Executive & Leadership Coaching- Concept Note
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This document is a concept note on what Coaching is and how it can help you transform your professional life.
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Managing remote teams.
While there are plenty of reasons to ‘be there in person’, having a local team also comes with costs and limitations. Sometimes, the right skills are simply not available in the local community. In other cases, a trusted team member moves away, temporarily or permanently, or changes his or her work hours. It is often a lot easier to continue working with the person remotely, than to take on a significant risk of finding a replacement that will be in the team room, in person, during regular hours. With the right approach, it is possible to have a very successful team, that allows for flexibility over time and distance.
In this talk, we will discuss the issues and solutions for managing a long-distance team, the difficulties of management over the long distance, the technologies and the gadgets that are designed to be helpful, but are not always.
How to Effectively Manage a Remote Team - 12 Best Practices
This document provides 12 practices for effectively managing a remote team. It recommends hiring remote workers suited for independent work, clearly communicating project goals and objectives, scheduling regular communication check-ins, using the proper collaboration tools, ensuring worker comfort, addressing requests for help, maintaining process documents, promoting a positive team culture, providing feedback, and addressing legal requirements. Following these practices can help remote supervisors increase productivity, accountability and job satisfaction among their virtual workers.
The Power of Stay Interviews for Employee Engagement & Retention
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
Trust Building in Teams - Case Study
Trust building in teams - A case study on Indian automobile company addressing interdependency, collaboration and trust building in teams.
Team building (1)
The document discusses team building and teamwork. It defines teamwork as people working together as a team and team building as establishing collaboration and trust between team members. It describes the stages of team building as forming, storming, norming, and performing. Forming involves defining goals and roles, storming involves difficulties and resistance, norming involves acceptance of rules and each other, and performing involves high performance and attachment to the team. Successful teams have commitment to shared goals, defined roles and responsibilities, effective communication processes, and good personal relationships.
HR presentation
The document discusses how market forces are shifting the focus to people as the primary competitive advantage for companies. It outlines key trends like business turbulence, a tight labor market, and changing workforce demographics that are impacting organizations. This means high performance organizations will face increasing competitiveness. The implications for HR are that it needs to change from an administrative focus to strategic partners that add value by developing talent, driving change and innovation, and achieving business outcomes. The role of HR must transform from controlling policies to building leadership capability, driving a performance culture and aligning infrastructure to support the business strategy.
Team Cohesion
This document discusses factors that contribute to team cohesion, including team type, size, structure, affinity, bonds, conformity, and interaction. It examines how formal, ad-hoc, and informal teams develop cohesion differently. Team size, structure, and affinity impact how close-knit members feel. Shared bonds, goals, and ways of working increase cohesion. Frequent, meaningful interaction is important for building understanding and commitment between team members. Well-led teams that care for one another can achieve high performance through cohesion.
Team Work
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Recommended
Managing remote teams.
While there are plenty of reasons to ‘be there in person’, having a local team also comes with costs and limitations. Sometimes, the right skills are simply not available in the local community. In other cases, a trusted team member moves away, temporarily or permanently, or changes his or her work hours. It is often a lot easier to continue working with the person remotely, than to take on a significant risk of finding a replacement that will be in the team room, in person, during regular hours. With the right approach, it is possible to have a very successful team, that allows for flexibility over time and distance.
In this talk, we will discuss the issues and solutions for managing a long-distance team, the difficulties of management over the long distance, the technologies and the gadgets that are designed to be helpful, but are not always.
How to Effectively Manage a Remote Team - 12 Best Practices
This document provides 12 practices for effectively managing a remote team. It recommends hiring remote workers suited for independent work, clearly communicating project goals and objectives, scheduling regular communication check-ins, using the proper collaboration tools, ensuring worker comfort, addressing requests for help, maintaining process documents, promoting a positive team culture, providing feedback, and addressing legal requirements. Following these practices can help remote supervisors increase productivity, accountability and job satisfaction among their virtual workers.
