Executive Execution - E7: Managing Time and Priorities
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E1: Creating Innovation E2: Driving Action E3: Driving Results E4: Focusing Attention E5: Leveraging Intelligence E6: Managing Meetings E7: Managing Time and Priorities E8: Organizing Self and Others E9: Running the Business E10: Solving Problems
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Executive Execution - Introduction and Overview
E1: Creating Innovation
E2: Driving Action
E3: Driving Results
E4: Focusing Attention
E5: Leveraging Intelligence
E6: Managing Meetings
E7: Managing Time and Priorities
E8: Organizing Self and Others
E9: Running the Business
E10: Solving Problems
Executive Execution - E4: Focusing Attention
The document discusses focusing attention as an important executive competency. It provides tips for improving the ability to focus attention, such as increasing self-discipline to stay on task, improving sequential thinking skills, decreasing distractions, and avoiding multi-tasking. Developing strong focus is important for executive performance and achieving results. The document advises reflecting on personal weaknesses with focus and developing strategies to focus better.
Executive Execution - E2: Driving Action
E1: Creating Innovation
E2: Driving Action
E3: Driving Results
E4: Focusing Attention
E5: Leveraging Intelligence
E6: Managing Meetings
E7: Managing Time and Priorities
E8: Organizing Self and Others
E9: Running the Business
E10: Solving Problems
Executive Execution - E6: Managing Meetings
This document discusses managing meetings effectively as an executive. It provides an overview of a 10-week course on executive competencies that includes a module on managing meetings. This module discusses skills like structuring staff meetings, designing off-sites, managing agendas, driving closure and actions, setting up accountability systems, and ensuring follow-up. Effective meeting management is important for executives to drive results and get work done through others. The document provides discussion questions to help executives improve their skills in managing meetings.
Executive Execution - E8: Organizing Self and Others
E1: Creating Innovation
E2: Driving Action
E3: Driving Results
E4: Focusing Attention
E5: Leveraging Intelligence
E6: Managing Meetings
E7: Managing Time and Priorities
E8: Organizing Self and Others
E9: Running the Business
E10: Solving Problems
Executive Execution - E3: Driving Results
E1: Creating Innovation
E2: Driving Action
E3: Driving Results
E4: Focusing Attention
E5: Leveraging Intelligence
E6: Managing Meetings
E7: Managing Time and Priorities
E8: Organizing Self and Others
E9: Running the Business
E10: Solving Problems
Executive Execution - E9: Running the Business - 2020 0401v2djm-f
E1: Creating Innovation
E2: Driving Action
E3: Driving Results
E4: Focusing Attention
E5: Leveraging Intelligence
E6: Managing Meetings
E7: Managing Time and Priorities
E8: Organizing Self and Others
E9: Running the Business
E10: Solving Problems
Experience Explorer Introduction by Anand Chandrasekar and Meena Wilson
Please join us and our guests Anand Chandrasekar and Meena Wilson. Sponsored by Labs@CCL. Meena and Anand will update us with best practices and the latest developments in using Experience Explorer. More on EE at www.ccl.org/Experience . EE is based on the CCL Lessons of Experience research. Experience Explorer™ equips a facilitator with a simple, energizing tool to help managers explore their most memorable workplace experiences and what they learned about leadership from those experiences. This tool is based on proven research and offers the opportunity to accelerate leadership development – enhancing leaders’ ability to learn from experience at all levels. Experience Explorer™ is much more than a personal inventory of experiences and lessons. It emphasizes the specific types of experiences and dimensions of lessons identified by CCL research as common to leading in organizations. A coach or consultant facilitating Experience Explorer with multiple leaders or a classroom instructor facilitating an educational session will need to provide each leader or student with a personal card deck.
