This document summarizes the Fierce program, which aims to transform organizational culture and behaviors through effective conversations that promote accountability and leadership development. It provides examples of how beliefs and behaviors may shift as a result of the program, such as focusing more on results than activities, embracing collaboration over competition, and addressing problems rather than avoiding them. The program outcomes include solving recurring issues, making better decisions, and developing leadership and coaching skills to build engagement and performance.
Explores creative collaboration in an agency environment. Discusses the obstacles to collaboration and ways to ensure all voices are heard in a context of mutual respect.
Employee Engagement and Challenges for Younger Generationsaksheebhaiswar
Highlights the characteristics of the younger generation, the challenges faced to ensure their engagement at workplace and provides solutions to overcome these challenges.
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
Explores creative collaboration in an agency environment. Discusses the obstacles to collaboration and ways to ensure all voices are heard in a context of mutual respect.
Employee Engagement and Challenges for Younger Generationsaksheebhaiswar
Highlights the characteristics of the younger generation, the challenges faced to ensure their engagement at workplace and provides solutions to overcome these challenges.
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
An Coppens CEO of Balanced Exec Ltd in London found the following statistics which are valuable to decision makers in human resource teams of large organisations contemplating on introducing executive coaching.
Getting things done within a matrix or a cross-functional team often depends on your ability to influence others. Discover the most effective influencing tactics and how to apply them.
Visioning and purpose conversations are based on Simon Sinek’s ‘why’ of work. If people understand the context of why they are doing what they are doing, it improves engagement. This unit considers some key questions and ideas that the manager can ask and use to assist their team member to see the context of what they are doing and the value it brings to the workplace, regardless of how mundane the task may seem.
The success of any business depends heavily on the effectiveness of its managers. They can have a significant impact on business outcomes and employee engagement. But many organizations do not adequately select or develop their managers, and they miss a great opportunity for business advancement.
If you want to learn more about this topic: https://www.newsteer.com/resources/be-an-effective-manager-guide
The Five Conversations Framework is an internationally recognised, practical approach developed by Tim Baker designed to having regular check-ins and catch-ups with team members. The focus is on five performance-based conversations that make a difference. This unit explains the framework and challenges managers to implement it in their workplace to accelerate performance.
Job descriptions have been around for 100 years. They were useful in relatively stable and predictable times in the last century. But in a climate of accelerated change and uncertainty, job descriptions are no longer relevant.
People at work are expected to play many roles. There are four nonjob roles that are critically important to surviving and thriving in the 21st century workplace. What are these roles and how can they be applied and incorporated in a role description?
Converting a job description to a role description is a simpler process than you might think. The role description covers all the relevant roles. But the job description only covers the tasks expected of an employee 2 succeed. It rarely if ever mentions any of these nonjob roles that are critical to success in an unstable and unpredictable working environment.
This webinar shows you a simple way of being able to convert job descriptions to role descriptions. It will explain the difference between a job description and a role description. And it will also discuss some of the valuable nonjob roles that are critically important to success in the 21st century. This webinar is based on Dr. Tim Baker's upcoming book, “The Future of Human Resources: Unlocking Human Potential.”
En esta presentación de FdeT aprenderás a calcular el área de la región determinada por la gráfica de dos funciones y a calcular el volumen de una figura de revolución.
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
An Coppens CEO of Balanced Exec Ltd in London found the following statistics which are valuable to decision makers in human resource teams of large organisations contemplating on introducing executive coaching.
Getting things done within a matrix or a cross-functional team often depends on your ability to influence others. Discover the most effective influencing tactics and how to apply them.
Visioning and purpose conversations are based on Simon Sinek’s ‘why’ of work. If people understand the context of why they are doing what they are doing, it improves engagement. This unit considers some key questions and ideas that the manager can ask and use to assist their team member to see the context of what they are doing and the value it brings to the workplace, regardless of how mundane the task may seem.
The success of any business depends heavily on the effectiveness of its managers. They can have a significant impact on business outcomes and employee engagement. But many organizations do not adequately select or develop their managers, and they miss a great opportunity for business advancement.
If you want to learn more about this topic: https://www.newsteer.com/resources/be-an-effective-manager-guide
The Five Conversations Framework is an internationally recognised, practical approach developed by Tim Baker designed to having regular check-ins and catch-ups with team members. The focus is on five performance-based conversations that make a difference. This unit explains the framework and challenges managers to implement it in their workplace to accelerate performance.
Job descriptions have been around for 100 years. They were useful in relatively stable and predictable times in the last century. But in a climate of accelerated change and uncertainty, job descriptions are no longer relevant.
People at work are expected to play many roles. There are four nonjob roles that are critically important to surviving and thriving in the 21st century workplace. What are these roles and how can they be applied and incorporated in a role description?
Converting a job description to a role description is a simpler process than you might think. The role description covers all the relevant roles. But the job description only covers the tasks expected of an employee 2 succeed. It rarely if ever mentions any of these nonjob roles that are critical to success in an unstable and unpredictable working environment.
This webinar shows you a simple way of being able to convert job descriptions to role descriptions. It will explain the difference between a job description and a role description. And it will also discuss some of the valuable nonjob roles that are critically important to success in the 21st century. This webinar is based on Dr. Tim Baker's upcoming book, “The Future of Human Resources: Unlocking Human Potential.”
En esta presentación de FdeT aprenderás a calcular el área de la región determinada por la gráfica de dos funciones y a calcular el volumen de una figura de revolución.
Definition of the Key Performance Indicators + infographics, explaining types of KPIs and data visualization.
