher Leadership and Specialist in Educational Leadership. Her experience includes teaching K-12, developing gifted programs, and holding leadership roles to oversee all aspects of running a school including academics, operations, staff, and fundraising.
The document discusses two efforts to change negative perceptions of wolves: 1) The establishment of the UK Wolf Conservation Trust (UKWCT) which aims to provide accurate information about wolves and allow visitors to interact with "ambassador wolves" in an effort to counter long-held myths. 2) The early 20th century literary genre of "wild animal stories" which portrayed wolves in a more sympathetic light and helped spur the conservation movement. While both efforts intended to increase understanding of wolves and support conservation, their portrayals of wolves were still mediated or one-sided to some degree rather than completely unbiased.
Bryan Adams is seeking a position as a network manager or engineer in the Dallas-Fort Worth area. He has over 20 years of experience in network support, training, documentation, monitoring, troubleshooting, configuration and installation of Cisco routers, switches and other network equipment. He has worked for several large companies including Dell, MCI, EDS and AT&T in various network engineering and training roles.
This document provides a profile summary for Ibney Sameer Moolkeea, a 27-year-old mechanical engineer with over 4 years of experience in building services engineering, mechanical, and plumbing design and construction supervision. He has worked as a consulting mechanical engineer for Advanced Mechanical and Electrical Services Ltd since 2012. Prior to that, he completed an internship with Compagnie Mauricienne de Textile Ltée. He holds a BEng in Mechanical Engineering from the University of Mauritius.
This document appears to be related to machinery or equipment. It contains the name "AUTOFORMAS" and references a machine or part labeled "G M MAQ.5" along with a date of "18/09/15" which likely refers to September 18, 2015. The document provides very limited information and its purpose or contents cannot be determined from the sparse data given.
This document outlines the author's teaching philosophy. Some key points:
- The author was inspired to become a teacher by their high school English teacher who motivated students to learn vocabulary and write essays in just 10 minutes.
- They have 8 years of experience teaching English from grades 5 to 11 using different approaches like comparing languages and relating lessons to students' experiences.
- As an educator, teaching English presents challenges like its flexible nature and vast borrowed words, but the author simplifies objectives and progresses lessons from easiest to most complex.
- Formative feedback from students has helped the author adapt their teaching style while the class is ongoing to address issues like talking too fast or not allowing enough note-taking time
Film4 Productions would be the best institution to distribute the film Nostalgia, as it is a low-budget British film. Film4 Productions specializes in low-budget films and has a target audience of young adults, which matches Nostalgia. Universal Pictures could also be a good fit since they distribute romantic genre films like Nostalgia. However, the filmmaker is nervous that Nostalgia may be criticized for not being a blockbuster given its lower production quality. Overall, Film4 Productions and Universal Pictures would both be suitable options.
Dr. Denise M. Spirou has over 20 years of experience in education, including as Head of School at The Weiss School since 2011. She has a Doctorate in Teacher Leadership and Specialist in Educational Leadership. Her experience includes teaching K-12, developing gifted programs, and holding leadership roles to oversee all aspects of running a school including academics, operations, staff, and fundraising.
The document discusses two efforts to change negative perceptions of wolves: 1) The establishment of the UK Wolf Conservation Trust (UKWCT) which aims to provide accurate information about wolves and allow visitors to interact with "ambassador wolves" in an effort to counter long-held myths. 2) The early 20th century literary genre of "wild animal stories" which portrayed wolves in a more sympathetic light and helped spur the conservation movement. While both efforts intended to increase understanding of wolves and support conservation, their portrayals of wolves were still mediated or one-sided to some degree rather than completely unbiased.
Bryan Adams is seeking a position as a network manager or engineer in the Dallas-Fort Worth area. He has over 20 years of experience in network support, training, documentation, monitoring, troubleshooting, configuration and installation of Cisco routers, switches and other network equipment. He has worked for several large companies including Dell, MCI, EDS and AT&T in various network engineering and training roles.
This document provides a profile summary for Ibney Sameer Moolkeea, a 27-year-old mechanical engineer with over 4 years of experience in building services engineering, mechanical, and plumbing design and construction supervision. He has worked as a consulting mechanical engineer for Advanced Mechanical and Electrical Services Ltd since 2012. Prior to that, he completed an internship with Compagnie Mauricienne de Textile Ltée. He holds a BEng in Mechanical Engineering from the University of Mauritius.
This document appears to be related to machinery or equipment. It contains the name "AUTOFORMAS" and references a machine or part labeled "G M MAQ.5" along with a date of "18/09/15" which likely refers to September 18, 2015. The document provides very limited information and its purpose or contents cannot be determined from the sparse data given.