Recommended
Executive Execution - Introduction and Overview
E1: Creating Innovation
E2: Driving Action
E3: Driving Results
E4: Focusing Attention
E5: Leveraging Intelligence
E6: Managing Meetings
E7: Managing Time and Priorities
E8: Organizing Self and Others
E9: Running the Business
E10: Solving Problems
Executive Execution - E4: Focusing Attention
The document discusses focusing attention as an important executive competency. It provides tips for improving the ability to focus attention, such as increasing self-discipline to stay on task, improving sequential thinking skills, decreasing distractions, and avoiding multi-tasking. Developing strong focus is important for executive performance and achieving results. The document advises reflecting on personal weaknesses with focus and developing strategies to focus better.
Executive Execution - E2: Driving Action
E1: Creating Innovation
E2: Driving Action
E3: Driving Results
E4: Focusing Attention
E5: Leveraging Intelligence
E6: Managing Meetings
E7: Managing Time and Priorities
E8: Organizing Self and Others
E9: Running the Business
E10: Solving Problems
Executive Execution - E6: Managing Meetings
This document discusses managing meetings effectively as an executive. It provides an overview of a 10-week course on executive competencies that includes a module on managing meetings. This module discusses skills like structuring staff meetings, designing off-sites, managing agendas, driving closure and actions, setting up accountability systems, and ensuring follow-up. Effective meeting management is important for executives to drive results and get work done through others. The document provides discussion questions to help executives improve their skills in managing meetings.
Executive Execution - E8: Organizing Self and Others
E1: Creating Innovation
E2: Driving Action
E3: Driving Results
E4: Focusing Attention
E5: Leveraging Intelligence
E6: Managing Meetings
E7: Managing Time and Priorities
E8: Organizing Self and Others
E9: Running the Business
E10: Solving Problems
Executive Execution - E3: Driving Results
E1: Creating Innovation
E2: Driving Action
E3: Driving Results
E4: Focusing Attention
E5: Leveraging Intelligence
E6: Managing Meetings
E7: Managing Time and Priorities
E8: Organizing Self and Others
E9: Running the Business
E10: Solving Problems
Executive Execution - E9: Running the Business - 2020 0401v2djm-f
E1: Creating Innovation
E2: Driving Action
E3: Driving Results
E4: Focusing Attention
E5: Leveraging Intelligence
E6: Managing Meetings
E7: Managing Time and Priorities
E8: Organizing Self and Others
E9: Running the Business
E10: Solving Problems
Experience Explorer Introduction by Anand Chandrasekar and Meena Wilson
Please join us and our guests Anand Chandrasekar and Meena Wilson. Sponsored by Labs@CCL. Meena and Anand will update us with best practices and the latest developments in using Experience Explorer. More on EE at www.ccl.org/Experience . EE is based on the CCL Lessons of Experience research. Experience Explorer™ equips a facilitator with a simple, energizing tool to help managers explore their most memorable workplace experiences and what they learned about leadership from those experiences. This tool is based on proven research and offers the opportunity to accelerate leadership development – enhancing leaders’ ability to learn from experience at all levels. Experience Explorer™ is much more than a personal inventory of experiences and lessons. It emphasizes the specific types of experiences and dimensions of lessons identified by CCL research as common to leading in organizations. A coach or consultant facilitating Experience Explorer with multiple leaders or a classroom instructor facilitating an educational session will need to provide each leader or student with a personal card deck.
Executive Execution - E5 : Leveraging Intelligence
E1: Creating Innovation
E2: Driving Action
E3: Driving Results
E4: Focusing Attention
E5: Leveraging Intelligence
E6: Managing Meetings
E7: Managing Time and Priorities
E8: Organizing Self and Others
E9: Running the Business
E10: Solving Problems
Executive Execution - E1: Creating Innovation
This document outlines a 10-week executive training program on getting solid executive results. The first week focuses on creating innovation and provides 7 ways to do so: 1) Think outside the box, 2) Discover more possibilities, 3) Explore ways to innovate, 4) Challenge pre-existing paradigms, 5) Allow yourself and others permission to explore, 6) Tap into existing creativity or draw it out from others, and 7) Create an environment that supports creativity and innovation. The program will cover additional topics each week such as driving action, driving results, focusing attention, leveraging intelligence, managing meetings, managing time and priorities, organizing self and others, running the business, and solving problems.
