gluetogether is a training organization that specializes in developing leaders to be more effective in changing environments. They believe small behavior changes can have a big impact on performance. Their experiential training challenges participants intellectually and emotionally to boost organizational success.
Critical competencies for 21st century leadersLou Russell
This document provides an overview of a presentation on emotional intelligence for decision makers. It discusses identifying triggers, strengths, and motivators that drive high performance both individually and for teams. It also covers identifying and mitigating conflicts between oneself and others or one's job. The goal is to build personal discipline to improve decision making and performance. The presentation provides self-assessment tools and models to increase self-awareness and clarity for both individuals and teams.
The document introduces the concept of a "Job Jar", which is a socially-enabled tool and process that allows employees to freely work on and collaborate on tasks, projects, issues and other work items ("cookies"). The Job Jar aims to break down silos and inefficiencies by making work transparent and allowing people to pick up any work item. The document then discusses potential benefits if the Job Jar was connected to key business functions like IT, HR, and LOBs. It also discusses how the Job Jar could tap into hidden talents and apply principles of double-loop learning to continually evolve and improve.
1. Engaged employees maintain stronger customer relations, with 98% considering communications and understanding of customers to be excellent.
2. Engaged employees have no intention of leaving the company, with 98% intending to stay long-term, whereas dissatisfied employees are more likely to seek other employment.
3. Engaged employees are more productive, with studies finding they are 50% more productive than non-engaged employees, and engagement leading to a 13% increase in productivity.
This document reflects on conversations with over 1200 executives and focuses on the dynamics of business, the work and life of executives, and the world of executive development as a profession. It discusses challenges executives face in getting results, serving stakeholders, finding answers, tapping into experience, and more. The conclusion is that executive development is about performance improvement and facilitators should offer practical guidance and drop pretensions by hosting dialogues focused on proven processes deployed by champion executives.
This document reflects on leadership development based on conversations with over 1200 executives. It discusses [1] the dynamics of business including shifting powers, uncertainty, and a focus on results; [2] the work and life of executives which involves strong involvement, seeking balance, and super information; and [3] the world of executive development as a profession which faces a crowded arena, broken promises, and questions about new approaches. It concludes that executive development is about performance improvement through initiatives focused on results and challenges faced day to day. Leaders operate as architects and facilitators offer expertise in learning processes.
Employee engagement cipd (leicester branch) presentation 3rd december 2009Simon Bozeat
The document discusses employee engagement and organizational change. It provides principles and methods for inspiring leadership, building trusting relationships, developing personal growth, and achieving goals through proven techniques. The majority of the models discussed are derived from the speaker's extensive transformation work and other projects over decades. Additional resources are available by emailing the contact provided.
Critical competencies for 21st century leadersLou Russell
This document provides an overview of a presentation on emotional intelligence for decision makers. It discusses identifying triggers, strengths, and motivators that drive high performance both individually and for teams. It also covers identifying and mitigating conflicts between oneself and others or one's job. The goal is to build personal discipline to improve decision making and performance. The presentation provides self-assessment tools and models to increase self-awareness and clarity for both individuals and teams.
The document introduces the concept of a "Job Jar", which is a socially-enabled tool and process that allows employees to freely work on and collaborate on tasks, projects, issues and other work items ("cookies"). The Job Jar aims to break down silos and inefficiencies by making work transparent and allowing people to pick up any work item. The document then discusses potential benefits if the Job Jar was connected to key business functions like IT, HR, and LOBs. It also discusses how the Job Jar could tap into hidden talents and apply principles of double-loop learning to continually evolve and improve.
1. Engaged employees maintain stronger customer relations, with 98% considering communications and understanding of customers to be excellent.
2. Engaged employees have no intention of leaving the company, with 98% intending to stay long-term, whereas dissatisfied employees are more likely to seek other employment.
3. Engaged employees are more productive, with studies finding they are 50% more productive than non-engaged employees, and engagement leading to a 13% increase in productivity.
This document reflects on conversations with over 1200 executives and focuses on the dynamics of business, the work and life of executives, and the world of executive development as a profession. It discusses challenges executives face in getting results, serving stakeholders, finding answers, tapping into experience, and more. The conclusion is that executive development is about performance improvement and facilitators should offer practical guidance and drop pretensions by hosting dialogues focused on proven processes deployed by champion executives.
This document reflects on leadership development based on conversations with over 1200 executives. It discusses [1] the dynamics of business including shifting powers, uncertainty, and a focus on results; [2] the work and life of executives which involves strong involvement, seeking balance, and super information; and [3] the world of executive development as a profession which faces a crowded arena, broken promises, and questions about new approaches. It concludes that executive development is about performance improvement through initiatives focused on results and challenges faced day to day. Leaders operate as architects and facilitators offer expertise in learning processes.
