Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
All managers and leaders are in the influencing business. We need to persuade people every day to take certain courses of action. This presentation will explore the four influencing strategies and how you can improve your ability to influence ethically and honestly. Practical and easy to implement tools are shared during this presentation.
Maximising Your Impact - Getting What You Want Ethically and HonestlyWINNERS-at-WORK Pty Ltd
All managers and leaders are in the influencing business. We need to persuade people every day to take certain courses of action. This presentation will explore the four influencing strategies and how you can improve your ability to influence ethically and honestly. Practical and easy to implement tools are shared during this presentation.
Without influence, leaders are ineffective. There is growing recognition that this is a core leadership competency for managers, across industries, geographies, and sectors. Managers need to influence up, down, and increasingly, sideways, as organizations become flatter, more maneuverable and less hierarchical. This webinar gives you the latest cutting-edge insight into the science of influence. It is based on Dr Tim Baker's newly released book - "The New Influencing Toolkit". These strategies are at the heart of leadership for the 21st-century manager.
Influencing is the lifeblood of the learning professional. Our business is to influence others to modify their behavior in some way, shape or form. Our success, and the success of the individual or group depends upon it. Influence in this context is the capacity to have an effect on the character, development or behaviour of someone. It certainly does not mean manipulation or trickery. Influencing must be done from an ethical standpoint.
All managers and leaders are in the influencing business. We need to persuade people every day to take certain courses of action. This presentation will explore the four influencing strategies and how you can improve your ability to influence ethically and honestly. Practical and easy to implement tools are shared during this presentation.
By the end of this broadcast, you will be able to:
• Identify the four main influencing strategies and understand their strengths and weaknesses,
• Apply several tools to strengthen your influencing capability; and
• Appreciate the importance and value of influencing capability.
There are essentially only four ways to influence anybody and about anything. Each of us over uses one of these four strategies through personal preference. We are less persuasive as a result. This presentation is designed to assist you to be more influential ethically and honestly. You will learn what these four strategies are and how you can use them to maximise your influencing capability.
By the end of this broadcast, you will be able to:
• Identify the four main influencing strategies and understand their strengths and weaknesses,
• Apply several tools to strengthen your influencing capability; and
• Appreciate the importance and value of influencing capability.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
All managers and leaders are in the influencing business. We need to persuade people every day to take certain courses of action. This presentation will explore the four influencing strategies and how you can improve your ability to influence ethically and honestly. Practical and easy to implement tools are shared during this presentation.
Maximising Your Impact - Getting What You Want Ethically and HonestlyWINNERS-at-WORK Pty Ltd
All managers and leaders are in the influencing business. We need to persuade people every day to take certain courses of action. This presentation will explore the four influencing strategies and how you can improve your ability to influence ethically and honestly. Practical and easy to implement tools are shared during this presentation.
Without influence, leaders are ineffective. There is growing recognition that this is a core leadership competency for managers, across industries, geographies, and sectors. Managers need to influence up, down, and increasingly, sideways, as organizations become flatter, more maneuverable and less hierarchical. This webinar gives you the latest cutting-edge insight into the science of influence. It is based on Dr Tim Baker's newly released book - "The New Influencing Toolkit". These strategies are at the heart of leadership for the 21st-century manager.
Influencing is the lifeblood of the learning professional. Our business is to influence others to modify their behavior in some way, shape or form. Our success, and the success of the individual or group depends upon it. Influence in this context is the capacity to have an effect on the character, development or behaviour of someone. It certainly does not mean manipulation or trickery. Influencing must be done from an ethical standpoint.
All managers and leaders are in the influencing business. We need to persuade people every day to take certain courses of action. This presentation will explore the four influencing strategies and how you can improve your ability to influence ethically and honestly. Practical and easy to implement tools are shared during this presentation.
By the end of this broadcast, you will be able to:
• Identify the four main influencing strategies and understand their strengths and weaknesses,
• Apply several tools to strengthen your influencing capability; and
• Appreciate the importance and value of influencing capability.
There are essentially only four ways to influence anybody and about anything. Each of us over uses one of these four strategies through personal preference. We are less persuasive as a result. This presentation is designed to assist you to be more influential ethically and honestly. You will learn what these four strategies are and how you can use them to maximise your influencing capability.
