This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of selecting the right people, focusing on candidates with a track record of getting things done rather than just talking about ideas.
2) Seven essential behaviors for leaders to support execution, including knowing the business, insisting on realism, setting clear goals, following through, rewarding results, developing people's skills, and self-awareness.
3) Creating a framework for cultural change centered around execution, by clearly defining expectations for results and coaching people on how to achieve them while rewarding success and addressing shortcomings. The
Execution Book by Larry Bossidy and Ram Charan SummaryDr. N. Asokan
The document discusses the importance of execution in business. It defines execution as the systematic process of rigorously implementing strategy through questioning, analysis, and follow-through. The key to execution is linking strategy to operations and people. Execution requires clear goals, accountability, expanding capabilities, and rewarding performance. It is the job of leaders to execute through behaviors like knowing the business, insisting on realism, following through on commitments, and coaching others.
The document summarizes interviews with 85 CEOs and C-suite executives about what they look for in leaders. When asked about leadership, the CEOs emphasized vision, communication, culture-building, flexibility, and teamwork. They said leaders must inspire commitment to organizational goals. Regarding attitudes and aptitudes, the CEOs stressed communication skills, understanding others, and commitment. Their words of wisdom focused on interpersonal relationships, active listening, understanding decision consequences, face-to-face communication over social media, and focusing on small successes.
Nonprofit Succession Planning: Leading By Sharing PowerBloomerang
https://bloomerang.co/resources/webinars/
Andy Robinson will help you understand the value of succession planning to nonprofits (and the risks of poor or non-existent transition plans).
Master Class Consultancy Fundamentals. Attendants: Young Professionals. Topics: Block, Schein, Drucker, Bazerman, Kubr, French & Raven, Novak, Quinn, Scheepers a.o.
Topic at hand: succession as well as personal branding.
This document discusses seven ideas for leadership: 1) Developing a clear vision and strategic goals, 2) Defining your organization's values and preferred behaviors, 3) Engaging employees by addressing low engagement, 4) Actively listening to employees, 5) Challenging the status quo, 6) Developing other leaders rather than just followers, 7) Taking action rather than just taking notes. It provides examples and research to support developing leadership in these seven areas to improve organizational performance, culture and employee retention.
The document discusses finding and using one's voice to inspire and lead others. It begins by outlining the pain of people feeling unfulfilled at work, and proposes the solution is transcending negative mindsets like ego and competitiveness. It then discusses discovering one's voice through gifts like free will and different types of intelligence. Expressing one's voice involves developing energy into vision, discipline, passion and conscience. The leadership challenge is enabling people to realize their potential by contributing their talents and passion. Leaders must model the four intelligences and empower others while holding them accountable. The document emphasizes the importance of trustworthiness, communication, and blending voices to find third alternatives. It discusses pathfinding a shared vision and executing through alignment,
Communication Skills- Sneak Peak from My CourseRadhia Benalia
This is a Sneak Peak from my Course. The PPT is of course accompanied with case studies, templates, hypothetical scenarios, videos, and group activities.
Execution Book by Larry Bossidy and Ram Charan SummaryDr. N. Asokan
The document discusses the importance of execution in business. It defines execution as the systematic process of rigorously implementing strategy through questioning, analysis, and follow-through. The key to execution is linking strategy to operations and people. Execution requires clear goals, accountability, expanding capabilities, and rewarding performance. It is the job of leaders to execute through behaviors like knowing the business, insisting on realism, following through on commitments, and coaching others.
The document summarizes interviews with 85 CEOs and C-suite executives about what they look for in leaders. When asked about leadership, the CEOs emphasized vision, communication, culture-building, flexibility, and teamwork. They said leaders must inspire commitment to organizational goals. Regarding attitudes and aptitudes, the CEOs stressed communication skills, understanding others, and commitment. Their words of wisdom focused on interpersonal relationships, active listening, understanding decision consequences, face-to-face communication over social media, and focusing on small successes.
Nonprofit Succession Planning: Leading By Sharing PowerBloomerang
https://bloomerang.co/resources/webinars/
Andy Robinson will help you understand the value of succession planning to nonprofits (and the risks of poor or non-existent transition plans).
Master Class Consultancy Fundamentals. Attendants: Young Professionals. Topics: Block, Schein, Drucker, Bazerman, Kubr, French & Raven, Novak, Quinn, Scheepers a.o.
Topic at hand: succession as well as personal branding.