Unit 5 Assignment Unit outcomes addressed in this Assignm.docx
Unit 5 Assignment
Unit outcomes addressed in this Assignment:
Identify the need for employee training and development
Explain the six steps in the appraisal process
Discuss how management by objective (MBO) can be used as an appraisal method
Explain why performance appraisals might be distorted
Course outcome assessed/addressed in this Assignment
HA530-2: Recommend employee training and development
plans. Instructions
Research four peer review articles from Kaplan Library on employee training and
development, the appraisal process, management by objective (MBO) used as an
appraisal method, why performance appraisals might be distorted.
You will summarize your results in a written report 3–5 pages in length, not including the
Cover Page and References. APA format applies. See the Kaplan Writing center for APA
links. Submit the assignment through the course Dropbox.
1. Briefly describe the appraisal process and how it should work.
2. What are some major factors that distort performance appraisals?
3. How can the appraisal process motivate staff to do a good job?
4. What can managers do to make the meeting more successful?
5. Based on all the above, when and why would you recommend employee training
and development plans?
Submit to the correct dropbox.
Unit 5 Assignment Grading Rubric = 110 points
Assignment Requirements Points
possible
Points
earned by
student
Description of the appraisal process and how it
should work.
0–20
Discussion of how the appraisal process can
motivate staff to do a good job and, what
managers can do to make the meeting more
successful?
0–35
Discussion of factors impacting the appraisal
process.
0–20
Based on all the above when and why would
you recommend employee training and
development plans?
0–35
Total (Sum of all points)
Points deducted for spelling, grammar,
and/or APA errors.
Adjusted total points
Instructor Feedback:
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Michael Boddie
Project Planning and Implementation
CMGT/410
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November 9, 2017
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· Meeting space
· Technology requirements
· Catering service
When these three things will be ordered and managed in a proper way then everything will work smoothly otherwise it can be a difficult task to manage the things.
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Finalizing the Training Agenda
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Designing the Training Course
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1.3
Identifying the Technological Requirements
FS
1.2
1.4
Finalizing the Training Schedule
FS
1.3
1.5
Looking Up for the trainer
FS
1.4
1.6
Check and Shortlist the profiles
FS
1.5 ...
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There is a tremendous execution and engagement gap in companies -- 13% of employees are actively engaged and less than half understand the goals.
The problem lies with managers and executives and how they spend their time. Most are bogged down in trivia or don't allocate enough time to valuable leadership activities that engage their teams in goal achievement. But in order to allocate more time to leadership, most managers need more capacity and efficiency.
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Executive Execution - E5 : Leveraging Intelligence
E1: Creating Innovation
E2: Driving Action
E3: Driving Results
E4: Focusing Attention
E5: Leveraging Intelligence
E6: Managing Meetings
E7: Managing Time and Priorities
E8: Organizing Self and Others
E9: Running the Business
E10: Solving Problems
Executive Execution - E1: Creating Innovation
This document outlines a 10-week executive training program on getting solid executive results. The first week focuses on creating innovation and provides 7 ways to do so: 1) Think outside the box, 2) Discover more possibilities, 3) Explore ways to innovate, 4) Challenge pre-existing paradigms, 5) Allow yourself and others permission to explore, 6) Tap into existing creativity or draw it out from others, and 7) Create an environment that supports creativity and innovation. The program will cover additional topics each week such as driving action, driving results, focusing attention, leveraging intelligence, managing meetings, managing time and priorities, organizing self and others, running the business, and solving problems.