The Power of Stay Interviews for Employee Engagement & Retention
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
Trust Building in Teams - Case Study
Trust building in teams - A case study on Indian automobile company addressing interdependency, collaboration and trust building in teams.
Team building (1)
The document discusses team building and teamwork. It defines teamwork as people working together as a team and team building as establishing collaboration and trust between team members. It describes the stages of team building as forming, storming, norming, and performing. Forming involves defining goals and roles, storming involves difficulties and resistance, norming involves acceptance of rules and each other, and performing involves high performance and attachment to the team. Successful teams have commitment to shared goals, defined roles and responsibilities, effective communication processes, and good personal relationships.
HR presentation
The document discusses how market forces are shifting the focus to people as the primary competitive advantage for companies. It outlines key trends like business turbulence, a tight labor market, and changing workforce demographics that are impacting organizations. This means high performance organizations will face increasing competitiveness. The implications for HR are that it needs to change from an administrative focus to strategic partners that add value by developing talent, driving change and innovation, and achieving business outcomes. The role of HR must transform from controlling policies to building leadership capability, driving a performance culture and aligning infrastructure to support the business strategy.
Team Cohesion
This document discusses factors that contribute to team cohesion, including team type, size, structure, affinity, bonds, conformity, and interaction. It examines how formal, ad-hoc, and informal teams develop cohesion differently. Team size, structure, and affinity impact how close-knit members feel. Shared bonds, goals, and ways of working increase cohesion. Frequent, meaningful interaction is important for building understanding and commitment between team members. Well-led teams that care for one another can achieve high performance through cohesion.
Team Work
Roshika Ram led a training on teamwork at NTPC Lecture Room on February 11th, 2015. The training aimed to define teams and teamwork, identify the benefits of teamwork in the workplace, recognize factors that weaken teams, and promote teamwork. Key points included that a team is a group working towards a common goal, teamwork requires individuals to prioritize the group over personal interests, and building effective teams requires clear expectations, good leadership, and communication.
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This document discusses teams and teamwork. It defines a high-performance team as a small group that works together to achieve common goals and holds itself accountable. Team building involves planned activities to improve a team's effectiveness. Characteristics of high-performance teams include strong values and the right mix of skills. The document also discusses how to improve team processes through roles, norms, cohesiveness and leadership. It describes how different types of teams like self-managing teams contribute to workplace performance.
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The document discusses the importance and benefits of teamwork, stating that more can be accomplished through cooperation rather than individual effort alone. Some key points made include that there is no "I" in teamwork, the whole is greater than the sum of its parts, talent alone does not guarantee success but teamwork and intelligence do, and that together a group of people can achieve much more than any individual working alone.
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Team building and teamwork
This document discusses teams and teamwork. It defines a team as a group of people with a common goal. It lists reasons why teamwork is advocated, such as bringing different perspectives together and promoting communication. It also discusses conditions for an effective team, such as agreeing on a mission and distributing roles fairly. The document provides guidance for team leaders on developing trust, shared purpose, and accountability among members. It outlines steps for building effective teams and assessing their needs. Finally, it discusses strategies for dealing with conflict and leading diverse teams.
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The document discusses the importance of team building. It defines a team as a group of people who depend on each other to combine their skills to achieve a common goal. Effective teams have commitment to shared objectives, clear roles, open communication, rapid response to problems, and strong leadership. The document outlines several factors that are important for successful team performance, including having a strategy, clear roles and responsibilities, open communication, rapid response, and effective leadership. It emphasizes the importance of trust, empowerment, information sharing, developing team spirit, and sharing success to build a strong team. Team building activities can help develop creativity, initiative, combined effort, individual growth, and a sense of responsibility.
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This document discusses employee loyalty and its importance for organizations. It defines employee loyalty as employees who are devoted to their organization's success and do not actively seek other jobs. Signs of loyal employees include prioritizing the company over personal interests and supporting leadership decisions. Employee loyalty improves productivity and profits through increased customer satisfaction and retention. The document recommends that organizations enhance employee loyalty by improving communication, defining goals, promoting from within, and involving employees' families. Benefits like these can increase engagement and loyalty. In conclusion, the document states that employee loyalty is essential for business success.