This document discusses seven ideas for leadership: 1) Developing a clear vision and strategic goals, 2) Defining your organization's values and preferred behaviors, 3) Engaging employees by addressing low engagement, 4) Actively listening to employees, 5) Challenging the status quo, 6) Developing other leaders rather than just followers, 7) Taking action rather than just taking notes. It provides examples and research to support developing leadership in these seven areas to improve organizational performance, culture and employee retention.
The document discusses finding and using one's voice to inspire and lead others. It begins by outlining the pain of people feeling unfulfilled at work, and proposes the solution is transcending negative mindsets like ego and competitiveness. It then discusses discovering one's voice through gifts like free will and different types of intelligence. Expressing one's voice involves developing energy into vision, discipline, passion and conscience. The leadership challenge is enabling people to realize their potential by contributing their talents and passion. Leaders must model the four intelligences and empower others while holding them accountable. The document emphasizes the importance of trustworthiness, communication, and blending voices to find third alternatives. It discusses pathfinding a shared vision and executing through alignment,
Communication Skills- Sneak Peak from My CourseRadhia Benalia
This is a Sneak Peak from my Course. The PPT is of course accompanied with case studies, templates, hypothetical scenarios, videos, and group activities.
This document summarizes a presentation about leadership qualities and effective leadership. It discusses the differences between management and leadership, important leadership qualities like integrity, vision, and empowering employees. It provides tips for developing high-performance workplaces, such as effective communication, recognizing accomplishments, and coaching employees. Throughout, it emphasizes qualities like trust, serving others, solving problems, and creating a shared vision and purpose.
Authentic Leadership - Focusing on Strengths and SolutionsTim Bright
This document discusses authentic leadership and focuses on strengths and solutions. It defines authentic leadership as being true to yourself and outlines different approaches. It advocates shifting management approaches from continuous improvement focused on problems and weaknesses, to a solutions focus and strengths-based development that looks at what is working well. The key message is to be yourself more with skill, get to know yourself and others better, and help teams identify and build on their strengths for improved performance and engagement.
This document provides guidance and questions for leaders to reflect on and improve their leadership. It discusses the importance of self-awareness, seeking feedback, learning from failures and disruptions, releasing anchors like perfectionism, and focusing outward on developing others. Leaders are encouraged to challenge themselves, evaluate their performance critically, and make progress through small actions. Regular reflection on questions like what employees experience working for the leader can help identify areas for growth. Overall it emphasizes that leadership development requires ongoing learning, humility, and courage to acknowledge shortcomings.
The document discusses how to find one's voice and lead effectively. It describes how most people are unfulfilled at work due to a lack of involvement in organizational goals. It also discusses discovering one's voice through four types of intelligence and expressing one's voice through developing vision, discipline, passion and conscience. Finally, it emphasizes the importance of empowering others and creating alignment around shared goals and values to lead successfully.
This document provides an agenda and materials for a workshop on managing people. The agenda includes discussions of management fundamentals, a case study, assessing jobs and teams' behavioral patterns, setting job targets, and a software demonstration. The document seeks to help managers maximize their effectiveness with individuals and teams by aligning strengths and job requirements.
This document provides tips for finding a mentor, including identifying your goals and needs, evaluating potential characteristics and skills to look for in a mentor, creating a list of potential mentors, applying criteria to evaluate mentors, and approaching and selling yourself to prospective mentors. It recommends identifying what you can offer, having a brief self-introduction prepared, and transforming critical thoughts from your "inner critic" into encouraging messages from your "inner coach" when networking.
This session will engage participants in ways to fully leverage the LPI® to drive behavior change in workshop participants and culture change in the organizations they lead. Beyond interpretation of the results, themes, and development plans, we’ll explore techniques to go deeper with individuals. In addition to sharing our own insights and experience, we’ll facilitate table discussions and best practice sharing on topics such as powerful questions, tapping into genuine motivation, dealing with resistance, and ways to reinforce behavior change.
Renee Harness is the founder of Harness Leadership, a Certified Master Facilitator of The Leadership Challenge®, and key developer of LPI® Coach Certificate Program. Working with leaders at every level of an organization, her goal is to engage, inspire, and involve people in making meaningful contributions to their work, their communities, and their worlds.
Amy Dunn is a member of Integris Performance Advisor’s consulting team and focuses on facilitation of The Leadership Challenge®, LPI® coaching, The Five Behaviors of a Cohesive Team®, talent management, and meeting design and facilitation. Amy’s greatest professional joy comes from optimizing talent – within individuals, teams, and organizations.