Originally posted here with the article: https://www.kpi.com/blog/2016/02/03/intro-to-key-performance-indicators-infographic/
Talent Pipeline Optimisation: Ensuring Your Talented People Realise Their Po...The HR Observer
The purpose of this session is to help participants understand how to build in the appropriate processes and development initiatives to ensure that their organisations’ most talented people make the biggest positive impact in the organisation that they can. Participants will walk away from the session having been introduced to cutting edge ways to accurately identify potential and with the full understanding of what talented people need to be exposed to in order to reach their potential. They will also leave with a clear view of what kills potential in people and a kick-start of how to change the talent landscape in their organisation.
Bill Lawry, Managing Consultant, Nurturing Winners International
Have you ever considered what keeps executives up at night? Beyond a generic interview question, the root cause of their insomnia is usually associated with aligning qualified talent with key positions that enable an organization to effectively execute its business strategy. Not only are companies investing in high-impact leadership development programs, they are also allocating funds to hire organizational consultants who can design strategies that breed succession depth among a diverse slate of internal talent. This session is loaded with practical gems that will aid any organization in building a solid bench of exceptional internal talent.
Women with Impact Programme: An IntroductionKate Young
This presentation explores why businesses need to take gender diversity seriously to remain competitive and sustainable. It also introduces our women's development programme that is designed to create strong, confidence and equipped women leaders.
For more information go to bitly.com/womenwithimpact
1. Dale Carnegie, "Effective Communications & Human Relation Skills," Meets consecutively for 8 weeks on Tuesdays from 6-9pm or Thursdays from 1-4pm
2. "High Impact Presentations," Intensive & on the spot coaching for 2 days from 8:30-4:30pm
3. "Leadership Training for Managers," 3 day workshop from 8:30-4:30pm
4. Customizable comprehensive addition offerings ranging from 1 hour to multiple day professional trainings
1. fierce outcomes
Fierce transforms conversations to promote productivity and accountability, while developing leadership skills
that ultimately lead to a better you and better outcomes for your organization.
TRANSFORMING BEHAVIOR FROM BEFORE TO AFTER
You can expect shifts in beliefs and behaviors from those on the left to those on the right, as a result of
championing Fierce within your organization.
BEFORE AFTER
Focus on activities. Focus on results.
Skirting the issues. No one engages. Nothing
changes.
Open culture that identifies and addresses issues
truthfully. Generating the best decision for the
organization.
An “us versus them”, “me versus you” culture.
Politics, turf wars, competition for resources
and attention.
High levels of alignment, collaboration, and
partnership at all levels throughout the organization.
Reacting to and recuperating from poorly
thought-out conversations.
Engaging in effective, consequential conversations
that resolve tough challenges.
Leaders micro-managing versus leading. No
grass roots leadership development.
Effective coaching and delegation. Development of
quality “bench” to fill future leadership positions.
A relationship with customers and employees
based solely on price and salary. Difficulty
maintaining margins.
Relationships with customers and employees that
extend beyond price. Customers and employees are
engaged on an emotional level.
Original thinking is happening elsewhere.
Sleepwalking through the manual.
Shared enthusiasm for agility, continued learning, and
epiphanies; shared standard of performance.
A culture of terminal “niceness”. Avoiding or
working around problem employees.
Tolerating mediocrity.
Effectively confronting attitudinal, performance or
behavioral issues, and creating the impetus for
change.
2. program outcomes
team
• Solve recurring problems
• Gain input from all meeting attendees
• Help make better, more informed decisions
• Develop buy-in across the entire team
• Break down departmental walls
• Implement action plans to move forward
coaching
• Surface and address issues critical to success
• Stimulate self-generated insight and curiosity
• Provide the push for action or change
• Learn more by asking clarifying questions
delegation
• Ensure individuals know where they have authority to
make decisions and act
• Provide a framework for professional development
• Deepen accountability through clarifying expectations
• Build trust through transparency and open communication
• Give direct reports the opportunity to take on more tasks and
distribute them evenly throughout the organization
feedback
• Become a leader or team member who asks for and
welcomes feedback
• Conduct performance conversations regularly and in-the-
moment (not just once a year)
• Reinforce what is working well through positive feedback
• Receive feedback in a way that ensures you continue to
receive it
• Create a feedback culture where candor is the expectation and
trust is strong
Mix and Match from our program suite to build the programming that speaks to your development needs.
3. confrontation
• Address attitudinal, behavioral or performance issues
• Confront tough issues with confidence and skill
• Clarify what is at stake if nothing changes
• Enrich relationships through honest, respectful discussion
accountability
• Foster accountability within teams and throughout
the organization
• Uncover the dangers of diluted strategies and playing it safe
• Develop effective responses to those who have a context of
blame, protection, or defense
• Assist in achieving business goals and KPI’s by getting more
done, and on time
generations
• Create high-potential employees from any generational group
• Recognize the dangers of pigeonholing people due to
generational stereotypes
• Explore what motivates the individual generations
• Leverage diverse perspectives when moving past a roadblock,
vetting an opportunity or seeking new solutions
• Support the transfer of knowledge by developing mentors
among those who’ve built the business
• Develop higher levels of trust, collaboration, and unique
insights from all
negotiations
• Properly prepare for internal and external negotiations
• Build strong, long-lasting client business relationships
• Identify your own negotiation style and learn others
• Examine shared potential beyond the current negotiation
• Recognize and respond effectively to commonly used tactics
• Confidently close negotiations while being mindful of the
ongoing relationship