This document outlines a training program for developing leadership skills. It includes six units covering topics like giving effective feedback, enhancing influence, optimizing team performance, understanding personalities, and facilitating meetings. It discusses the importance of conversations for engagement and performance, identifying common barriers. It presents frameworks for developmental conversations and perceptual positions in conversations. Leaders are encouraged to regularly meet with their teams using questions to improve performance, learning, innovation and build trust through quality conversations.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
The 10 barriers of authentic communication in the workplace and how to elimin...WINNERS-at-WORK Pty Ltd
Developing a culture of constructive conversation in workplaces is easier said than done. There are a host of barriers that can interfere with meaningful conversation. What are they and how can they be eliminated? Performance conversations are the lifeblood of the progressive organisation.
By the end of this broadcast, you will be able to:
• Identify the 10 barriers of authentic conversation in the workplace;
• Put strategies and frameworks in place to promote a culture of conversation; and
• Appreciate that organisations are really a series of conversations.
For the past 100 years, we’ve progressively dehumanized our places of work. We’ve learned to systemize, homogenize, and mechanize – all in the quest for greater efficiency and cost-saving. We’ve forgotten that the human being is the center of work.
This broadcast is based on Dr Tim Baker’s latest book: Bringing the Human Being Back to Work: The 10 Performance and Development Conversations Leaders Must Have (Palgrave Macmillan)
The broadcast highlights the ten essential performance and development conversations leaders must have to restore human spirit at work. First, Tim explains the importance of cultivating an authentic workplace by resisting the dumbing down of work and respecting employee dignity. Second, he presents five developmental conversations, from coaching to relationship-building. Third, Tim outlines five performance conversations, from climate review to innovation.
Surveys consistently show that there are more people disengaged than engaged at work across the world and in all industries. Why is this and what can be done about it? Research and practical application suggest that there are 12 strategies that can impact positively to engage more and more employees. This short broadcast cover 12 proven strategies.
By the end of this broadcast, you will be able to:
• Identify the 12 proven engagement strategies and their power.
• Confidently apply these strategies immediately in your organisation.
• Reap the productivity gains from more engaged employees.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
The 10 barriers of authentic communication in the workplace and how to elimin...WINNERS-at-WORK Pty Ltd
Developing a culture of constructive conversation in workplaces is easier said than done. There are a host of barriers that can interfere with meaningful conversation. What are they and how can they be eliminated? Performance conversations are the lifeblood of the progressive organisation.
By the end of this broadcast, you will be able to:
• Identify the 10 barriers of authentic conversation in the workplace;
• Put strategies and frameworks in place to promote a culture of conversation; and
• Appreciate that organisations are really a series of conversations.
For the past 100 years, we’ve progressively dehumanized our places of work. We’ve learned to systemize, homogenize, and mechanize – all in the quest for greater efficiency and cost-saving. We’ve forgotten that the human being is the center of work.
This broadcast is based on Dr Tim Baker’s latest book: Bringing the Human Being Back to Work: The 10 Performance and Development Conversations Leaders Must Have (Palgrave Macmillan)
The broadcast highlights the ten essential performance and development conversations leaders must have to restore human spirit at work. First, Tim explains the importance of cultivating an authentic workplace by resisting the dumbing down of work and respecting employee dignity. Second, he presents five developmental conversations, from coaching to relationship-building. Third, Tim outlines five performance conversations, from climate review to innovation.
Surveys consistently show that there are more people disengaged than engaged at work across the world and in all industries. Why is this and what can be done about it? Research and practical application suggest that there are 12 strategies that can impact positively to engage more and more employees. This short broadcast cover 12 proven strategies.
By the end of this broadcast, you will be able to:
• Identify the 12 proven engagement strategies and their power.
• Confidently apply these strategies immediately in your organisation.
• Reap the productivity gains from more engaged employees.