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In these slides I’ll share with you my thoughts on the most important work ethics based on real work-life situations of which it had a great impact to boost my career and others in a way much further.
https://www.linkedin.com/pulse/10-must-have-work-ethics-daily-routine-hatem-ramadan
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Teamwork
The document discusses the importance and benefits of teamwork, stating that more can be accomplished through cooperation rather than individual effort alone. Some key points made include that there is no "I" in teamwork, the whole is greater than the sum of its parts, talent alone does not guarantee success but teamwork and intelligence do, and that together a group of people can achieve much more than any individual working alone.
Competency models types and techniques
Competency models identify the skills, knowledge, behaviors, and attributes that distinguish excellent performance. There are different types of competency models such as organizational, HR systems, team, and individualistic approaches. Critical incident analysis and repertory grid analysis are techniques used to map competencies. Critical incident analysis involves analyzing specific incidents that highlighted exemplary behaviors, while repertory grid analysis identifies attributes and establishes bipolar scales to differentiate characteristics. The right competency model for an organization depends on analyzing data on employee competencies and results.
Team building and teamwork
This document discusses teams and teamwork. It defines a team as a group of people with a common goal. It lists reasons why teamwork is advocated, such as bringing different perspectives together and promoting communication. It also discusses conditions for an effective team, such as agreeing on a mission and distributing roles fairly. The document provides guidance for team leaders on developing trust, shared purpose, and accountability among members. It outlines steps for building effective teams and assessing their needs. Finally, it discusses strategies for dealing with conflict and leading diverse teams.
20062007 importance-of-teamwork
This document discusses the importance and benefits of teamwork in organizations. It notes that organizations that have restructured their workplaces into teams have seen improved results and reduced costs. Some key benefits of teamwork mentioned include reduced costs, improved quality and service, increased employee involvement, reduced absenteeism, reduced conflict, and enhanced creativity and innovation. However, some workers see teamwork as just a temporary trend. The document argues that global competition demands more team-oriented and flexible organizations to reduce bureaucracy. Organizations that survive in the 21st century will be characterized by teamwork.
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Nestlé began in the 19th century as a nutrition company developing infant formula. It has since expanded its product lines significantly through mergers and research to include chocolate, coffee, and other foods and beverages. Nestlé established operations in Pakistan in 1988 through an acquisition. It follows a flat, matrix organizational structure with functional departments divided by both function and product. Key human resource departments include Shared Services, which handles payroll and benefits administration, the Centre of Expertise for recruiting, training, and compensation, and Business Partners who link HR to other departments. Training programs aim to enhance employee skills and competencies through both formal sessions and on-the-job learning. Compensation is benchmarked against competitors to be competitive and reward performance.
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The document discusses the importance of team building. It defines a team as a group of people who depend on each other to combine their skills to achieve a common goal. Effective teams have commitment to shared objectives, clear roles, open communication, rapid response to problems, and strong leadership. The document outlines several factors that are important for successful team performance, including having a strategy, clear roles and responsibilities, open communication, rapid response, and effective leadership. It emphasizes the importance of trust, empowerment, information sharing, developing team spirit, and sharing success to build a strong team. Team building activities can help develop creativity, initiative, combined effort, individual growth, and a sense of responsibility.
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This document discusses employee loyalty and its importance for organizations. It defines employee loyalty as employees who are devoted to their organization's success and do not actively seek other jobs. Signs of loyal employees include prioritizing the company over personal interests and supporting leadership decisions. Employee loyalty improves productivity and profits through increased customer satisfaction and retention. The document recommends that organizations enhance employee loyalty by improving communication, defining goals, promoting from within, and involving employees' families. Benefits like these can increase engagement and loyalty. In conclusion, the document states that employee loyalty is essential for business success.