360 leaders lead both up and down the organizational hierarchy through influence rather than formal authority. They take time to understand people at different levels and connect with them at their own pace. Effective 360 leaders express care for others, pay attention for signs people may be avoiding them, and prioritize developing people both individually and for the organization's goals. They model the behaviors they want to see, such as honesty, learning, and inspiring action.
Teachers are seen as leaders in their schools and play an important role in student achievement and school culture. However, many school districts struggle to attract and retain qualified candidates for leadership positions. The document discusses concepts from leadership literature like confronting "brutal facts", having the right people in key positions, developing a culture of discipline, and viewing technology as an accelerator rather than a driver of success. It encourages teachers to see themselves as leaders and analyze how their school compares to highly successful organizations to help move from being good to great.
Influence stakeholders through leadership by Mr. Gaby AwadPMILebanonChapter
Mr. Gaby Awad was the speaker for the month of September 2017 in PMI Lebanon Chapter and he discussed Project Leadership and what does it take to align Leadership ‘laws’ into the process of influencing stakeholders.
Talking Points & Agenda:
“Becoming a Person of Influence” is a model for anyone who aspires to grow as a leader. Based on a book written in tandem by Dr. John C. Maxwell and Jim Dornan, the book spells out ten fundamental qualities that define influencers. The authors carefully point out that a person’s influence does not develop overnight, but rather through a progression of four stages: modeling, motivating, mentoring, and multiplying. Influence can be acquired, but it only grows in increments. The good news is that no matter where you stand on the stairway of influence, there are learnable qualities to help you climb to the next step. Key concepts discussed in the talk:
Key Leadership Laws in the context of Project & Stakeholder Management:
The Law of the Lid
The Law of Influence
The Law of Buy-in
I – Integrity with People
N – Nurturing People
F – Faith in People
L – Listening to People
U – Understanding People
E – Enlarging People
N – Navigating for People
C – Connecting with People
E – Empowering Others
R – Reproducing Others
This document discusses strategies for motivating and retaining employees through encouragement. It emphasizes the importance of clear standards, high expectations, recognition, and celebrating accomplishments. Employees want appreciation for their work and involvement from their leaders. Leaders who develop relationships, express warmth, communicate values, and listen to employees help create satisfied teams. Regular encouragement involves setting goals, providing feedback, recognizing contributions, sharing success stories, and leading by example through one's own encouragement of others.
This document discusses seven ideas for effective leadership: 1) Developing a clear vision for the future that inspires and motivates people. 2) Leading by example and aligning actions with a company's values. 3) Engaging employees by listening to them and setting up feedback systems. 4) Measuring and increasing employee engagement to boost productivity, loyalty and profits. 5) Encouraging employees to challenge the status quo and revolutionize processes. 6) Creating other leaders within the organization rather than just followers. 7) Taking action to implement ideas rather than just discussing them. The document emphasizes that leadership is important for business success and providing inspiration, motivation and clear direction to employees.
This document discusses seven ideas for effective leadership: 1) Developing a clear vision for the future that inspires and motivates people. 2) Leading by example and aligning actions with a company's values. 3) Engaging employees by listening to them and setting up feedback systems. 4) Measuring and increasing employee engagement to boost productivity, loyalty and profits. 5) Encouraging employees to challenge the status quo and revolutionize processes. 6) Creating other leaders within the organization rather than just followers. 7) Taking action to implement ideas rather than just discussing them. The document emphasizes that leadership is important for business success and providing inspiration, motivation and clear direction to employees.
This document summarizes a presentation on building a culture of motivation. It discusses:
1. The costs of disengaged employees to businesses in lost productivity.
2. The difference between motivation, which drives employees, and engagement, which is the extent employees are plugged into their work.
3. Actions and behaviors of motivated employees like giving 100% effort and being proactive.
4. Actions of engaged employees like using their talents daily and having emotional commitment.
5. Focusing on intrinsic rather than extrinsic motivators like autonomy, mastery, and purpose to better engage conceptual thinkers.
Effective Conversations with Peers and Managers.xlsx.pptxShivamKasana2
The document provides guidance on effective communication and feedback techniques. It discusses the HEAR model for active listening, which involves listening without interrupting, understanding feelings and perspectives, and showing empathy. It also covers different communication styles, the importance of feedback for engagement and performance, and pillars of effective feedback like appreciative inquiry and balancing positive and negative feedback. Additional sections provide a STAR framework for structured feedback and the GROW model for developmental conversations. The key takeaway is that preparation, empathy, appreciation, structure, and a focus on growth and the future are important for successful performance and career-focused conversations.