The document provides a list of random words with no clear context or meaning. It includes words like "timeless", "magic", "agile", "brave", "connected", "international", and "leadership" but does not form a coherent story or provide any essential information in 3 sentences or less.
Semiconductors - The Value Adder IndustryClaus Aasholm
When an industry develops exponentially it is often because it is based on Semiconductors. The next big thing will be where the T factor challenges the H factor.
B2B Value - Your salespeople are leaving money on the tableClaus Aasholm
If your sales people only sell on price it is likely because they do not understand value. This slide set will help you understand what your customers value above and beyond product and service.
Innovation is defined as a new idea, device, or method. It involves introducing something new that is more effective than what is already available. There are three main types of innovation: operational, which improves existing processes; tactical, which introduces new products or services; and strategic, which disrupts existing markets to create new ones. Strategic innovation does not follow existing market rules and takes advantage of weaknesses in the market to differentiate itself. It connects users rather than owning them and relies on users to generate value in order to create new markets and new types of users. For a company to survive disruption, it may need to disrupt itself through strategic innovation.
This document discusses employee engagement and its importance. It notes that engaged employees feel a profound connection to their company and drive innovation, while disengaged employees undermine company goals. The document outlines the three types of employees - engaged, not engaged, and actively disengaged. It discusses how engagement is created through emotional relationships and influences work output. Strategies for improving engagement are also provided, including having a strong sense of purpose, empowering employees, listening, and inspiring workers. High engagement is correlated with better financial performance and customer satisfaction.
Change management is important because only 30% of change projects deliver desired results. Change creates stress and can result in loss of profit, motivation, efficiency and customer satisfaction. There are different theories and models for managing change, such as Lewin's unfreeze-refreeze model and Kotter's 8-step model. It is important for change projects to have a clear goal that benefits stakeholders, make the costs of not changing clear, and involve stakeholders in the process to create meaning and buy-in for change. Managing change requires both leadership and management.
The document provides a list of random words with no clear context or meaning. It includes words like "timeless", "magic", "agile", "brave", "connected", "international", and "leadership" but does not form a coherent story or provide any essential information in 3 sentences or less.
Semiconductors - The Value Adder IndustryClaus Aasholm
When an industry develops exponentially it is often because it is based on Semiconductors. The next big thing will be where the T factor challenges the H factor.
B2B Value - Your salespeople are leaving money on the tableClaus Aasholm
If your sales people only sell on price it is likely because they do not understand value. This slide set will help you understand what your customers value above and beyond product and service.
Innovation is defined as a new idea, device, or method. It involves introducing something new that is more effective than what is already available. There are three main types of innovation: operational, which improves existing processes; tactical, which introduces new products or services; and strategic, which disrupts existing markets to create new ones. Strategic innovation does not follow existing market rules and takes advantage of weaknesses in the market to differentiate itself. It connects users rather than owning them and relies on users to generate value in order to create new markets and new types of users. For a company to survive disruption, it may need to disrupt itself through strategic innovation.
This document discusses employee engagement and its importance. It notes that engaged employees feel a profound connection to their company and drive innovation, while disengaged employees undermine company goals. The document outlines the three types of employees - engaged, not engaged, and actively disengaged. It discusses how engagement is created through emotional relationships and influences work output. Strategies for improving engagement are also provided, including having a strong sense of purpose, empowering employees, listening, and inspiring workers. High engagement is correlated with better financial performance and customer satisfaction.
Change management is important because only 30% of change projects deliver desired results. Change creates stress and can result in loss of profit, motivation, efficiency and customer satisfaction. There are different theories and models for managing change, such as Lewin's unfreeze-refreeze model and Kotter's 8-step model. It is important for change projects to have a clear goal that benefits stakeholders, make the costs of not changing clear, and involve stakeholders in the process to create meaning and buy-in for change. Managing change requires both leadership and management.
Tak til Jørgen for at invitere mig
Det var valget
Bendtner: Alle mine mål i Bundesligaen – men han blev desværre syg!
Mikkel Kessler: Hvor svært det er at være bror til en kendt person.
Pione Sisto: Ubesejret på hjemmebane.
Men valget fald på mig fordi jeg var billigst.
ANDRES PASSION
På min rejse fandt jeg også ud af hvad der kan skabe passion og engagement for andre.
Det mest fantastiske var at passion og engagement også skaber resultater for virksomheden
Derfor startede jeg med en MBA kollega: Engagement Group
Det handler ikke så meget om hvad man gør mere hvorfor og hvordan man gør det
MIN MISSION
Jeg er på en mission for at skabe passion og engagement blandt medarbejdere fordi
Engagerede medarbejdere elsker at gå på arbejde og skaber helt fantastiske resultater.
Og det aller bedste er: Det koster ikke noget!