The Five Conversations Framework—A New Approach to Appraising Employee Perfor...WINNERS-at-WORK Pty Ltd
Many organisations are abandoning their traditional performance review. But what are they replacing it with? There is a bewildering array of possibilities out there. But the key is to shift the emphasis from performance appraisal to performance development. In this presentation, I explain the Five Conversations Framework and how it can be easily implemented to facilitate extraordinary results in performance improvement. Learn how this framework can be applied in your organisation easily and effortlessly.
By the end of this broadcast, you will be able to:
• Appreciate the need to shift from performance appraisal to performance development.
• Be updated on what other organisations are doing to replace the traditional performance review.
• Implement the Five Conversations Framework in your organisation.
The primary task of a leader is to get the very best from each of his or her team members. How can this be done? What makes people tick? What do I need to do as a leader to create the motivational climate for team members to flourish and give of their best? Some practical and easy to implement ways of enhancing performance are covered.
The primary task of a leader is to get the very best from each of his or her team members. How can this be done? What makes people tick? What do I need to do as a leader to create the motivational climate for team members to flourish and give of their best? Some practical and easy to implement ways of enhancing performance are covered.
How does a senior manager positively impact performance at a strategic level? This session looks at a strategic framework for building performance capacity in your organisation. We consider inputs, throughputs, and outputs at the macro level.
Most meetings are perceived as a waste of time. How can meetings be more efficient and effective? Leaders have a responsibility to facilitate productive meetings. Being good at running meetings is the hallmark of a good leader. Some practical tips are covered.
High performing organisations have several things in common. One of these is that they have an authentic workplace culture; that is, a culture where people are genuine and open and willing to shared and exchange information. This short and informative broadcast will show you how to implement the building blocks for authenticity through performance and developmental conversation.
By the end of this broadcast, you will be able to:
• Understand and apply the five pillars of authentic conversation.
• Build trust and commitment through authentic conversations with colleagues.
• Appreciate the value of an authentic culture based on regular feedback and quality developmental and performance conversations.
Job descriptions don’t capture the non-job dimension of performance. The non-job roles people perform in organisations are becoming increasingly important. In this presentation, we cover four non-job roles and how they can be incorporated easily in the work document with measurable KPIs. The job description then becomes a role description.
By the end of this broadcast, you will be able to:
• Identify the four most important non-job roles employees perform across all industries;
• Put in place strategies for converting job descriptions to role descriptions; and
• Appreciate that the job tasks people do is only part of the overall framework.
To be an effective lead a team, the leader needs to be versatile in their style and approach. Sometimes they need to be directive and at other times very collaborative. This session considers how and when to lead using different styles and approaches for maximum effect.
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.”
Positive psychology is about building upon people's strengths and innate talents. Too often performance reviews focus on what's not working and not what's working and how this can be capitalized on. This webinar considers how leaders can build on people's strengths through strengths and talents conversations.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
The Five Conversations Framework—A New Approach to Appraising Employee Perfor...WINNERS-at-WORK Pty Ltd
Many organisations are abandoning their traditional performance review. But what are they replacing it with? There is a bewildering array of possibilities out there. But the key is to shift the emphasis from performance appraisal to performance development. In this presentation, I explain the Five Conversations Framework and how it can be easily implemented to facilitate extraordinary results in performance improvement. Learn how this framework can be applied in your organisation easily and effortlessly.
By the end of this broadcast, you will be able to:
• Appreciate the need to shift from performance appraisal to performance development.
• Be updated on what other organisations are doing to replace the traditional performance review.
• Implement the Five Conversations Framework in your organisation.
The primary task of a leader is to get the very best from each of his or her team members. How can this be done? What makes people tick? What do I need to do as a leader to create the motivational climate for team members to flourish and give of their best? Some practical and easy to implement ways of enhancing performance are covered.
The primary task of a leader is to get the very best from each of his or her team members. How can this be done? What makes people tick? What do I need to do as a leader to create the motivational climate for team members to flourish and give of their best? Some practical and easy to implement ways of enhancing performance are covered.
How does a senior manager positively impact performance at a strategic level? This session looks at a strategic framework for building performance capacity in your organisation. We consider inputs, throughputs, and outputs at the macro level.