By the end of this broadcast, you will be able to:
• Identify the four main influencing strategies and understand their strengths and weaknesses,
• Apply several tools to strengthen your influencing capability; and
• Appreciate the importance and value of influencing capability.
What do Al Gore, Margaret Thatcher, Martin Luther-King and Mother Teresa have in common? They were, or I the case of Al Gore, great influencers. What are the four strategies of influence? What one do you exhibit?
The New Influencing Toolkit: Capabilities for Communicating with InfluenceWINNERS-at-WORK Pty Ltd
Without influence, managers are ineffective. There is growing recognition that this is a core leadership competency for managers across all industries, geographies, and sectors. Managers need to influence up, down, and increasingly, sideways, as organisations become flatter, more manoeuvrable and less hierarchical.
"The New Influencing Toolkit" is expertly designed to diagnose and develop managerial influence. Four influencing strategies make up the "Influencing Capabilities Framework": investigating, calculating, motivating, and collaborating.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the executive leader’s influencing capability.
All managers and leaders are in the influencing business. We need to persuade people every day to take certain courses-of-action or thinking differently about a situation. This presentation explores the four influencing strategies and how you can improve your ability to influence ethically and honestly. The broadcast is based on Dr Tim Baker’s unique Influencing Capabilities Framework. Practical and easy to implement tools are shared during this presentation.
By the end of this broadcast, you will be able to:
• Identify the four main influencing strategies and understand their strengths and opportunities.
• Apply several practical tools to strengthen your influencing capability.
• Appreciate the importance and value of influence as a leader.
What do Al Gore, Margaret Thatcher, Martin Luther-King and Mother Teresa have in common? They are or were great influencers. This presentation looks at the four influencing strategies people use to persuade others.
All managers and leaders are in the influencing business. We need to persuade people every day to take certain courses-of-action or thinking differently about a situation. This presentation explores the four influencing strategies and how you can improve your ability to influence ethically and honestly. The broadcast is based on Dr Tim Baker’s unique Influencing Capabilities Framework. Practical and easy to implement tools are shared during this presentation.
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and donts when giving team members feedback that make a difference?
Most meetings are perceived as a waste of time. How can meetings be more efficient and effective? Leaders have a responsibility to facilitate productive meetings. Being good at running meetings is the hallmark of a good leader. Some practical tips are covered.
The Five Conversations Framework: A Highly Effective Alternative to the Perfo...WINNERS-at-WORK Pty Ltd
Many organisations are abandoning their traditional performance review. But what are they replacing it with? There is a bewildering array of possibilities out there. But the key is to shift the emphasis from performance appraisal to performance development. In this presentation I explain the Five Conversations Framework and how it can be easily be implemented to facilitate extraordinary results in performance improvement. Learn how this framework can be applied in your organisation easily and effortlessly.
Personal branding how to increase your influence in 10 stepsOM ThreeSixty
Brands are everywhere. In today’s world, branding doesn’t only apply to companies, it’s personal as well. Some people have a personal brand which is also a company brand, such as some fashion designers, elite athletes, stars and artists. For many people, personal branding has a lot to do with reputation management, taking a strategic approach to one’s career and leading with influence and impact.
Here are 10 steps to taking a more proactive approach to personal branding.
What do Al Gore, Margaret Thatcher, Martin Luther-King and Mother Teresa have in common? They were, or I the case of Al Gore, great influencers. What are the four strategies of influence? What one do you exhibit?
The New Influencing Toolkit: Capabilities for Communicating with InfluenceWINNERS-at-WORK Pty Ltd
Without influence, managers are ineffective. There is growing recognition that this is a core leadership competency for managers across all industries, geographies, and sectors. Managers need to influence up, down, and increasingly, sideways, as organisations become flatter, more manoeuvrable and less hierarchical.
"The New Influencing Toolkit" is expertly designed to diagnose and develop managerial influence. Four influencing strategies make up the "Influencing Capabilities Framework": investigating, calculating, motivating, and collaborating.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the executive leader’s influencing capability.