Set corporate slaves free
VIRKSOMHEDEN IKKE MEDARBEJDERNE
Man kan skabe resultater og motiverede medarbejdere gennem engagement
Medarbejder engagement handler ikke om at ændre medarbejderen
Det handler om at ændre på virksomheden og måden den leder på
Vi hjælper virksomheder med at skabe engagement – og derigemmen resultater på både top og bundlinie
INFORMATION FRA JØRGEN
I er hårdtarbejdende
I er arbejdende ledere
I er selvlærte og har ligesom mig lært ledelse i skyttegraven
I er i en hård branche med knivskarp konkurrence
I er gode købmænd
Det er lige noget for os i Engagement Group – vi arbejder KUN med gode ledere og virksomheder – ikke med neskæringer eller turnarounds
VAND
En gammel guldfisk møder to unge guldfisk og spørger hvordan er vandet idag?
Han bliver sur over de ikke svarer og svømmer videre.
Lidt senere spørger den ene af de unge guldfisk den anden: Hvad er vand?
HVAD ER JERES VAND
Har i vænnet jer så meget til jeres brance, arbejde rolle at i ikke ligger mærke til det
Hvad er det i tager for givet.
Om jeres branche, Om jeres virksomhed Om jeres folk, Om jer selv?
Hvad er det i ikke har tid til, råd til, lyst til, lov til at gøre?
Management handler om at kunne håndtere kompleksitet
Leadership om at kunne håndtere fremtiden og ændringer.
Er i et produkt af de omgivelser i er i? Skaber i fremtiden eller flyder i?
Er i anderledes end jeres konkurrenter?
Eller er i ens? Er i bedre? Hvorden er i bedre?
LEDER I EFTER DET DER KAN GØRE JER BEDRE?
Er det jeres mål at være billigst?
Piver i når i ikke er billigst? Giver i op når i ikke har den bedst pris?
Når jeg skal have nogtet nyt leder jeg ikke efter noget der er billigere men noget der er bedre?
Faldskærmsudspringer
Konkurrence om at komme først ned
Ingen har overlevet at slå rekorden i at komme hurtigst ned
Et race to zero skader alle
Stopper først når all når nul og der kun er en tilbage
Den der er tilbage er ikke vinderen, men den der kan holde ud at sulte mest!
EN LEDER BLIVER NØDT TIL AT FORSTÅ HVAD DER FOREGÅR
EN LEDER SER INDAD
Og er ærlige
Kald en skovl for en skovl
Det handler ikke om det er godt eller dårligt – det handel om hvad vi skal gøre
Brancher har deres egen logik og måde at konkurrere på.
Når brancher bliver forstyrret er det oftest virsomheder udefra. Og de tænker anderledes
Kodak blev ikke udkonkurreret af en film virksomhed, Nokia blev udkonkurreret af et computerfirma, blokbuster af en online forretning.
Hotel branchen er i krig med et firma der ikke har hotelværelser
Boghandlerne er i krig med et firma der ikke har butikker
Taxi i krig med firma der ikke har biler.
Hvem kigger på jer?
Som managers er i altid i forretningen og har travt.
Ledere stopper op og ser udad – hvad sker der omkring os? Kommer det til at påvirke os? Hvad tager vi for givet?
Jeg er ikke ekspert i jeres brance men besluttede mig at bruge 3o minutter på dens fremtid
Network – no warehouse – ali baba vs amazon
http://jonathanwichmann.com/my-lists/list-the-most-promising-start-ups-in-logistics/
Staxxon – folding Containers
Drones – Matternet – last mile logistics
Jeg siger ikke i skal bruge al jeres tid på disse ting
Men som leder må man skue fremad og ikke kun tænke på idag.
HAR I BEHOV FOR AT ÆNDRE JER?
Nu er mit spørgsmål til jer: Er i klar til forandring?
Det handler ikke kun om Scan Global Logistics – Det handler om jer.
Er i klar til a bigger game?
Det er jeres valg - Det er ikke sikkert der er så meget vand i karret imorgen
Det er ikke business as usual
Hvornår er godt nok ikke godt nok mere?
Den eneste vedvarende energikilde i en Virksomhed: Medarbejderne
Systemer , processer og andet er fint – det er stadigt vigtigt at manage.
Men alle disse er skabt af mennesker – mennesker er den ægte kilde til konkurrence evne.
I mange år har vi arbejdet på at gøre medarbejdere tilfredse fordi så bliver de. I ved all hvor besværligt det er at skaffe en ny medarbejder.
Men en tilfreds medarbejder er ikke det samme som en engageret medarbejder.