Unit 5 Assignment Unit outcomes addressed in this Assignm.docx
Unit 5 Assignment
Unit outcomes addressed in this Assignment:
Identify the need for employee training and development
Explain the six steps in the appraisal process
Discuss how management by objective (MBO) can be used as an appraisal method
Explain why performance appraisals might be distorted
Course outcome assessed/addressed in this Assignment
HA530-2: Recommend employee training and development
plans. Instructions
Research four peer review articles from Kaplan Library on employee training and
development, the appraisal process, management by objective (MBO) used as an
appraisal method, why performance appraisals might be distorted.
You will summarize your results in a written report 3–5 pages in length, not including the
Cover Page and References. APA format applies. See the Kaplan Writing center for APA
links. Submit the assignment through the course Dropbox.
1. Briefly describe the appraisal process and how it should work.
2. What are some major factors that distort performance appraisals?
3. How can the appraisal process motivate staff to do a good job?
4. What can managers do to make the meeting more successful?
5. Based on all the above, when and why would you recommend employee training
and development plans?
Submit to the correct dropbox.
Unit 5 Assignment Grading Rubric = 110 points
Assignment Requirements Points
possible
Points
earned by
student
Description of the appraisal process and how it
should work.
0–20
Discussion of how the appraisal process can
motivate staff to do a good job and, what
managers can do to make the meeting more
successful?
0–35
Discussion of factors impacting the appraisal
process.
0–20
Based on all the above when and why would
you recommend employee training and
development plans?
0–35
Total (Sum of all points)
Points deducted for spelling, grammar,
and/or APA errors.
Adjusted total points
Instructor Feedback:
Project Task List and Schedule
Michael Boddie
Project Planning and Implementation
CMGT/410
John Burwick
November 9, 2017
An off-site event requires a lot of things which should be managed properly to make it successful. If you will not be able to manage the event then the results will not be according to the requirements. There are three main things which should be considered when you are managing an off-site event. Following are those three things:
· Meeting space
· Technology requirements
· Catering service
When these three things will be ordered and managed in a proper way then everything will work smoothly otherwise it can be a difficult task to manage the things.
S.No
Task
Relationship
1
Training
1.1
Finalizing the Training Agenda
1.2
Designing the Training Course
FS
1.1
1.3
Identifying the Technological Requirements
FS
1.2
1.4
Finalizing the Training Schedule
FS
1.3
1.5
Looking Up for the trainer
FS
1.4
1.6
Check and Shortlist the profiles
FS
1.5 ...
Performance management booklet
This document provides guidance on performance management for AIESEC New Zealand entities. It discusses setting key performance indicators and goals to ensure members and teams are progressing toward overall organizational goals. When performance issues arise, the document recommends analyzing root causes, such as skills, leadership, or work environment, and addressing issues through personal or organizational changes. It cautions that performance management should focus on development, not just numbers, and emphasizes regular communication over rigid processes. The goal of performance management is to drive high performance through management and development.
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This document outlines an organizational training program on enhancing strategic execution culture. The program aims to help participants understand strategic execution concepts, learn the key pillars of effective strategic execution, and acquire techniques to improve transforming strategies into actions. The key pillars of execution discussed are alignment, architecture/governance, ability, agility, and atmosphere. The training will explore why execution matters, what execution is, and causes of strategy-execution failure. Participants will develop an action plan to assess their organization's strengths and areas for improvement in strategic execution.
Day 0 bootcamp roadmap
This document provides information about an upcoming Leadership 5.0 Bootcamp. The bootcamp aims to help participants acquire leadership skills through a 5-day experiential learning program. It will cover topics like leadership, empathy, blended working, and outcome-based project management techniques. Participants will learn how to better lead themselves, their teams, and organizations. The document outlines the bootcamp objectives, participant testimonials, and information on what participants can expect and how to maximize their experience.