How to Motivate and Empower Globally-Competitive Teams of Content ProfessionalsSaiff Solutions, Inc.
Barry Saiff is a technical communications leader with 32 years of experience leading writing teams at six US companies. He founded Saiff Solutions, Inc. in 2011 to provide content development services to Fortune 500 companies. In his presentation, he discussed keys to successful management including caring for employees, ensuring access to managers, treating people with respect, empowering employees, and managing cross-cultural teams with integrity. He emphasized the importance of vision, training, respect, empowerment, and expecting excellence from employees.
The document discusses the five key skills, or "Five C's", for effective people management: Create, Comprehend, Communicate, Collaborate, and Confront. It describes each C in detail. Create involves recruiting the right people and providing training. Comprehend means understanding individuals' personalities and motivations. Communicate is conveying needs clearly to the team. Collaborate is sharing responsibility and delegating. Confront is addressing conflicts directly to avoid resentment. The Five C's form a holistic approach that delivers results through developing motivated employees.
The document provides an agenda for a management training session. It includes icebreakers, ground rules, management fundamentals like 1-on-1 meetings and delegation, a case study, tools for understanding employee behaviors and team dynamics, and guidance for managing both people and their jobs. The session aims to help managers maximize their effectiveness, align their teams, and identify strengths.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
This document summarizes a presentation about leadership qualities and effective leadership. It discusses the differences between management and leadership, important leadership qualities like integrity, vision, and empowering employees. It provides tips for developing high-performance workplaces, such as effective communication, recognizing accomplishments, and coaching employees. Throughout, it emphasizes qualities like trust, serving others, solving problems, and creating a shared vision and purpose.
Authentic Leadership - Focusing on Strengths and SolutionsTim Bright
This document discusses authentic leadership and focuses on strengths and solutions. It defines authentic leadership as being true to yourself and outlines different approaches. It advocates shifting management approaches from continuous improvement focused on problems and weaknesses, to a solutions focus and strengths-based development that looks at what is working well. The key message is to be yourself more with skill, get to know yourself and others better, and help teams identify and build on their strengths for improved performance and engagement.
This document provides guidance and questions for leaders to reflect on and improve their leadership. It discusses the importance of self-awareness, seeking feedback, learning from failures and disruptions, releasing anchors like perfectionism, and focusing outward on developing others. Leaders are encouraged to challenge themselves, evaluate their performance critically, and make progress through small actions. Regular reflection on questions like what employees experience working for the leader can help identify areas for growth. Overall it emphasizes that leadership development requires ongoing learning, humility, and courage to acknowledge shortcomings.
The document discusses how to find one's voice and lead effectively. It describes how most people are unfulfilled at work due to a lack of involvement in organizational goals. It also discusses discovering one's voice through four types of intelligence and expressing one's voice through developing vision, discipline, passion and conscience. Finally, it emphasizes the importance of empowering others and creating alignment around shared goals and values to lead successfully.
This document provides an agenda and materials for a workshop on managing people. The agenda includes discussions of management fundamentals, a case study, assessing jobs and teams' behavioral patterns, setting job targets, and a software demonstration. The document seeks to help managers maximize their effectiveness with individuals and teams by aligning strengths and job requirements.
This document provides tips for finding a mentor, including identifying your goals and needs, evaluating potential characteristics and skills to look for in a mentor, creating a list of potential mentors, applying criteria to evaluate mentors, and approaching and selling yourself to prospective mentors. It recommends identifying what you can offer, having a brief self-introduction prepared, and transforming critical thoughts from your "inner critic" into encouraging messages from your "inner coach" when networking.
This session will engage participants in ways to fully leverage the LPI® to drive behavior change in workshop participants and culture change in the organizations they lead. Beyond interpretation of the results, themes, and development plans, we’ll explore techniques to go deeper with individuals. In addition to sharing our own insights and experience, we’ll facilitate table discussions and best practice sharing on topics such as powerful questions, tapping into genuine motivation, dealing with resistance, and ways to reinforce behavior change.