All managers and leaders are in the influencing business. We need to persuade people every day to take certain courses-of-action or thinking differently about a situation. This presentation explores the four influencing strategies and how you can improve your ability to influence ethically and honestly. The broadcast is based on Dr Tim Baker’s unique Influencing Capabilities Framework. Practical and easy to implement tools are shared during this presentation.
By the end of this broadcast, you will be able to:
• Identify the four main influencing strategies and understand their strengths and opportunities.
• Apply several practical tools to strengthen your influencing capability.
• Appreciate the importance and value of influence as a leader.
What do Al Gore, Margaret Thatcher, Martin Luther-King and Mother Teresa have in common? They are or were great influencers. This presentation looks at the four influencing strategies people use to persuade others.
All managers and leaders are in the influencing business. We need to persuade people every day to take certain courses-of-action or thinking differently about a situation. This presentation explores the four influencing strategies and how you can improve your ability to influence ethically and honestly. The broadcast is based on Dr Tim Baker’s unique Influencing Capabilities Framework. Practical and easy to implement tools are shared during this presentation.
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and donts when giving team members feedback that make a difference?
Most meetings are perceived as a waste of time. How can meetings be more efficient and effective? Leaders have a responsibility to facilitate productive meetings. Being good at running meetings is the hallmark of a good leader. Some practical tips are covered.
The Five Conversations Framework: A Highly Effective Alternative to the Perfo...WINNERS-at-WORK Pty Ltd
Many organisations are abandoning their traditional performance review. But what are they replacing it with? There is a bewildering array of possibilities out there. But the key is to shift the emphasis from performance appraisal to performance development. In this presentation I explain the Five Conversations Framework and how it can be easily be implemented to facilitate extraordinary results in performance improvement. Learn how this framework can be applied in your organisation easily and effortlessly.
Personal branding how to increase your influence in 10 stepsOM ThreeSixty
Brands are everywhere. In today’s world, branding doesn’t only apply to companies, it’s personal as well. Some people have a personal brand which is also a company brand, such as some fashion designers, elite athletes, stars and artists. For many people, personal branding has a lot to do with reputation management, taking a strategic approach to one’s career and leading with influence and impact.
Here are 10 steps to taking a more proactive approach to personal branding.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Dealing with a multitude of different personalities is a core capability of a leader. What are the motivations of the various personalities and how does a leader deal with them, particularly those who have a different personality to the leader? Seeing the world through the eyes of others is critically important for any leader to be effective.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
Everybody is is the business of influence. we try to influence our boss, we try to influence our team, we try to influence our colleagues ... our partner ... our children. It never ends. And guess what: they are trying to influence us too. Influence is critical; to our success.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
All managers and leaders are in the influencing business. We need to persuade people every day to take certain courses-of-action or thinking differently about a situation. This presentation explores the four influencing strategies and how you can improve your ability to influence ethically and honestly. The broadcast is based on Dr Tim Baker’s unique Influencing Capabilities Framework. Practical and easy to implement tools are shared during this presentation.
By the end of this broadcast, you will be able to:
• Identify the four main influencing strategies and understand their strengths and opportunities.
• Apply several practical tools to strengthen your influencing capability.
• Appreciate the importance and value of influence as a leader.
This unit considers the four influencing strategies to influence anybody about anything. Preceding this session, participants will complete the online Influencing Capabilities Profile. This session will debrief on the four strategies and consider their application for presenting with persuasion.
All managers and leaders are in the influencing business. We need to persuade people every day to take certain courses-of-action or thinking differently about a situation. This presentation explores the four influencing strategies and how you can improve your ability to influence ethically and honestly. The broadcast is based on Dr Tim Baker’s unique Influencing Capabilities Framework. Practical and easy to implement tools are shared during this presentation.
By the end of this broadcast, you will be able to:
• Identify the four main influencing strategies and understand their strengths and opportunities.
• Apply several practical tools to strengthen your influencing capability.
• Appreciate the importance and value of influence as a leader.
Response 1i would like to discuss about the first part which.docxfathwaitewalter
Response 1
i would like to discuss about the first part which is People. Even though all the parts which Kirk described are important still I believe in order to fulfill the project the first responsibility I to know the expectation of the stakeholders and audiences.