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The document discusses the concept of transparency at the individual, team, and organizational levels. It defines transparency as the ready availability of explicit information. At the individual level, transparency means being able to bring one's full candid self to work and share information openly. At the team level, transparency involves writing all plans, roles, projects, policies, and progress publicly. At the organizational level, transparency could become a new workforce expectation and strategic approach, but it cannot be dictated from the top and requires building trust through open sharing of information. Overall, transparency is said to create intimacy, enable feedback, and may be a new cultural norm in the future.
Team building hr
This document discusses team building and effective team leadership. It defines a team as a group of people working together to achieve common objectives. The key stages of team building are forming, storming, norming, and performing. Characteristics of good team leaders include building trust, training members, providing information, developing team spirit, and encouraging excellence. Factors for successful team performance include having a strategy, clear roles and responsibilities, open communication, rapid response, and effective leadership.
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A team is a cohesive group of people working together towards a common purpose under shared values and language. Teams progress through forming, storming, norming, and performing stages as they become more cohesive and effective. Key factors that contribute to high performing teams include having a clear purpose, open communication, structured meetings, support from leadership, and leveraging members' diverse knowledge and skills. When teams are given authority and understand how to work together effectively using their combined abilities, they can achieve more and accomplish goals faster than individuals working alone.
Basic recruiter Training
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Org Review Powerpoint Presentation
The document discusses the importance of regularly reviewing and redesigning organizational structures, processes, and infrastructure to ensure responsiveness to changing environments. It outlines a process for conducting an organizational review, including gathering data, assessing strengths and weaknesses, developing a blueprint for change, implementing changes, and evaluating outcomes. The goal is to continuously improve the organization and position it for future success.
The Business Case for Diversity
Diversity and Inclusion : The Business Case
2013 research found that almost all leaders polled believe diversity and inclusion can boost business performance.
However, many organizations say their inability to find enough women, people of color and other diverse groups to fill positions is a problem.
What is the Real Problem? They don’t know where to look.
Teamwork
This document contains a collection of quotes about teamwork. The quotes emphasize that teams can accomplish more working together than individuals alone, that cooperation and collaboration are key to success, and that strong teams require each member to contribute their skills while also supporting other members.
10 Must-Have Work Ethics in Daily Work Routine
Work ethics are defined as set of values and beliefs that drives one’s behavior in the workplace towards colleagues, managers and probably customers as well. A healthy environment is mainly based on group of people with positive work ethics communicating with each other, therefore all companies and big organizations are embedding certain ethics in their internal charters to encourage its employees to closely observe their work attitude.
In these slides I’ll share with you my thoughts on the most important work ethics based on real work-life situations of which it had a great impact to boost my career and others in a way much further.
https://www.linkedin.com/pulse/10-must-have-work-ethics-daily-routine-hatem-ramadan
Teamwork
A team is a collection of individuals with different expertise brought together to achieve a common goal. Teams have advantages like access to interdisciplinary knowledge, diversity of perspectives, shared responsibility, and the ability to accomplish more than individuals. Effective teamwork requires trust, respect, communication, cooperation, and situational leadership where the person with relevant skills leads in a given situation. The stages of team development include forming, storming, norming, performing, and adjourning. A surgical team was provided as an example of interdependent roles needed to successfully complete a medical procedure.
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Search Inside Yourself (Mindfulness Based Emotional Intelligence)
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ROI Case Study Jack J. Phillips, Ph.D. This case .docx
ROI Case Study
Jack J. Phillips, Ph.D.
This case was prepared as a basis for discussion rather than to illustrate either effective or ineffective administrative and management practices. All
names, dates, places, and organizations have been disguised at the request of the authors or organizations. This is an update of a case study
originally published in ROI at Work: Best Practice Case Studies from the Real World, (Jack J. Phillips and Patti P. Phillips, American Society for
Training and Development, Alexandria, VA, 2005).
Copyright © 2007.
No part of this may be reproduced, stored in a retrieval system, or transmitted in any form or by a means without written permission.
P.O. Box 380637
Birmingham, AL 35238
Phone: 205-678-8101 • Fax: 205-678-8102
Email: [email protected]
MEASURING ROI IN BUSINESS COACHING
NATIONS HOTEL
© 2007 ROI Institute, Inc. All rights reserved.
