Executive presence and personal branding
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The document discusses executive presence and personal branding. It defines executive presence as one's ability to inspire confidence in subordinates, peers, and senior leaders by appearing capable, reliable, and having potential for great achievements. It states that executive presence determines access to opportunities, as important decisions are made when one is not present. The document provides tips for building executive presence, such as having a clear vision, communication skills, networking, and maintaining a professional appearance. It also discusses online and offline executive presence platforms and defines personal branding as marketing oneself and career as a brand through developing and maintaining one's reputation.
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Executive presence
The document discusses executive presence, which refers to a combination of traits, competencies, and skills that project the right image as a leader. It identifies traits of executive presence both offline and online, such as composure, charisma, confidence, and having a strong professional image on social media and search results. The document also explains how developing executive presence can help one's career through better networking, image building, dealing with conflicts, and career advancement.
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c. Explore techniques to build executive presence
d. Identify individual listening and communication styles
e. Examine personal communication challenges and ways to address them
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This document discusses executive presence and personal branding. It defines executive presence as the ability to engage, align, inspire, and move people through strong leadership skills, communication abilities, and influence. Personal branding is marketing oneself and one's career as a brand through developing and maintaining a reputation. The document identifies characteristics of executive presence like confidence and emotional intelligence. It provides tools to enhance one's online presence and discusses how executive presence can be strengthened through personal branding.
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a. Practice using and interpreting nonverbal cues
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e. Examine personal communication challenges and ways to address them
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This document discusses executive presence and personal branding. It defines executive presence as a critical leadership factor characterized by traits like being a skilled communicator, owning a room, and inspiring confidence. Executive presence is expressed through sincere, trustworthy ideas and behaviors. Developing a strong executive presence increases others' interest in listening to and following a leader. Components of executive presence include online presence on social media and offline presence through public speaking, communication, and time management. The document provides tips for CEOs to connect emotionally, inspire change, adjust their style globally, and tighten their message for executives. It states that personal branding influences executive presence through the process of establishing an image.
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This document discusses executive presence and personal branding. It defines executive presence as a critical leadership factor characterized by traits like being a skilled communicator, owning a room, and inspiring confidence. Executive presence is expressed through sincere, trustworthy ideas and behaviors. Developing a strong executive presence increases others' interest in listening to and following a leader. Components of executive presence include online presence on social media and offline presence through public speaking, communication, and time management. The document provides tips for CEOs to connect emotionally, inspire change, adjust their style globally, and tighten their message for executives. It states that personal branding influences executive presence through the process of establishing an image.
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The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
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Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...Istanbul Beykent University (İstanbul Beykent Üniversitesi)
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcySmall Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
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m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
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Executive presence and personal branding
- 1. EXECUTIVE PRESENCE AND PERSONAL BRANDING BY :- AKSHAYGARG ROLL NO. :- 19182 SECTION :- DELTA
- 3. WHAT IS EXECUTIVE PRESENCE? • Executive presence is about your ability to inspire confidence . • inspiring confidence in your subordinates that you’re the leader they want to follow • inspiring confidence among peers that you’re capable and reliable • inspiring confidence among senior leaders that you have the potential for great achievements.
- 4. WHY WE NEED EXECUTIVE PRESENCE ? • determines whether you gain access to opportunity. • The opportunities you gain access to depend on the confidence you’ve inspired in the decision makers. • All the important decisions about you will be made when you’re not in the room.
- 5. HOW TO BUILD EXECUTIVE PRESENCE ? • Have a vision, and articulate it well • Understand how others experience you • Build your communication skills • Become an excellent listener • Cultivate your network and build political savvy. • Learn to operate effectively under stress • Make sure your appearance isn’t a distraction.
- 6. TYPES OF EXECUTIVE PRENENCE • ONLINE EXECUTIVE PRESENCE • OFFLINE EXECUTIVE PRESENCE
- 7. ONLINE EXECUTIVE PRESENCE • FACEBOOK • INSTAGRAM • LINKEDIN • WHATSAPP • SLIDESHARE • TWITTER
- 9. PERSONAL BRANDING • Personal branding is the practice of marketing people and their careers as brands • It is an ongoing process of developing and maintaining a reputation and impression of an individual, group, or organization.
- 10. THANK YOU