Audiences are the receivers of messages. Typically, companies or organizations are “pushing” information out to audiences – disseminating material without the goal of listening in return. A common example is when companies issue news releases. They have information about an event, an acquisition or a policy decision that is important for their audiences to know, but they most likely are not looking for those audiences to weigh in at the time of release – just like Jerry Seinfeld. He is telling us his jokes and humorous observations.
Stakeholders, on the other hand, are groups or individuals who are directly impacted by the decisions and actions of an organization or company. And that table can turn – stakeholders can impact an organization with their decisions and actions. They actively participate in an organization’s reputation management. That’s why it is important for organizations to take the time and resources to listen to their stakeholders and understand their expectations. Then, that organization can share back with its stakeholders how its meeting those expectations through its business operations, social impact and financial stability. A dialogue has started. And by engaging with its stakeholders, an organization is in a better position to actively practice reputation management by adapting, preparing or responding if an issue arises or becomes a crisis. In the scenario above, before a company makes a major decision about an event, an acquisition or a policy change – if reputation management is a genuine priority – it has sought and taken into account the input of its stakeholders.
Stakeholders’ perceptions and actions play a crucial role in an organization’s reputation management.
Reference: Kirk, A. (2016). Data Visualisation: A Handbook for Data Driven Design (p. 50). SAGE Publications.
Response 2
I chose “Resources: skills, technology” to discuss why Kirk states it will impact my critical thinking and shape my ambition.
Skills, you must take inventory of the available capabilities on the team. You may take inventory of yourself, on the personal capabilities that you possess. Not only offer what skills you have and what skills you don’t, but also which of these skills are you good at. What skills go you have available as a team and what weaknesses exist. Working as a team some skills can be compensated for or enhanced. By recognizing the available talent in the group, you should choose and place wisely to optimize available resources. The availability and optimal utilization (critical thinking) of skills can shape ambition.
Technology tools are plentiful for data visualization and becoming more and more holistic.Meaning there are some packages that ...
This is lecture 2 about the change management principles of sourcing. Mostly the sourcing approach is used as a five of seven step approach. This lecture will make clear that sourcing is a fundamental change an should be managed with the principles of change management.
Change is often done poorly. This is because the focus is often on process and not people. Organisational change is about changing people, not processes.
We spend a significant part of our lives in meetings, whether they are face-to-face or remote. Most meetings we attend are ineffective. Facilitating effective meetings is a core leadership skill.
If there are two people on a desert island there will be conflict. Therefore, learning to deal effectively with conflict is important to you and your success.
Feedback is the breakfast of champions. Feedback should be a conversation; I dialogue, not a monologue. In this video we consider the principles of feedback.
Assessing candidate’s potential, regardless of whether they’re within or outside the firm, is increasingly more important in a dynamic workplace. In a changing work setting, future potential is more valuable than past experience.
Experience still counts. But future potential is becoming increasingly important.
HR still relies on the behavioral interviewing technique. "Can you explain a time when you had to do ... " is a typical approach.
How then do we assess people based on their future potential? Is it reliable?
With the world transforming at a dizzying rate, beyond apparent major trends, it’s tricky to predict what the future holds. What’s worked in the past is therefore no guarantee that it will work in the future. With the relentless intrusion of AI, the way jobs are done is constantly transforming. Some jobs are disappearing. Some jobs are emerging. In this milieu, future potential rather than past competency is a more prized.
This short webinar will provide you with some practical ways of assessing future potential.
This information comes from Dr Tim Baker's forthcoming book, "The Future of Human Resources: Unlocking Human Potential."
Dr. Tim Baker, according to international coaching gutru, Marshall Goldsmith, is one of the world’s leading HR experts. In this short presentation, Tim introduces the 13 mindsets that need changing.
He acknowledges that many companies are in transit between the current and new thinking. It’s undoubtedly true too that a small number of businesses have made a successful shift to the necessary future states. And also there are many companies who are stuck in old thinking.
For example, they may have abolished their traditional appraisal system and moved to a process of regular developmental conversations between managers and team members (Shift 11). But that same company may still be wedded to selecting new hires solely based on their past experience and not developed a process to assess future potential (Shift 1). Regardless of where your organization may sit, the model gives you a useful tool to evaluate your HR practices in the context of the employee lifecycle.