1
ABSTRACT
The learning and development team at the Nations Hotel Corporation was challenged to identify learning
needs to help executives find ways to improve efficiency, customer satisfaction, and revenue growth in the
company. A key component of the program was the development of a formal, structured coaching program,
Coaching for Business Impact. The corporate executives were interested in seeing the actual ROI for the
coaching project. This case study provides critical insights into how coaching creates value in an organization
including ROI.
BACKGROUND
Nations Hotel Corporation (NHC) is a large U.S.-based hotel firm with operations in 15 countries. The firm has
maintained steady growth to include more than 300 hotels in cities all over the world. NHC enjoys one of the
most recognized names in the global lodging industry, with 98% brand awareness worldwide and 72% overall
guest satisfaction.
The hospitality industry is very competitive, cyclical, and subject to swings with the economy. Room rentals
are price sensitive, and customer satisfaction is extremely important for NHC. Profits are squeezed if operating
costs get out of hand. NHC top executives constantly seek ways to improve operational efficiency, customer
satisfaction, revenue growth, and retention of high-performing employees. Executives--particularly those in
charge of individual properties--are under constant pressure to show improvement in these key measures.
The learning and development function, the Nations Hotel Learning Organization (NHLO), conducted a brief
survey of executives to identify learning needs to help them meet some of their particular goals. NHLO was
interested in developing customized learning processes including the possibility of individual coaching
sessions. Most of the executives surveyed indicated that they would like to work with a qualified coach to
assist them through a variety of challenges and issues. The executives believed that this would be an efficient
way to learn, apply, and achieve results. Co.
ROI Case Study Jack J. Phillips, Ph.D. This case .docx
ROI Case Study
Jack J. Phillips, Ph.D.
This case was prepared as a basis for discussion rather than to illustrate either effective or ineffective administrative and management practices. All
names, dates, places, and organizations have been disguised at the request of the authors or organizations. This is an update of a case study
originally published in ROI at Work: Best Practice Case Studies from the Real World, (Jack J. Phillips and Patti P. Phillips, American Society for
Training and Development, Alexandria, VA, 2005).
Copyright © 2007.
No part of this may be reproduced, stored in a retrieval system, or transmitted in any form or by a means without written permission.
P.O. Box 380637
Birmingham, AL 35238
Phone: 205-678-8101 • Fax: 205-678-8102
Email: [email protected]
MEASURING ROI IN BUSINESS COACHING
NATIONS HOTEL
© 2007 ROI Institute, Inc. All rights reserved.
1
ABSTRACT
The learning and development team at the Nations Hotel Corporation was challenged to identify learning
needs to help executives find ways to improve efficiency, customer satisfaction, and revenue growth in the
company. A key component of the program was the development of a formal, structured coaching program,
Coaching for Business Impact. The corporate executives were interested in seeing the actual ROI for the
coaching project. This case study provides critical insights into how coaching creates value in an organization
including ROI.
BACKGROUND
Nations Hotel Corporation (NHC) is a large U.S.-based hotel firm with operations in 15 countries. The firm has
maintained steady growth to include more than 300 hotels in cities all over the world. NHC enjoys one of the
most recognized names in the global lodging industry, with 98% brand awareness worldwide and 72% overall
guest satisfaction.
The hospitality industry is very competitive, cyclical, and subject to swings with the economy. Room rentals
are price sensitive, and customer satisfaction is extremely important for NHC. Profits are squeezed if operating
costs get out of hand. NHC top executives constantly seek ways to improve operational efficiency, customer
satisfaction, revenue growth, and retention of high-performing employees. Executives--particularly those in
charge of individual properties--are under constant pressure to show improvement in these key measures.
The learning and development function, the Nations Hotel Learning Organization (NHLO), conducted a brief
survey of executives to identify learning needs to help them meet some of their particular goals. NHLO was
interested in developing customized learning processes including the possibility of individual coaching
sessions. Most of the executives surveyed indicated that they would like to work with a qualified coach to
assist them through a variety of challenges and issues. The executives believed that this would be an efficient
way to learn, apply, and achieve results. Co ...