Most meetings are perceived as a waste of time. How can meetings be more efficient and effective? Leaders have a responsibility to facilitate productive meetings. Being good at running meetings is the hallmark of a good leader. Some practical tips are covered.
High performing organisations have several things in common. One of these is that they have an authentic workplace culture; that is, a culture where people are genuine and open and willing to shared and exchange information. This short and informative broadcast will show you how to implement the building blocks for authenticity through performance and developmental conversation.
By the end of this broadcast, you will be able to:
• Understand and apply the five pillars of authentic conversation.
• Build trust and commitment through authentic conversations with colleagues.
• Appreciate the value of an authentic culture based on regular feedback and quality developmental and performance conversations.
Job descriptions don’t capture the non-job dimension of performance. The non-job roles people perform in organisations are becoming increasingly important. In this presentation, we cover four non-job roles and how they can be incorporated easily in the work document with measurable KPIs. The job description then becomes a role description.
By the end of this broadcast, you will be able to:
• Identify the four most important non-job roles employees perform across all industries;
• Put in place strategies for converting job descriptions to role descriptions; and
• Appreciate that the job tasks people do is only part of the overall framework.
To be an effective lead a team, the leader needs to be versatile in their style and approach. Sometimes they need to be directive and at other times very collaborative. This session considers how and when to lead using different styles and approaches for maximum effect.
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.”
Positive psychology is about building upon people's strengths and innate talents. Too often performance reviews focus on what's not working and not what's working and how this can be capitalized on. This webinar considers how leaders can build on people's strengths through strengths and talents conversations.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
The concept of the job has only been in existence for a little over 200 years. Jobs are a way of quarantining and controlling the output of workers. But performing at work is more than adhering to the strict confines of the job description. Yet, the non-job roles people play are at least as important as the jobs they do.
By the end of this broadcast, you will be able to:
• Identify the four-critical important non-job roles that apply n all industries;
• Apply a role description framework for shifting the focus from the job to performance; and
• Appreciate that performance has many dimensions not captured in the job description.
Typically, managers don’t spend enough time having performance conversations with their team members. This is largely because they perceive it taking too much time, making little difference, and ‘not wanting to open a can of worms.’ This presentation looks at some simple—but effective—conversation frameworks that make a significant difference in performance. These conversations are practical, easy to use and highly effective.
Conversations are at the heart of a manager’s work. It’s through conversations that managers coach, inspire, motivate, provide feedback, and much more. Being authentic is about staying authentic, relatable, and firm and fair. This unit provides managers with an understanding of what it means to be an authentic leader and how to go about this.
Conversations are at the heart of a manager’s work. It’s through conversations that managers coach, inspire, motivate, provide feedback, and much more. Being authentic is about staying authentic, relatable, and firm and fair. This unit provides managers with an understanding of what it means to be an authentic leader and how to go about this.
How do you engage others and build morale from a distance? We consider some useful strategies for building engagement and high levels of motivation in challenging times.
It seems like people have stopped talking to each other at work. We are communicating via multiple avenues of technology, but where is the genuine 2-way dialogue?
In his session Tim will explore:
The barriers that are preventing us from engaging with each other
What can be done about it
How HR professionals can encourage a culture of conversation
The most effective and simplist way to retain good staff is to talk to them. Leaders who have regular, meaningful, developmental conversations with their team members will go a long way to retaining key staff.
If ‘leadership is a relationship’, then it raises the question: How do we form working relationships? We do this through meaningful, work-related conversations. This presentation looks at several outstanding conversations frameworks that can assist in cultivating a culture of conversation in your organisation to build trust and optimise performance.
The Five Conversations Framework is a developmental conversation process consisting of five short, focused monthly conversations between the manager and each of his or her direct reports. The framework can be a substitute for the traditional performance review of an enabler to create a better performance review experience.
This webinar introduces this popular concept as a means of developing a conversation culture that leads to more engagement, greater productivity, elevated trust levels and more.