This material comes from Dr. Tim Baker's new book, "The Future of Human Resources: Unlocking Human Potential."
Do you want to boost performance, build trust, enhance engagement, and create a culture of conversation?
The Five Conversations Framework is based on five themed conversations that you have with each of your people, one theme per month, for five months out of six. This means that each topic is covered twice in a year, helping you review their development easily.
A conversation with your team member should last around 15 minutes, and focus on one of the following themes:
Climate Review: To measure her job satisfaction and morale.
Strengths and Talents: To identify and develop her innate abilities.
Opportunities for Growth: To improve her performance and standards.
Learning and Development: To identify and support future learning opportunities.
Innovation and Continuous Improvement: To improve her own and your team's effectiveness in line with business needs.
This approach comes from Dr. Tim Baker's latest book, "The Future of Human Resources: Unlocking Human Potential."
More research is emerging that the key to high-performing teams is the effectiveness of the relationship dimension within the team. Yet, it is the task dimension that gets the most focus in teams. Join me to identify the three elements of the relationship dimension that makes all the difference and how this can be harnessed.
What are these three elemets and how can they be cultivated to move a team from a mediocre performing to high performing team?
This information comes from Dr. Tim Baker's book, "Winning Teams: The Eight Characteristics of High Performing Teams.
What is team identity and why is it critical for team success?
Join me to discover the three key factors that make up team identity and how these factors can be boosted by the team leader to accelerate performance.
Team identity is the extent to which a team member identifies with the team they belong to, rather than the organization. It is not the same as team cohesion. All high performing teams have a healthy team identity.
Not only will you have a better understanding of the attributes of team identity, you will have the practical steps to shape this.
The content from this session comes from Dr. Tim Baker's latest book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams".
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
In our outrageously busy world we don't have time to attend to improving how our team functions. And when we do find time, it's usually because of a crisis and then the need to change is a necessity.
We have plenty of time to work in the business, but not on the business. When was the last time you took time out to look under the bonnet of the car? When was the last time you downed tools and looked at team improvements?
All high performing teams are in a constant state of improvement.
Continuous improvement doesn't need to take up too much time and can make a huge difference to performance.
Learn a simple tool for continuous improvement that can be applied with powerful results that will massively improve performance.
This information comes from Dr. Tim Baker's book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams."
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
The After-Action Review is one of the most powerful learning tools known. It doesn't take much time and can reap brilliant results.
About this event
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
Feedback is not always received the way it is intended. How can defensiveness be overcome?
About this event
Surveys consistently show that employees feel they aren't getting enough feedback. We also know that frequent feedback and high levels of engagement go hand-in-hand.
How do we encourage leaders to give more constructive feedback? What are the ways to make feedback palatable and impactful?
There are several ways to give feedback without the other person getting defensive. The key is to get the recipient of the feedback engaged in the feedback. Feedback should be a dialogue, not a monologue.
This presentation considers four practical and easy-to-implement ways of giving feedback. This material comes from Tim Baker's new book, "Breaking The Proactive Paradox."
Feedback is challenging face-to-face. But remote feedback is even more challenging.
About this event
Giving feedback can be challenging in any situation. But remote feedback has its own challenges, whether it's positive or constructive. This webinar canvasses a few of main challenges.
The obvious difficulty is that you’re not in the same physical space. Although some managers might think that’s positive! Furthermore, you don’t have a first-hand observation of what your team member is doing, or not doing. So how does one get feedback under these conditions?
It’s natural for constructive feedback to have a stronger emotional reaction then positive feedback. We tend to ruminate more over criticism, even if its constructive.
Given the additional stress that people are facing with Covid-19, negative feedback becomes even more tricky to give and receive. During this pandemic, employees are easily going to feel defensive when they receive criticism.
This webinar is based on Dr. Tim Baker's latest book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
Giving feedback is an art and science. But there are several elements that can make the difference.