Describe the vital role manager’s play in implementing strategies to achieve ...
Managers play a vital role in implementing strategies to achieve organizational goals and objectives. They guide organizations toward accomplishing their mission by allocating skills and resources to employees in a way that maximizes their contributions. Managers must focus on both excellent team performance and developing employees to drive engagement, retention and organizational success. Effective strategy implementation requires managers to monitor the environment, evaluate strategies, and disseminate information throughout the organization. They also determine goals and set specific, realistic objectives for employees to help the organization achieve its purpose.
03 - SG - Flyer - Executive Coaching - V7 - 15 Oct 2015
Synergy Global provides executive coaching and organizational development services to help clients achieve positive behavioral and cultural change. They use evidence-based tools and proven methodologies to design bespoke programs tailored to each client's needs. Synergy Global's coaches are highly experienced and credentialed professionals who take a solution-focused approach to help clients leverage their unique strengths and values to succeed in their goals. Their goal is to partner with clients to unleash hidden potential and help individuals and organizations continuously improve.
How an Executive Coaching Helps in Personal and Professional Growth.pdf
Executive coaching keeps long-term goals in vision and strives to achieve them. In the realm of personal and professional development, the presence of an executive coach has become increasingly instrumental.
The signature process
The Signature Process used by Signature Consulting Group involves 6 key steps to help organizations achieve sustained results:
1. Creating new roles and structures to support organizational changes.
2. Hiring, developing talent, and identifying high performers.
3. The executive coaching process includes careful contracting, comprehensive assessment, feedback, action planning, active learning experiences, and review of progress over 6 months.
The goal is to lay a foundation for successful change through organizational design, talent management, and individual executive development.
The signature process
The Signature Process used by Signature Consulting Group involves 6 key steps to help organizations achieve sustained results: 1) Creating new operating models, roles, and hiring plans, 2) Assessing individuals through interviews and shadowing, 3) Providing feedback to executives focused on business objectives, 4) Developing action plans with milestones, 5) Guiding active learning through techniques like role playing, and 6) Conducting follow-up assessments and ensuring coaching success.
Developing Talent and Tapping into Potential Through Corporate Mentoring
Learn, with Talent Management 360, how corporate mentoring can push your organization to new heights by increasing retention, engagement and advancement. Your employees deserve those opportunities and your organization deserves employees that are prepared and equipped.
Callidus Communication November 2007
The document discusses effective communication strategies for communicating a new total rewards package to employees. It outlines a methodology with 7 steps: 1) analyze the current situation; 2) define communication objectives; 3) establish key messages; 4) conduct audience research; 5) choose communication media; 6) implement the communication strategy; and 7) evaluate the communication. It then provides an example application of this methodology to communicate a new incentive compensation plan that represents significant cultural change.
Similar to Executive & Leadership Coaching- Concept Note (20)
05 performance management & development (updated)
05 performance management & development (updated)
ROI Case Study Jack J. Phillips, Ph.D. This case .docx
ROI Case Study Jack J. Phillips, Ph.D. This case .docx
ROI Case Study Jack J. Phillips, Ph.D. This case .docx
ROI Case Study Jack J. Phillips, Ph.D. This case .docx
Describe the vital role manager’s play in implementing strategies to achieve ...
Describe the vital role manager’s play in implementing strategies to achieve ...