PGA of Ontario - Human Resource Leadership for the Golf IndustryMark Thompson
In today’s rapidly changing world, golf professionals need to realize that their greatest asset is their employees, and that effective people management is a key factor in their
overall success. Strong Human Resource practices are vital to YOUR success A manager’s most important, and most difficult, job is to manage people. You must lead, motivate, inspire, and encourage them.
Sometimes you will have to hire, fire, and discipline or evaluate
employees. This session will highlight key best practices through the hiring process, from performing a skills inventory to conducting the interview; discuss orientation; and cover some issues that face operational leaders of team in the Canadian Golf Industry.
OGSA - Attract, Select, Train and Retain, A Great Team - McKinley SolutionsMcKinley Solutions
Building the right team can really make or break your year. With only a core few on the team year round, staffing up each season provides both an opportunity and a challenge. We will walk through in detail the steps needed to form a great team. Starting from before they become an employee until they move on to the next stage of their career, each step is critical.
Attracting and selecting team members is no small job as you know. We will walk through the practical steps to make this easier for you. We show you how to not only confirm skills, but assess for culture fit with your team. From tips and templates to maximize today’s technology to attract great people to establishing a consistent selection process we will help start off the season on a great foot.
Engaging and training team members is your biggest challenge as it requires great planning in the off season and even greater day to day energy to connect with the 4 generations in the work force. Legislated training is a must, it does not mean it needs to be a bore. Ongoing mentoring and leadership is the focus you should have on training, it is a culture not and event.
Empowering and retaining is a tricky one, with such a season impact on your business. Now that you have a great team, how do you keep them, how do empower them to the next level, how do you get them to come back next season? Learn some techniques from exit interviews to off season communication and seasonal leadership roles that will increase empowerment and retain the best of the best.
In this session I talk about some of the key areas of retention and how they are influenced by the organization, the employee's manager, and other factors. This could also be called 50 tips for employee retention due to the wide variety of topics discussed...
This is a session in the NASHRM/Huntsville Chamber of Commerce HR Series.
Session one focuses on recruiting and selection: https://www.slideshare.net/beneubanks/recruiting-and-selection-essentials
Management techniques that work webinar deck Adecco Staffingjaccimelvin
Select slides from a webinar that was presented by Adecco Staffing on October 18, 2011. To view the pre-recorded version or to register for any of our upcoming webinars, please visit us at adeccousa.com/webcasts.
Building Leadership Development from Scratch - ASTD 2011Benjamin McCall
This presentation covers 3 main points:
1. What should you think about when creating or adjusting your leadership efforts.
2. The content you may want to include within a program, and
3. What metrics should you include,
Similar to Getting the best from the people you lead (20)
Change is often done poorly. This is because the focus is often on process and not people. Organisational change is about changing people, not processes.
Everybody is is the business of influence. we try to influence our boss, we try to influence our team, we try to influence our colleagues ... our partner ... our children. It never ends. And guess what: they are trying to influence us too. Influence is critical; to our success.
We spend a significant part of our lives in meetings, whether they are face-to-face or remote. Most meetings we attend are ineffective. Facilitating effective meetings is a core leadership skill.
If there are two people on a desert island there will be conflict. Therefore, learning to deal effectively with conflict is important to you and your success.
Feedback is the breakfast of champions. Feedback should be a conversation; I dialogue, not a monologue. In this video we consider the principles of feedback.
Assessing candidate’s potential, regardless of whether they’re within or outside the firm, is increasingly more important in a dynamic workplace. In a changing work setting, future potential is more valuable than past experience.
Experience still counts. But future potential is becoming increasingly important.
HR still relies on the behavioral interviewing technique. "Can you explain a time when you had to do ... " is a typical approach.
How then do we assess people based on their future potential? Is it reliable?
With the world transforming at a dizzying rate, beyond apparent major trends, it’s tricky to predict what the future holds. What’s worked in the past is therefore no guarantee that it will work in the future. With the relentless intrusion of AI, the way jobs are done is constantly transforming. Some jobs are disappearing. Some jobs are emerging. In this milieu, future potential rather than past competency is a more prized.
This short webinar will provide you with some practical ways of assessing future potential.