Employee engagement cipd (leicester branch) presentation 3rd december 2009Simon Bozeat
The document discusses employee engagement and organizational change. It provides principles and methods for inspiring leadership, building trusting relationships, developing personal growth, and achieving goals through proven techniques. The majority of the models discussed are derived from the speaker's extensive transformation work and other projects over decades. Additional resources are available by emailing the contact provided.
The document discusses a leadership development program that uses online self-directed learning and personal coaching. It aims to develop sustainable high-performance work teams by providing managers and leaders with the skills they need through 42 online modules on the latest leadership skills from experts. Participants receive feedback and determine areas to focus on. They study relevant modules and meet regularly with a coach. The coaching process uses different tools depending on the level and type of change needed, with support also provided through further reading, online discussions and group sessions.
This document summarizes key points from the February 2011 issue of the newsletter "Empower Bites". It discusses three main topics:
1) Achieving greatness in 2011 by focusing on fulfilling your passion and maximizing people's potential rather than income or status.
2) A book review of "The 8th Habit" by Stephen Covey about developing emotional intelligence to overcome obstacles and create trusting relationships.
3) The importance that managers place on "operational values" like integrity, quality of work, and learning ability when hiring and promoting, as shown through concrete examples from interviews and performance records.
Think leaders should use the same method they used 5 years ago? We think the competencies, as with everything else, have evolved. Learn why and how leadership has changed.
The document describes a paid focus discussion group called Goshthi offered by Saarthi Integrated Consulting LLP. Goshthi is intended for emerging leaders to interact, learn from each other's collective experiences, and discuss real-life challenges. It is moderated by Manish Singhal and offers both technical and people leadership groups. Half the proceeds from Goshthi are donated to fund education for underprivileged children.
The document summarizes the employee policies and culture at Diksha Technologies, an IT company. It describes an empowering and encouraging work environment that provides training, career growth opportunities, and work-life balance. Employees praise the company for challenging work, professional guidance, and recognition. The company emphasizes knowledge sharing, open communication, and participative management. It also offers health benefits, performance-linked bonuses and rewards, and focuses on employee satisfaction and retention.
Discover the tips and tricks to managing the diverse range of responsibilities at the 2nd Annual National EA & PA Convention which brings together Executive and Personal Assistants from a range of industries, along with the expertise of consultants.
Creating and Connecting Communities of InnovationXPotential
Innovation, whether traditionally executed or open, is widely identified as a key ingredient in any business strategy, however not all organisations are successful in delivering real, leveraged value through innovation. Even after decades of public and corporate attention innovation still encounters internal silo thinking & political barriers. Now Open Innovation is identified as the next “big thing” in innovation, raising expectations of explosive business growth. How many companies are really ready, internally and externally, to delivering it?
www.xpotential.co.uk
This document discusses when and how companies should use teams, task forces, and committees to accomplish important work. While these groups can help bypass bureaucracy, the author cautions that their use may also indicate underlying issues within the core organization. Before launching a special group, leaders should consider whether it will work around capability or performance gaps that have not been directly addressed. If so, the leader needs to model addressing such issues constructively to build a respected organization and develop their people. Special groups should not perpetuate mediocrity, and their recommendations still require proper implementation.
This document provides information about the Pathways to Prosperity professional coaching program offered by nLIVEn. It introduces four pathways or programs focused on personal and professional goals: 1) regaining motivation and energy, 2) establishing or improving a business, 3) developing management and leadership skills, and 4) assisting with personal or professional transitions. It then describes the Professional Partnership program, which provides 24-32 coaching sessions over 8-12 months to help clients achieve their visions. Several client testimonials are included that describe how the program has helped with business growth, work-life balance, and personal goals. The document also outlines specialty programs focused on areas like team profiling, business planning, and cultural diversity.
Agile2011 - What do we supposed to do with these managers now?skipangel
This document discusses the role of managers in agile organizations and options for how managers can adapt to agile ways of working. It suggests that managers transition from being directive leaders to being catalyst leaders who facilitate teams and create collaborative environments. Some ways managers can support teams mentioned are by reducing dependencies between teams, reducing technical and other debts, minimizing waste, and investing in learning. The document also notes that for agile to be successful, the entire organization needs to understand strategy, have a learning culture instead of a culture of fear, and optimize outcomes for the whole system rather than individual parts. It acknowledges that agile cannot address all challenges and is a significant organizational change and journey rather than a destination. Strong leadership is needed to make the
All too often, a nonprofit’s board of directors is detached from the organization. They are even less involved in the organization’s fundraising processes. At the same time, they are volunteers. This session is based on the chapter “All A-Board” in CharityChannel Press book, YOU and Your Nonprofit, published in 2011, and will provide you with some great tips and tools to help invigorate board members, working from within.