03 - SG - Flyer - Executive Coaching - V7 - 15 Oct 2015
03 - SG - Flyer - Executive Coaching - V7 - 15 Oct 2015
How an Executive Coaching Helps in Personal and Professional Growth.pdf
How an Executive Coaching Helps in Personal and Professional Growth.pdf
Developing Talent and Tapping into Potential Through Corporate Mentoring
Developing Talent and Tapping into Potential Through Corporate Mentoring
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一比一原版(sfu毕业证书)西蒙菲莎大学毕业证如何办理
原版一模一样【微信：741003700 】【(sfu毕业证书)西蒙菲莎大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
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【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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7:个人信誉贷款加10分
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办理(sfu毕业证书)西蒙菲莎大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(sfu毕业证书)西蒙菲莎大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(sfu毕业证书)西蒙菲莎大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(sfu毕业证书)西蒙菲莎大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
Findlay Evans Waterproofing with AIW - Article August 2017
Findlay Evans Waterproofing with AIW - Article August 2017MELBOURNE Commercial Waterproofers - Findlay-Evans Waterproofing
Waterproofing Changes in Victoria
The Building Act 1993 remains, but the Building Regulation 2006 will be replaced by the Building Regulations 2017, expected to be legislated around September. Key changes affecting the waterproofing industry include Part 13, which mandates inspection prior to covering a waterproofing membrane in any wet area.
The regulations remain consistent in other areas affecting waterproofing, such as the adoption of the NCC and relevant Australian Standards, methods of assessment of compliance, material testing, and compliance certificates.
The VBA confirms that only a registered Building Practitioner can authorize compliance of waterproofing works. Subcontractors who are not registered cannot authorize compliance. Although they can state that they have complied with the relevant standards, liability lies primarily with the registered builder, now shared with the Building Inspector or Surveyor for wet areas.
QBCC Tradie Tours
Waterproofing is consistently one of the most common defects reported to the QBCC, with mistakes being costly. In June 2017, the QBCC presented ten waterproofing seminars throughout Queensland, dedicated to waterproofing and tiling issues with a focus on preventing waterproofing defects. Approximately 1000 builders, waterproofers, certifiers, and tilers attended these seminars.
Bayset’s Training & Quality Manager, Frank Moebus, provided in-depth information about avoiding installation problems. The Tradie Tour received positive feedback from the industry.
Project Reference: Botanicca Corporate Park
Overview:
Property Type: Commercial
Project Type: Restoration
Scope: Leaking roof joints affecting company suites
Applicator: Australian Waterproofing Company Pty Ltd
Area: 1150m²
Category: Waterproofing
Products Used:
Soprema Soprasun 3.0S
Soprema Sopradhere Primer
Soprema Alsan Flashing
Soprema Roof Vents
Project Details:
Botanicca Corporate Park experienced leaks in the roof joints that affected various company suites and balconies. The building, constructed in 2006, required a watertight roof to ensure its longevity. A 20-year warranty was provided, and the Soprema Torch On system was applied to achieve a high-quality waterproofing result, both aesthetically and functionally.
Gary Moody, project manager, described the project as challenging but rewarding due to the successful outcome achieved by the experienced applicator.
Importance of Waterproofing Standards and Compliance
Legislative Changes and Their Impact
The introduction of the Building Regulations 2017 brings significant changes to the waterproofing industry, particularly regarding inspection and compliance requirements. For the first time, building inspectors or surveyors must inspect waterproofing membranes before they are covered in any wet areas. This change emphasizes the importance of thorough inspections to prevent defects and ensure high-quality waterproofing.Findlay Evans Waterproofing with AIW - Article October 2018
Findlay Evans Waterproofing with AIW - Article October 2018MELBOURNE Commercial Waterproofers - Findlay-Evans Waterproofing
The construction industry is undergoing significant changes, particularly in waterproofing. Poor practices have caught the attention of regulators, and changes are coming soon. AIW will keep members informed about these developments. We aim to eliminate subpar contractors who compromise the industry with inadequate work.
Everyone makes mistakes occasionally, but persistent issues arise from those who consistently cut corners, using insufficient materials in unsafe conditions. These practices must end.
Summer Waterproofing Challenges
As summer approaches, common questions arise regarding membrane application in hot or humid conditions:
Is it too hot or humid to apply a membrane?
Will blistering occur?
How to address blistering if it happens?
Should a warranty be issued for such membranes?
Applying membranes in inappropriate conditions often leads to failures. It’s crucial to consider the long-term repercussions of these decisions. Consult your membrane supplier for guidance and ensure you ask the right questions. Industry peers are often willing to help.