This information comes from Dr Tim Baker's forthcoming book, "The Future of Human Resources: Unlocking Human Potential."
Dr. Tim Baker, according to international coaching gutru, Marshall Goldsmith, is one of the world’s leading HR experts. In this short presentation, Tim introduces the 13 mindsets that need changing.
He acknowledges that many companies are in transit between the current and new thinking. It’s undoubtedly true too that a small number of businesses have made a successful shift to the necessary future states. And also there are many companies who are stuck in old thinking.
For example, they may have abolished their traditional appraisal system and moved to a process of regular developmental conversations between managers and team members (Shift 11). But that same company may still be wedded to selecting new hires solely based on their past experience and not developed a process to assess future potential (Shift 1). Regardless of where your organization may sit, the model gives you a useful tool to evaluate your HR practices in the context of the employee lifecycle.
This material comes from Dr. Tim Baker's new book, "The Future of Human Resources: Unlocking Human Potential."
Do you want to boost performance, build trust, enhance engagement, and create a culture of conversation?
The Five Conversations Framework is based on five themed conversations that you have with each of your people, one theme per month, for five months out of six. This means that each topic is covered twice in a year, helping you review their development easily.
A conversation with your team member should last around 15 minutes, and focus on one of the following themes:
Climate Review: To measure her job satisfaction and morale.
Strengths and Talents: To identify and develop her innate abilities.
Opportunities for Growth: To improve her performance and standards.
Learning and Development: To identify and support future learning opportunities.
Innovation and Continuous Improvement: To improve her own and your team's effectiveness in line with business needs.
This approach comes from Dr. Tim Baker's latest book, "The Future of Human Resources: Unlocking Human Potential."
More research is emerging that the key to high-performing teams is the effectiveness of the relationship dimension within the team. Yet, it is the task dimension that gets the most focus in teams. Join me to identify the three elements of the relationship dimension that makes all the difference and how this can be harnessed.
What are these three elemets and how can they be cultivated to move a team from a mediocre performing to high performing team?
This information comes from Dr. Tim Baker's book, "Winning Teams: The Eight Characteristics of High Performing Teams.
What is team identity and why is it critical for team success?
Join me to discover the three key factors that make up team identity and how these factors can be boosted by the team leader to accelerate performance.
Team identity is the extent to which a team member identifies with the team they belong to, rather than the organization. It is not the same as team cohesion. All high performing teams have a healthy team identity.
Not only will you have a better understanding of the attributes of team identity, you will have the practical steps to shape this.
The content from this session comes from Dr. Tim Baker's latest book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams".
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
In our outrageously busy world we don't have time to attend to improving how our team functions. And when we do find time, it's usually because of a crisis and then the need to change is a necessity.
We have plenty of time to work in the business, but not on the business. When was the last time you took time out to look under the bonnet of the car? When was the last time you downed tools and looked at team improvements?
All high performing teams are in a constant state of improvement.
Continuous improvement doesn't need to take up too much time and can make a huge difference to performance.
Learn a simple tool for continuous improvement that can be applied with powerful results that will massively improve performance.
This information comes from Dr. Tim Baker's book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams."
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
The After-Action Review is one of the most powerful learning tools known. It doesn't take much time and can reap brilliant results.
About this event
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
Feedback is not always received the way it is intended. How can defensiveness be overcome?
About this event
Surveys consistently show that employees feel they aren't getting enough feedback. We also know that frequent feedback and high levels of engagement go hand-in-hand.
How do we encourage leaders to give more constructive feedback? What are the ways to make feedback palatable and impactful?
There are several ways to give feedback without the other person getting defensive. The key is to get the recipient of the feedback engaged in the feedback. Feedback should be a dialogue, not a monologue.
This presentation considers four practical and easy-to-implement ways of giving feedback. This material comes from Tim Baker's new book, "Breaking The Proactive Paradox."
Feedback is challenging face-to-face. But remote feedback is even more challenging.
About this event
Giving feedback can be challenging in any situation. But remote feedback has its own challenges, whether it's positive or constructive. This webinar canvasses a few of main challenges.