About this event
Surveys constantly show that employees want more feedback from their managers. Furthermore, the surveys suggest that employees want more constructive as well as positive feedback. Often managers are reluctant to give more feedback because of a fear that it won't be received the right way by the recipient.
Studies show that more feedback leads to higher levels of engagement.
This webinar explores several key elements that are critical for feedback to be effective. They are simple to implement and will make a significant difference in its impact, if done by the manager.
This content comes from Dr. Tim Baker's new book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
The SuperTeam combined human beings with AI. This shifts the focus from competition between people and smart machines to collaboration.
About this event
To work collaboratively, an understanding and appreciation of the strengths and weaknesses of humans and machines is the starting point. How can machines enhance the work of employees? What do humans now do better than machines? Teams can then allocate work responsibilities based on the answers to these two questions. Machines and people then become a partnership that Wilson and Daugherty call collaborative intelligence.
The concept of the “super job” is discussed by management consultant, Erica Vollini, and colleagues, in the article, From Jobs to Superjobs. Super jobs are jobs that combine work and responsibilities with technology to broaden the scope of the work performed. These super jobs combine what humans and machines do best to magnify the productive impact of work.
SuperTeams are an extension of this idea. These teams combine people and machines to leverage their collective capabilities to solve problems, gain insights, and create value. Thomas Malone of MIT has been exploring how groups of humans and machines can work together to achieve new levels of intelligence. This is that Wilson and Daugherty of Accenture, refer to as collaborative intelligence.
Join me for an interesting overview of the new world of work that will be dominated by the SuperTeam.
This material comes from Dr. Tim Baker's latest book, "The Future of Human Resources: Unlocking Human Potential."
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
8. The Inquisitive Investigator
Investigators like to
marshal their facts &
figures & assertively
advance their argument.
They use logic to persuade
& tend to be methodical &
structured in their
approach.
Al Gore
9. The Inquisitive Investigator
Police, scientists &
researchers
Workplace incidents such
as safety or harassment.
Large scale change
initiatives when you want
people to be onboard
10. The Clear Calculator
Calculators like to
promote the positives of a
proposal & highlight the
weaknesses in the current
position. People know
where they stand with
calculators. They use logic
to advance their cause.
Generally calculators are
good debaters.
Margaret Thatcher
11. The Clear Calculator
Sales people, financial
advisors, animal trainers,
teachers.
Any new change in the
workplace that will affect
employees & their working
methods requires a leader to
sell the positives of the
change; e.g., harassment &
bullying legislation training.
Situations where the direction
is vague & unclear; e.g., your
belief we should create a new
market for a product.
12. The Mindful Motivator
Motivators use emotion to
influence. They are big
picture thinkers that link a
cause with a compelling
vision of the future.
Motivators often have a
way with words & can
define a simple and
convincing vision.
Martin Luther-King
13. The Mindful Motivator
Entrepreneurs, advertising
executives, PR agents,
artistic directors.
Developing a new
strategic direction that
requires the hearts &
minds of people.
Unclear about the
rationale for a new
initiative; e.g., unexpected
cost cutting.
14. The Collegial Collaborator
Collaborators also
influence using emotion.
But they persuade people
by involving them in the
decision. Collaborators are
great team builders. They
engage people's hearts &
minds.
Mother Teresa
15. The Collegial Collaborator
Conductor of an orchestra,
funeral directors,
choreographers.
In circumstances where
there are diverse &
strongly held views; e.g.,
team development.
People need to know the
logic & rationale behind a
decision, e.g., introducing
a new CRM system.
22. Mod 1 – The Ingredients of Effective Feedback
(Friday 17th of February, 2017 from 12pm to 1pm AEST)
Mod 2 – Enhancing Your Personal Influence
(Friday 17th of March, 2017 from 12pm to 1pm AEST)
Mod 3 – Optimising Team Performance
(Friday 7th of April, 2017 from 12pm to 1pm AEST)
Mod 4 – Getting the Very Best from People
(Friday 28th of April, 2017 from 12pm to 1pm AEST)
Mod 5 – Understanding People and their
Personalities
(Friday 19th of May, 2017 from 12pm to 1pm AEST)
Mod 6 – Facilitating Effective Meetings
(Friday 16th of June, 2017 from 12pm to 1pm)