Project Reference: QLD Public Hospital
Overview
Property Type: QLD Public Hospital
Contractor/Applicator: Waterstop Solutions
Testing: International Leak Detection Australia (ILD)
Category: Membrane Renewal
Products Used: A specialized bitumen-modified highly flexible waterproofing membrane installed in multiple layers over a moisture barrier primer system.
Project Details: The project involved renewing the waterproofing membrane on two leaking concrete tanks, critical for the hospital’s fire sprinkling system. Challenges included identifying all leaks and adhering to noise and downtime restrictions. The solution involved thorough surface preparation and the use of a compatible, highly flexible membrane, ensuring long-term effectiveness and compliance with Australian Standards.
AIW at Bayset Construction Trade Day
On August 24, 2018, AIW attended the Bayset Construction Trade Day at Coopers Plains Branch. The event was a great opportunity to connect with members and non-members, resulting in increased interest and new sign-ups. The day featured informative sessions, industry support, and excellent networking opportunities.Decentralized Crowdfunding vs. Traditional Crowdfunding_ A Comparison by Expe...
In recent years, crowdfunding has emerged as a popular method for raising capital for various projects and initiatives. Traditionally, crowdfunding platforms facilitated fundraising campaigns by connecting project creators with a large number of contributors willing to support their endeavors financially. However, with the advent of blockchain technology, decentralized crowdfunding has emerged as a disruptive alternative to traditional crowdfunding models. In this blog, we will compare decentralized crowdfunding with traditional crowdfunding, exploring their differences, benefits, and drawbacks. DAISY Global
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一比一原版（UIUC毕业证）UIUC毕业证香槟分校毕业证如何办理
原件一模一样【微信：176555708】【UIUC毕业证香槟分校毕业证（UIUC学位证）成绩单】【微信：176555708】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：176555708】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：176555708】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份【微信：176555708】
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Type of Membrane: Use a flexible waterproofing membrane capable of withstanding normal cyclic fluctuations and ponding water.Recently uploaded (20)
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Executive & Leadership Coaching- Concept Note
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- 2. The goal of every coaching engagement is to focus on individuals thinking, identify their level of competence under which they currently operate and then take them forward with confidential, supportive and action-oriented discussions. Coaching incorporates an appreciative approach, grounded in what's right, what's working, what's wanted and what's needed to get there. This approach is simple to understand and put to use, and its reach can be profound, opening up new possibilities and spurring action. define the scope of the relationship identify priorities for action and establish specific desired outcomes H o w d o e s c o a c h i n g w o r k ? Coaching typically begins with a personal interview (either face- to-face or by video call) to assess the individual's or business’ current opportunities and challenges B e n e f i t s o f C o a c h i n g Coaching maximises potential therefore unlocking latent sources of productivity in employees. But the biggest benefit of coaching is the improved self-confidence to face critical challenges. Coaching generates learning and clarity for 'forward-action' with a commitment to measurable outcomes.
- 3. Measurement of success in coaching sessions can be in two ways. (1) External indicators of employee performance - This includes achievement of goals, career growth and direct feedback from relationships (colleagues, customers, managers etc.) (2) Internal measures - can include self-validating assessments, self-awareness, shifts in thinking creating effective actions, the state of mind, sense of confidence etc. Executive coaching is planned and executed with a focus on specific, desired results. The executive, the coach, and the organization will begin by deciding on the goals of the coaching. Key members of the coaching partnership sign off on a written coaching plan (agreement) that specifies expected deadlines for accomplishing each goal. Appropriate measurements are applied to each goal, including follow-up and feedback reports R e s u l t s O r i e n t a t i o n S u c c e s s M e a s u r e m e n t Coaching is the self- actualizing technology for the twenty-first century, a technology that enables us to unleash and actualize our potentials ~ Dr L. Michael Hall Specific activities, during the coaching sessions and in between, focus specifically on achieving the agreed-upon goals for the executive and her organization. The roles of the executive, the coach and the organisation will be clearly outlined in the coaching agreement prior to the commencement of sessions. www.pierianspringlv.com Executive & Leadership Coaching