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This document provides information about an upcoming Leadership 5.0 Bootcamp. The bootcamp aims to help participants acquire leadership skills through a 5-day experiential learning program. It will cover topics like leadership, empathy, blended working, and outcome-based project management. The document outlines the objectives, expected takeaways, and tips for participants to get the most benefits from attending the bootcamp.
ISC_2015_Analysis 101
The document provides an overview of training analysis, which is the first step in the ADDIE model of instructional design. It explains that training analysis involves performing a needs assessment, learner analysis, task analysis, and cost-benefit analysis to determine if training is the appropriate solution and what should be covered. The analysis phase establishes the basis for the design and development of the training program. It ensures the training fulfills a business need and identifies what needs to be learned, the performance standards, who needs to learn it, and how the learning will be delivered. The document outlines the key elements of each type of analysis and provides examples.
The Challege Of Evaluation June 2009
The document discusses the challenges of evaluation in training and provides recommendations to improve it. Some of the key barriers to evaluation include it being seen as too difficult, time-consuming, or scary. However, improved evaluation is needed to demonstrate the value of training, optimize programs, and ensure continuous improvement. The document recommends that training professionals develop a better understanding of concepts like goals, measurement, and return on investment. Having a clear line of sight from training goals to organizational objectives can help effectively evaluate programs.
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The Course Catalog is published twice a year. January-June and July-December. I am responsible for design, edit, and layout.
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What makes a Project Manager truly great? Over the years of working the good, the bad, and the ugly when it comes Project Managers, Erika Flora from BEYOND20 talks about the key characteristics and habits that make someone in this field genuinely great at their job. The best news is that these are all habits that can be developed, and with a little work, everyone can become a great Project Manager.
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The Five New Habits of the Successful IT Organization
The document outlines 5 habits of successful IT organizations: 1) Focusing on culture and people by creating an open, diverse, and entrepreneurial environment that prioritizes mental health. 2) Developing a renewed passion for customers by establishing direct connections, providing transparency, and upskilling staff. 3) Creating a 2-year living roadmap for automation and AI to guide proactive technology decisions. 4) Driving business innovation from within IT through a focus on user experience, risk-taking, and engaging business owners. 5) Applying best practices and frameworks in moderation by understanding the IT strategy and simplifying everything to focus on service value and defining business outcomes.
Visiting CEO
The document outlines a 4-step process from Visiting CEOTM to help companies improve problems, people, and profits. Step 1 involves a Fresh Eyes Assessment to identify what is and isn't working. Step 2 focuses on converting problems into profits by improving people dynamics, company structure, and using strategic tools/methods. Step 3 develops a succession/legacy plan. Step 4 establishes an ongoing Corporate University for customized training to help people grow. The overall approach aims to identify issues, engage and develop employees, and position the company for long-term success.
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Questionaire of Employee retention
This document appears to be a survey questionnaire for employees at a company called AV regarding employee motivation and retention. The survey collects general personal information from respondents and asks them to rate their level of agreement with statements across several factors impacting employee motivation, including working environment/conditions, nature of work, remuneration policy, career development policy, human resource management policy, and employee retention. The goal is to gather management reference data on motivating and retaining employees at AV.
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This document outlines leadership development programs offered by The Productive Leadership Institute. It discusses the need to develop leaders at all levels of an organization to drive performance. The institute offers four programs focused on personal productivity, personal leadership, strategic leadership, and motivational leadership. Each program involves sessions on key competencies and results in a graduation. Research shows organizations with strong leadership at all levels significantly outperform peers in revenue and profit growth.
Make Time to Lead!
There is a tremendous execution and engagement gap in companies -- 13% of employees are actively engaged and less than half understand the goals.
The problem lies with managers and executives and how they spend their time. Most are bogged down in trivia or don't allocate enough time to valuable leadership activities that engage their teams in goal achievement. But in order to allocate more time to leadership, most managers need more capacity and efficiency.
This slideshare shows where the time goes and how to increase management efficiency to raise your leadership capacity.