The obvious difficulty is that you’re not in the same physical space. Although some managers might think that’s positive! Furthermore, you don’t have a first-hand observation of what your team member is doing, or not doing. So how does one get feedback under these conditions?
It’s natural for constructive feedback to have a stronger emotional reaction then positive feedback. We tend to ruminate more over criticism, even if its constructive.
Given the additional stress that people are facing with Covid-19, negative feedback becomes even more tricky to give and receive. During this pandemic, employees are easily going to feel defensive when they receive criticism.
This webinar is based on Dr. Tim Baker's latest book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
Giving feedback is an art and science. But there are several elements that can make the difference.
About this event
Surveys constantly show that employees want more feedback from their managers. Furthermore, the surveys suggest that employees want more constructive as well as positive feedback. Often managers are reluctant to give more feedback because of a fear that it won't be received the right way by the recipient.
Studies show that more feedback leads to higher levels of engagement.
This webinar explores several key elements that are critical for feedback to be effective. They are simple to implement and will make a significant difference in its impact, if done by the manager.
This content comes from Dr. Tim Baker's new book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
2. Unit 1—The Ingredients of
Effective Feedback
Unit 2—Enhancing Your
Personal Influence
Unit 3—Optimising Team
Performance
Unit 4—Getting the Very
Best from People
Unit 5—Understanding
People and their
Personalities
Unit 6—Facilitating Effective
Meetings
3. Your homework
Try to use autonomy, mastery, and
purpose in your leadership decisions &
conversations … and stick to it no matter
what
4. Your primary role as a leader is to get
the very best from each member of your
team
5.
6. Sobering statistics …
79% of organizations worldwide struggle to engage and retain
their employees (Deloitte’s, 2014)
86% of organizations believe they don’t have an adequate
leadership pipeline to address these problems (Deloitte’s, 2014)
90% of leaders rely on their own ideas, rather than seeking
involvement from their team. Worse still, 89% of leaders failed
to listen or respond to interpersonal cues from those they
interact with (DDI, 2012)
Disturbingly, only 5% of leaders are effective in building trust
in their interactions with team members (DDI, 2012)
60% of employees felt their self-esteem dented by their leader
at work. These people would rather do almost anything else
than sit through a performance conversation with their boss.
Although they did acknowledge that a good boss with excellent
interaction skills would enhance their productivity by as much
as 60%! (DDI, 2012)
79% of employees who quit their jobs cite a lack of appreciation
as a key reason for leaving (Lipman, 2012)
65% of North Americans report that they didn't receive any
recognition in the previous year (Lipman, 2012)
7. It’s all about the conversation …
Organisations are
conversations
Organisations
are a series of
conversations
Good quality
conversation is
sadly neglected
The ‘art’ of
conversation
Have we lost the need
for conversations?
I don’t have
time for
conversations
Leadership is a
relationship
18. The five conversations framework
Date Topic Content Key Questions
Month 1 Climate review Job satisfaction, morale
and communication
• How would you rate your current job satisfaction?
• How would you rate morale?
• How would you rate communication?
Month 2 Strengths
and talents
Efficiently deploying
strengths and talents
• What are your strengths and talents?
• How can these strengths and talents be used in your current and
future roles in the organisation?
Month 3 Opportunities
for growth
Improving performance
and standards
• Where are opportunities for improved performance?
• How can I assist you to improve your performance?
Month 4 Learning and
development
Support and growth • What skills would you like to learn?
• What learning opportunities would you like to undertake?
Month 5 Innovation and
continuous
improvement
Ways and means to improve
the efficiency and
effectiveness of the business
• What is the one way that you could improve your own working
efficiency?
• What is the one way that we can improve our team’s operations?
Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance
19. Five More Developmental Conversations …
Coaching conversation
Mentoring conversation
Delegating conversation
Visioning conversation
Encouraging conversation
Baker, T. & Warren, A. (2015). Conversations at Work:
Promoting a Culture of Conversation in the Changing
Workplace
23. Your homework
Organise a regular get together with your
direct reports on a fortnightly or monthly
basis … and stick to it no matter what
24. Unit 1—The Ingredients of
Effective Feedback
Unit 2—Enhancing Your
Personal Influence
Unit 3—Optimising Team
Performance
Unit 4—Getting the Very
Best from People
Unit 5—Understanding
People and their
Personalities
Unit 6—Facilitating Effective
Meetings
Editor's Notes
It paints a grim picture.
it’s completely paradoxical that we’ve never been more connected digitally and yet—at a human level—we have never been so disconnected. We now have the capability to connect instantly with virtually anyone, at any time, in any place in the world. This is only a relatively recent phenomenon. Despite this wonderment, there’s a rapid inverse decline in human connectivity in our local communities. Most of us don’t know our neighbors, let alone the people living in the house or apartment across the road or hallway.
Organisations are conversations. The organisation as a collection of people working together to achieve a certain outcome.
Organisations are a series of conversations that go on in the lunch room, board room, office, hallway, car, and toilet. 100, 1000, and 10 and 10000 conversations everyday. Some conversations are short, some long, some meaningful, some trivial, some are formal, others informal, some pleasant, others unpleasant. Some structured, others meandering. Some online, others off-line
Good quality conversation is sadly neglected. It’s the quality of conversations that count. Meaningful conversations in a workplace affect performance, morale, energy levels, trust levels.
The art of conversation. There is no art. We are all capable of being good conversations. We all have good conversations and poor conversations. Some conversations such as difficult conversation do take some skill. But most or not really an art form.
Have we lost the need for conversation? If you go home this afternoon on public transport, whether it is by tram, train or bus, have a look around. You will notice everyone is fixated on a screen. When these people arrive home they’ll be fixated on another screen; a TV screen, all the while making face book and twitter updates. There are many conversations we have through technology. Its convenient. It takes a few seconds. It can be done at the click of a button. But many of those conversations occur online when they ought to occur face-to-face.
I don’t have time for conversations. A manager said to me the other day: “I don’t have time for conversations. I have too much work to do.” Someone comes to their office at said, “I’m going. I have a better offer in another organisation.” Perhaps an earlier conversation may have prevented this conversation.
Leadership is a relationship. Kouzes and Posner once said “Leadership is a relationship” in their great book: “The Leadership Challenge”. I totally agree. But how do you form a relationship? Through trust building. And how do you build trust? Through a series of meaningful conversations.
We have looked at the psychological barriers of communication. Let’s look at nine barriers that can be personal, structural, cultural, procedural, or physical.
Warren Bennis identified the “management of attention” as one of the core competencies of highly successful leaders. How do we improve your ability to manage your attention?
Three things help with the management of attention:
Reduce manageable distractions
Multi-tasking is not efficient. Shifting from one activity to the next can give the illusion of efficiency. But you are short changing yourself on both activities.
Focus on one conversation at a time.
If the conversation is worth having, it is worth your complete undivided attention.
Identify your most attentive time of the day.
Important conversations ought to take place in high energy times. Ask yourself: How present am I in this conversation?
“You’ll get told on a need to know basis” is a common refrain from a manager with a traditional psychological contract mindset.
This idea is borne out of the notion that employees can’t be trusted with confidential information. The assumption is that managers can be trusted, but employees can’t. This is erroneous.
Granted, there are more employees than managers, but the idea of not communicating because of a lack of trust is a barrier to genuine, open dialogue.
It is a two-way street too: Employees have to be willing to share bad news to managers too.
Australian managers are worst in the world at giving timely, relevant, and balanced feedback.
Feedback ought to be a dialogue, not a monologue.
Tell the story of the 19 year old employee who received no feedback.
Discuss the concept of managers being trained to answer questions not ask them.
Talk about the story of the accident in the production area.
The person who asks the questions has control of the conversation always. Show me a good conversationalist, and I’ll show you someone who asks lots of questions.
Conversations in the bosses office are not necessarily going to be the best conversations.
In paramilitary organizations based on power, conversations can be accompanied by lots of paperwork and red tape. This stifles conversation.