Renee Harness is the founder of Harness Leadership, a Certified Master Facilitator of The Leadership Challenge®, and key developer of LPI® Coach Certificate Program. Working with leaders at every level of an organization, her goal is to engage, inspire, and involve people in making meaningful contributions to their work, their communities, and their worlds.
Amy Dunn is a member of Integris Performance Advisor’s consulting team and focuses on facilitation of The Leadership Challenge®, LPI® coaching, The Five Behaviors of a Cohesive Team®, talent management, and meeting design and facilitation. Amy’s greatest professional joy comes from optimizing talent – within individuals, teams, and organizations.
360 leaders lead both up and down the organizational hierarchy through influence rather than formal authority. They take time to understand people at different levels and connect with them at their own pace. Effective 360 leaders express care for others, pay attention for signs people may be avoiding them, and prioritize developing people both individually and for the organization's goals. They model the behaviors they want to see, such as honesty, learning, and inspiring action.
Teachers are seen as leaders in their schools and play an important role in student achievement and school culture. However, many school districts struggle to attract and retain qualified candidates for leadership positions. The document discusses concepts from leadership literature like confronting "brutal facts", having the right people in key positions, developing a culture of discipline, and viewing technology as an accelerator rather than a driver of success. It encourages teachers to see themselves as leaders and analyze how their school compares to highly successful organizations to help move from being good to great.
Influence stakeholders through leadership by Mr. Gaby AwadPMILebanonChapter
Mr. Gaby Awad was the speaker for the month of September 2017 in PMI Lebanon Chapter and he discussed Project Leadership and what does it take to align Leadership ‘laws’ into the process of influencing stakeholders.
Talking Points & Agenda:
“Becoming a Person of Influence” is a model for anyone who aspires to grow as a leader. Based on a book written in tandem by Dr. John C. Maxwell and Jim Dornan, the book spells out ten fundamental qualities that define influencers. The authors carefully point out that a person’s influence does not develop overnight, but rather through a progression of four stages: modeling, motivating, mentoring, and multiplying. Influence can be acquired, but it only grows in increments. The good news is that no matter where you stand on the stairway of influence, there are learnable qualities to help you climb to the next step. Key concepts discussed in the talk:
Key Leadership Laws in the context of Project & Stakeholder Management:
The Law of the Lid
The Law of Influence
The Law of Buy-in
I – Integrity with People
N – Nurturing People
F – Faith in People
L – Listening to People
U – Understanding People
E – Enlarging People
N – Navigating for People
C – Connecting with People
E – Empowering Others
R – Reproducing Others
This document discusses strategies for motivating and retaining employees through encouragement. It emphasizes the importance of clear standards, high expectations, recognition, and celebrating accomplishments. Employees want appreciation for their work and involvement from their leaders. Leaders who develop relationships, express warmth, communicate values, and listen to employees help create satisfied teams. Regular encouragement involves setting goals, providing feedback, recognizing contributions, sharing success stories, and leading by example through one's own encouragement of others.
This document discusses seven ideas for effective leadership: 1) Developing a clear vision for the future that inspires and motivates people. 2) Leading by example and aligning actions with a company's values. 3) Engaging employees by listening to them and setting up feedback systems. 4) Measuring and increasing employee engagement to boost productivity, loyalty and profits. 5) Encouraging employees to challenge the status quo and revolutionize processes. 6) Creating other leaders within the organization rather than just followers. 7) Taking action to implement ideas rather than just discussing them. The document emphasizes that leadership is important for business success and providing inspiration, motivation and clear direction to employees.
This document discusses seven ideas for effective leadership: 1) Developing a clear vision for the future that inspires and motivates people. 2) Leading by example and aligning actions with a company's values. 3) Engaging employees by listening to them and setting up feedback systems. 4) Measuring and increasing employee engagement to boost productivity, loyalty and profits. 5) Encouraging employees to challenge the status quo and revolutionize processes. 6) Creating other leaders within the organization rather than just followers. 7) Taking action to implement ideas rather than just discussing them. The document emphasizes that leadership is important for business success and providing inspiration, motivation and clear direction to employees.
This document summarizes a presentation on building a culture of motivation. It discusses:
1. The costs of disengaged employees to businesses in lost productivity.
2. The difference between motivation, which drives employees, and engagement, which is the extent employees are plugged into their work.
3. Actions and behaviors of motivated employees like giving 100% effort and being proactive.
4. Actions of engaged employees like using their talents daily and having emotional commitment.
5. Focusing on intrinsic rather than extrinsic motivators like autonomy, mastery, and purpose to better engage conceptual thinkers.