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Unit 5 Assignment Unit outcomes addressed in this Assignm.docx
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Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
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A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
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Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
All the Small Things - XP2024 Bolzano/Bozen
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
一比一原版(QU毕业证)皇后大学毕业证如何办理
QU本科学位证成绩单【微信95270640】《皇后大学毕业证书原版制作QU成绩单》【Q微信95270640】《仿制QU毕业证成绩单皇后大学学位证书pdf电子图》，A.为什么留学生需要操作留信认证?
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B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
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A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
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Addiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdf
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Executive Execution - E7: Managing Time and Priorities
- 1. EXECUTIVE EXECUTION! The 10 Best Ways to Get Solid Executive Results
- 2. © 2020 SOLIDleaders, LLC. All Rights Reserved. SOLID Competency Model
- 3. © 2020 SOLIDleaders, LLC. All Rights Reserved. 3/19 Introduction and Overview 3/26 E1: Creating Innovation 4/2 E2: Driving Action 4/9 E3: Driving Results 4/16 E4: Focusing Attention 4/23 E5: Leveraging Intelligence 4/30 E6: Managing Meetings 5/7 E7: Managing Time and Priorities 5/14 E8: Organizing Self and Others 5/21 E9: Running the Business 5/28 E10: Solving Problems Execution Thursday 2pm CT Schedule
- 4. © 2020 SOLIDleaders, LLC. All Rights Reserved. Managing Time and PrioritiesE7 1. Maximize Current Time Management Systems 2. Design Streamlined Processes 3. Gain Advanced Skills in Prioritizing Tasks 4. Leverage Best Practices of Email, Calendaring and Task/Contact Management 5. Balance Personal and Professional Demands
- 5. © 2020 SOLIDleaders, LLC. All Rights Reserved. 1. Maximize Current Time Management Systems Managing Time and PrioritiesE7 • What was the key learning of the Sanjay story in the introduction? • What are the systems you rely on for effective time management? • What are some systems described in this section? • What are your favorite time management systems?
- 6. © 2020 SOLIDleaders, LLC. All Rights Reserved. 2. Design Streamlined Processes Managing Time and PrioritiesE7 • How do you best analyze your current processes? • Why should you prioritize each element of a process? • What are ways that you automate your work processes? • What process do you currently have that needs to be streamlined?
- 7. © 2020 SOLIDleaders, LLC. All Rights Reserved. 3. Gain Advanced Skills in Prioritizing Tasks Managing Time and PrioritiesE7 • Define an “A” priority. What is the difference between A1 and A2? • What is a “B” priority. Why is A, B, C coding not as effective? • Define the 1, 2, 3, 4, 5 priority management system? • Why is assigning due dates critical to effective priority management?
- 8. © 2020 SOLIDleaders, LLC. All Rights Reserved. 4. Leverage Best Practices of Email, Calendaring and Task/Contact Management Managing Time and PrioritiesE7 • What are 4-7 email best practices? • What are 4-7 calendaring best practices? • What are 4-7 task or project management best practices? • What are 4-7 contact management best practices?
- 9. © 2020 SOLIDleaders, LLC. All Rights Reserved. 5. Balance Personal and Professional Demands Managing Time and PrioritiesE7 • Why is having a ‘balanced life’ impossible for the executive? • What does having an integrated work/life mean? • How can you better integrate your work and personal life? • Why are relationships more important than getting stuff done?
- 10. © 2020 SOLIDleaders, LLC. All Rights Reserved. Why Does Managing Time and Priorities Matter? Managing Time and PrioritiesE7 • Why does improving in this area matter to you? • What actions do you plan on taking to grow in this area?
- 11. © 2020 SOLIDleaders, LLC. All Rights Reserved. Developing This StrengthManaging Time and PrioritiesE7 • Of the 10 questions at the end, how many “yes” answers did you have? Which was the most difficult question? • Where was your top few strengths? • What are the most important takeaways from today?