The best conversations ironically occur around the watercooler, in the hallways, in the car driving back from a client or customer meeting.
The average person spends 2.5 hours a day on email.
What would those 2.5 hours be spend doing before email? Conversation?
Having a conversation via email is not a real conversation; it is asynchronous; the sending and receiving doesn’t happen at the same time.
Would this be best discussed in person or via the telephone?
What do your senior managers do?
Tell the story of the police commissioner
“I don’t want to open a can of worms” “let sleeping dogs lie”
Talk about the story of the orchestra: two musicians have not spoken to each other for 10 years.
There are two issues here with physical layout: proximity and layout.
Proximity refers to the relative physical distance between people.
Layout in the office environment; the further someone is from the centre of the action, the more likely they are to be less involved and engaged in the daily operations.
We have found interestingly, that the move in recent times to open office plans do encourage open communication, but because people can be heard due to lack of privacy, there is less meaningful interactions.
Managers often say to me “I have an open door policy”; I feel like saying, “Yes, but do you have an open mind?”
So those are the main barriers to communication.
So how do we encourage more productive conversations and meaningful dialogue?
You need a framework in place that promotes these conversations.
I want to share with you two frameworks.
Both of these frameworks can, and should be, recorded for reference.
The first of this frameworks that we discuss in Conversations at Work is The Five Conversations Framework.
Briefly describe the framework and the fact that some organisations are using this as a substitute for the traditional performance review.
Coaching conversation
Coaching conversations can take place informally, spontaneously, and briefly. We might call it “corridor coaching.”
Mentoring conversation
While coaching and mentoring are clearly related, and the descriptions sometimes used interchangeably, there is a difference in dialogue. Where the coaching conversation is solution-focused, and driven by the needs and goals of the person being coached, the mentoring conversation is often more general and tends to directly tap the experience and expertise of the mentor.
Delegation conversation
The delegation conversation is not about dumping work or responsibility on someone else, nor is it about abrogating our own responsibilities. It’s about incrementally increasing others’ responsibilities as a part of their continuous development.
Visioning conversation
Visioning can sound like a fluffy concept, but it’s actually a quite everyday need we have in our work and in our lives. We all crave a sense of purpose and meaning in what we do. Simon Sinek reminds us in his book, Start with the why, that “it doesn’t what you do, it matters why you do it. We need to explain the why.
Encouraging conversation
Opportunities to engage in encouraging conversations are perhaps amongst the easiest and certainly amongst the most enjoyable. A key to bringing out the best in others is to express appreciation, acknowledge contribution, and celebrate achievements.
I want to share with you what I believe to be the two fundamental attributes of someone who has the capacity to have meaningful conversations with their staff. One is a way of thinking and the other is a behaviour.
Perceptual positions considers the way people view the conversation they are in.
First position is looking at he situation through their own eyes; the least helpful frame-of-reference for a conversationalist.
Second position is looking at the situation through the eyes of the other person. In other words, putting ourselves in their shoes. It doesn’t mean agreeing with them. It really means to understand their perspective.
Third position is appreciating the context of the conversation and the other important variables that need to be taken into account.
For example, if you are in a forest and you have your nose pressed up against the trunk of a large tree, you are in first position; you can see the tree, but are unaware you are in a forest. Stepping back from the tree you are able to see many trees and realise you are actually in the middle of a forest. This is second position. Talk about the three conceptual positions using the analogue of a fight between two people. Now if you get into a helicopter and rise above the forest and look down, all you will see is a sea of green; you can see the totality of the forest. This is third position.
Take two people having an argument, finger pointing, voices raised, talking over the top of each other. This is first position. Both are not interested in anything else except promoting their own point-of-view. If one of them decides to stop talking and ask the other person to explain their case, this has the potential to put that person into second position. That person can then move to third position by considering the situation they are in and some of the external variables that may help or hinder a solution.
The person who asks more questions drives the agenda of the conversation. Use the example of the journalist. Good conversationalist ask lots of open questions: Why, what, which, when, where, and how.