Effective Conversations with Peers and Managers.xlsx.pptxShivamKasana2
The document provides guidance on effective communication and feedback techniques. It discusses the HEAR model for active listening, which involves listening without interrupting, understanding feelings and perspectives, and showing empathy. It also covers different communication styles, the importance of feedback for engagement and performance, and pillars of effective feedback like appreciative inquiry and balancing positive and negative feedback. Additional sections provide a STAR framework for structured feedback and the GROW model for developmental conversations. The key takeaway is that preparation, empathy, appreciation, structure, and a focus on growth and the future are important for successful performance and career-focused conversations.
How to Motivate and Empower Globally-Competitive Teams of Content ProfessionalsSaiff Solutions, Inc.
Barry Saiff is a technical communications leader with 32 years of experience leading writing teams at six US companies. He founded Saiff Solutions, Inc. in 2011 to provide content development services to Fortune 500 companies. In his presentation, he discussed keys to successful management including caring for employees, ensuring access to managers, treating people with respect, empowering employees, and managing cross-cultural teams with integrity. He emphasized the importance of vision, training, respect, empowerment, and expecting excellence from employees.
The document discusses the five key skills, or "Five C's", for effective people management: Create, Comprehend, Communicate, Collaborate, and Confront. It describes each C in detail. Create involves recruiting the right people and providing training. Comprehend means understanding individuals' personalities and motivations. Communicate is conveying needs clearly to the team. Collaborate is sharing responsibility and delegating. Confront is addressing conflicts directly to avoid resentment. The Five C's form a holistic approach that delivers results through developing motivated employees.
The document provides an agenda for a management training session. It includes icebreakers, ground rules, management fundamentals like 1-on-1 meetings and delegation, a case study, tools for understanding employee behaviors and team dynamics, and guidance for managing both people and their jobs. The session aims to help managers maximize their effectiveness, align their teams, and identify strengths.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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6. • What they are overlooking is that the quality of their people is
what really creates sustainable competitive advantages.
• If you look at any business that’s consistently successful you will
find that its leader focus intensely on people selection .
• Common sense tells us that “RIGHT PEOPLE SHOULD HAVE
TO BE IN THE RIGHT JOB” yet so often they aren’t .
7. • The leaders who make these errors aren’t personally committed to
the people process and deeply engaged in it. To avoid such
problems , the book tells us that , leaders need to commit at least
40% of their time and emotional energy to selecting , appraising,
and developing people.
• This immense personal commitment is time consuming and full
of emotional wear and tear in giving feedback , conducting
dialogues , and exposing your judgement to others.
• But the foundation of the great company is
“THE WAY IT DEVELOPE ITS PEOPLE.”
9. WHAT KIND OF PEOPLE ARE YOU
LOOKING FOR?
• Ceo’s and other senior executives are too often seduced by the
educational and intellectual qualities of the candidates the
interview, they evaluate how articulate and visionary the
candidate is , they don’t ask the most important question….. How
good is this person at getting things done ?
• There is very little correlation between people who talk of good
game and those who get things done come hell or high water.
• If you want to build a company which has excellent discipline of
“Execution” , you have to select the doer instead of the talker.
10. • Interviewers rarely take into persons record to see how they actually
performed ,in their previous jobs in contrast Bossidy asks questions like
these :
• How do you set priorities ?
• Did you include other people in the decisions you made ?
• Can you justifiably take the credits (say for good financial results)?
People jump shifts at the right time and their successors have to clean up
the mess .
11. • Even when interviewers check references they often fail to get the true
picture of the persons performance and skills .
• When Bossidy interviews a candidate for an executive position the first
traits that she looks for are : Energy and Enthusiasm for execution.
• Bossidy searches for those candidates that get excited by doing things as
opposed to talking about them .
• Has these candidates brought these energy in everything they have done
starting from school .
• Bossidy Doesn’t care if they went to Princeton or Pudong State , he wants to
know what they accomplished their .
12. Bossidy also considers what the candidates want to talk about :
• Does they talk about the thrill of getting things done or does they keep
wandering back to strategy and philosophy.
• Does they detailed the obstacles the they have overcome .
• Does they explain the role played by the people assigned to them.
• In the book he asks the same type of questions that he asks in the
interviews that are :-
13.