Tænker: Arbejder for at kunne holde fri – eller ser frem til at arbejde
Føler: Jeg kan lide mit job, det er et job – eller – jeg elsker mit job
Gør: Aflevere et godt nok stykke arbejde til at chefen ikke er efter mig – eller – jeg prøver at gøre det bedste jeg kan
Gallup har ikke kunnet finde en forbindlese mellem tilfredse medarbejdere og resultater
Men de fandt en mellem engagerede medarbejdere og resultater.
Hundrede af tusinder er spurgt i tusinde af virksomheder i hundrede af lande.
I ved det egentligt godt – i har selv prøvet det
Forskellen på højt og lavt engagement er 240% performance relaterede kundeparametre ifølge Gallup
I performance relaterede resultater
21% af alle medarbejdere er engagerede i følge GALLUP.
Bedre end ww 13% men dårligere end USAs 32%
Er i bedre end gennemsnittet? Hvor mange passagerer har i. Hvor mange kører på frihjul? Hvormange er passagerer
Hvad nu hvis jeg fortæller at engagement ikke skabes af dem men af jer? Hvordan føles det?
Ved i hvor motiverede jeres medarbejdere er?
65% af alle medarbejdere er ikke engagerede? Hvor mange har i?
I en gennemsnitlig dansk virksomhed er der 14%
Er i gennemsnitlige? Er i bedre? Eller er i værre?
Men nu til nogen rigtig gode nyheder.
Langt de fleste af jeres medarbejdere kan blive engagerede. De har det i sig
I skal ikke ud og finde nye medarbejdere
Og nogen endnu bedre nyheder er at
70% af engagement bliver skabt af den direkte leders måde at lede på og lederens evne til at skabe mening
Min gave til jer er en håndfuld tips til at skabe engagement
Nå vi laver en engagements undersøgelse viser den engagementet i 6 hovedområder i hver afdeling.
Det er ikke en trussel men en mulighed for at skabe fantastiske resultater
BOSS Batteri
Engagerede ledere har engagerede medarbejdere
KUN 35% af alle ledende medarbejdere er engageret
Some leder er det vigtigt at du er med til at påvirke virksomheden i en retning der engagerer.
Og når du skaber Engagement skaber du også mening for dig selv.
Det er vigtigt for dig og virksomheden at det i laver tjener et godt formål og ikke kun handler om penge og profit.
Vi har skabt mening for buschauffører
Og jeg taler ikke om at delegere
Få tid til mere
Få udført mere
Udvikl dine medarbejdere
Motiver dine medarbejdere
Giv ansatte information
Lad dem være med
Gem intet for dem
Vis hvem du er
Vis dem du tvivler
Vis dem du ikke altid har ret
Ikke bare forbered dig på at svare
Men lyt for at forstå
At lære af sine ansatte viser man ikke ved alting
Vis sårbarhed
Vis du ikke ved alting
Er det vigtigt at have ret eller være effektiv
En god leder hjælper sine ansatte – det handler om dem
Har i performance reviews?
Om at få dem til at forstå
Om at give dem lyst til at bidrage, at vokse
De fleste virksomheder er bygget op omkring control ikke tillid.
Skab et miljø hvor afdelingens regler er indrette så de hjælper ansatte – ikke begrænser dem.
Lad regler handle om hvad kunder og ansatte har ret til – ikke hvad de ikke må.
Hver samtale med en medarbejder skal have som fokus at sørge for at skabe engagement
Fokuser på relation ikke på resultater.
Mary Angelou: Mennesker glemmer hvad du sagde, de glemmer også hvad du gjorde – men de glemmer aldrig hvordan de fik dig til at føles.
Når vi ikke har samtaler om problemer skaber vi ikke et bedre miljø – vi øger mistilliden
Er jeres forhold stærkt nok til at kunne håndtere feedback – eller har i en sammensværgelse?
Negativ feedback er 20 gange bedre en ingen feedback
Hold nok af dine medarbejdere til at fortælle dem sandheden
INSPIRER!
Inspiration handler ikke om at gøre mindre eller at gøre tilfreds
Det handler om store og svære ting
”I have a dream”, ”Put A MAN ON THE MOON”
Hvad hvis jeres bedste minder stadig er foran jer?
Hvad hvis den tid i er væk fra jeres familier er meningsfyldt?
HVORFOR GØR VI DET HER?
Har i mere i jer?
Hvad kan vi gøre for at gøre verdenen til et bedre sted.
Hvad hvis jeres bedste minder stadig ligger foran jer? Hvad hvis jeres bedste oplevelser ikke er med klip klappere på?
At skabe formål: Det handler om andre, det handler om at udleve sit potentiale – Autonomy, Mastery, Purpose
What activates you
What frightens you
What gives you energy?
Mange tak for jeres tid
Jeg håber i har fået værdi og vil hjælpe mig med at skabe ”GREAT JOBS”
Følg os på twitter, Link til mig på linkedin, Skriv en anbefaling på