14. •Right people in the right job is just one of the 3
building blocks you need to support the
execution process . The other two blocks
include:
15. Execution Building Block: The Leaders
Seven Essential Behaviors
•Know your people and your business
•Insist on realism.
•Set clear goals and priorities.
•Follow through.
•Reward the doer.
•Expand people’s capabilities.
•Know yourself.
16. Know your People and Your Business
• “Leaders have to live their businesses. In companies that don’t execute,
the leaders are usually out of touch with the day-today realities.
They’re getting lots of information delivered to them, but it’s filtered—
presented by direct reports with their own perceptions, limitations,
and agendas, or gathered by staff people with their own perspectives.
The leaders aren’t where the action is. They aren’t engaged with the
business, so they don’t know their organizations comprehensively, and
their people don’t really know them.
• “All you’ve (the leader) got to prove is that you care for the people who
are working for you. Whatever your respective personalities are, that’s
the personal connection.
17. Insist on Realism
• “Realism is the heart of execution.
many organizations are full of people who are trying
to avoid or shade reality….
Why? They want to avoid confrontations.
• “How do you make realism a priority?
• You start by being realistic yourself.
• Then you make sure realism is the goal of all dialogues in the
organization.”
18. Set Clear Goals & Priorities
• very few clear priorities that everyone can grasp.
• focusing on three or four priorities will produce the best results
• A leader who says, ‘I’ve got ten priorities’ doesn’t know what he’s
talking about.
• “Along with having clear goals, you should strive for simplicity in
general.
• so that others can understand them, evaluate them, and act on
them.
19. Follow Through
• “Clear, simple goals don’t mean much if nobody takes them seriously.
• The failure to follow through is widespread in business, and a major cause
of poor execution. How many meetings have you attended where people
left without firm conclusions about who would do what and when?
Everybody may have agreed the ideas were good, but since nobody was
named accountable for results, it doesn’t get done. Other things come up
that seem more important or people decided it wasn’t such a good idea
after all.
20. Reward the Doers.
• “When I see companies that don’t execute, the chances are that they
don’t measure, don’t reward, and don’t promote people who know
how to get things done.”
• “You have to make it clear to everyone that rewards and respect are
based upon performance.”
21. Expand People’s Capabilities
• “Coaching is the single most important part of expanding others’
capabilities . . . it’s the difference between giving orders and teaching
people how to get things done. Good leaders regard every encounter
as an opportunity to coach.”
22. Know Yourself
• Authenticity. “A psychological term, authenticity means pretty much
what you might guess: you’re real, not a fake. Your outer person is the
same as your inner person, not a mask you put on. Who you are is the
same as what you do and say. Only authenticity builds trust,
because sooner or later people spot the fakers.”
• Self-Awareness. “Self-awareness gives you the capacity to learn from
your mistakes as well as your success. It enables you to keep growing.”
• Self-Mastery. “Self-mastery is the key to true self confidence. We’re
talking about the kind that’s authentic and positive, as opposed to
the kinds that mask weakness or insecurities—the studied demeanor
of confidence, or outright arrogance. Self confident people
contribute the most to dialogues
23. Contd..
• Humility. “The more you can contain your ego, the more realistic
you are about your problems. You learn how to listen and admit
that you don’t know all the answers. Your pride doesn’t get in the
way of gathering the information you need to achieve the best
results. . . . Humility allows you to acknowledge your mistakes.
Making mistakes is inevitable, but good leaders both admit and
learn from them and over time create a decision making process
based on experience
24. Execution Building Block Two: Creating
the Framework for Cultural Change
• Creating the Framework for Cultural Change. “Making changes in strategy or
structure by itself take a company only so far. The hardware of a computer is
useless without the right software. Similarly, in an organization the hardware
(strategy and structure) is inert without the software (beliefs and behaviors).”
• “The basic premise is simple: Cultural change gets real when your aim is
execution. You don’t need a lot of complex theory or employee surveys to use
this framework. You need to change people’s behavior so that they produced
results. First, you tell people clearly what results you’re looking for. Then you
discuss how to get those results, as a key element of the coaching process. Then
you reward people for producing the results. If they come up short, you provide
additional coaching, withdraw rewards, give them other jobs, or let them go.
When you do these things, you create a culture of getting things done.”
25. “But if you have to choose between someone with a
staggering IQ and an elite education who’s gliding along,
and someone with a lower IQ but who is absolutely
determined to succeed , you’ll always do better with the
second person.”
-Larry Bossidy, Execution: The
Discipline of getting things
done