Working from Within-Board of Directors ewing_brown
This is a fresh look at board development. It is organizes in light of the various stages of a nonprofit. Heather Burton of Sage Consulting was the presenter.
Engage is a UK-based specialist in employee engagement. They have forty employees who are experts in engagement, research, consulting, communications, and leadership. They work with both large international brands and smaller innovative companies. Engage aims to enhance business performance through improving employee engagement. They help clients measure engagement, develop strategies to improve it, and implement solutions across areas like leadership, culture, communications, and collaboration. Engage tailors its approaches to client needs and objectives and measures the results and return on investment of engagement programs.
Greg Rodgers is an HR consultant who focuses on areas like change management, organizational design, talent management, and leadership coaching. He has lived and worked in many places in the US and abroad. He is now looking for his next company to partner with to drive performance through human capital strategies, with a preference for the Minneapolis area or opportunities for global relocation. He is interested in dynamic companies focused on strategic projects and sustainable impact.
Tangible provides executive coaching services to help clients achieve their goals and realize their full potential. Their methodology focuses on moving clients from intention to impact through a 5-phase process of initiating goals, mapping a path, practicing adjustments, catalyzing change, and transforming outcomes. They work with individuals and teams across various industries to improve leadership, performance, and organizational success.
PositiveShift International is a leadership development company based in London and Hyderabad. The document provides an overview of the company's mission, values, programs, team, and approach. PositiveShift believes that everyone has a leader within and their goal is to help clients discover and develop this inner leader through experiential learning programs. They take a holistic approach focused on personal discovery, teamwork, and follow-up support to facilitate lasting behavioral change.
This document provides an overview of leadership development programs offered by Hamilton Davenport Partners. The programs are delivered through workshops ranging from 1-2 days and cover topics such as personal influence, team leadership, strategic communication, inspiring change, coaching, creative thinking, and innovation. The workshops utilize experiential learning techniques and are designed to provide tangible skills and insights that can be immediately applied on the job. Hamilton Davenport takes a holistic approach to leadership development, with the goal of positively impacting both individual and organizational performance over the long-term.
The document discusses an organization that partners with clients to develop solutions that drive measurable performance improvement. Their approach is based on three principles: context is important, engagement is key, and people are not passive recipients of information like sheep. They draw on expertise to build customized solutions addressing areas like sales, leadership, and performance. Services include content solutions, custom programs, and facilitation/coaching. Content solutions cover selling skills, negotiations, presentations and more, tailored to each client's needs.
This document outlines the methodology of Managing The Mist, a consulting firm that helps organizations create "mist-free" high performance cultures during change initiatives. The methodology involves 5 rules: 1) getting organizational house in order by aligning strategies, processes and behaviors; 2) asking employees for input instead of just telling them changes; 3) developing leaders to step back and focus on continuous improvement; 4) embracing failure so employees are not afraid to take risks; 5) holding each other accountable through feedback and evaluation of actions and results. The firm uses experiential learning techniques to build high performance cultures and measures impact to ensure a return on investment.
The document discusses a leadership development program that uses online self-directed learning and personal coaching. It aims to develop sustainable high-performance work teams by providing managers and leaders with the skills they need through 42 online modules on the latest leadership skills from experts. Participants receive feedback and determine areas to focus on. They study relevant modules and meet regularly with a coach. The coaching process uses different tools depending on the level and type of change needed, with support also provided through further reading, online discussions and group sessions.
This document summarizes key points from the February 2011 issue of the newsletter "Empower Bites". It discusses three main topics:
1) Achieving greatness in 2011 by focusing on fulfilling your passion and maximizing people's potential rather than income or status.
2) A book review of "The 8th Habit" by Stephen Covey about developing emotional intelligence to overcome obstacles and create trusting relationships.
3) The importance that managers place on "operational values" like integrity, quality of work, and learning ability when hiring and promoting, as shown through concrete examples from interviews and performance records.
Think leaders should use the same method they used 5 years ago? We think the competencies, as with everything else, have evolved. Learn why and how leadership has changed.
The document describes a paid focus discussion group called Goshthi offered by Saarthi Integrated Consulting LLP. Goshthi is intended for emerging leaders to interact, learn from each other's collective experiences, and discuss real-life challenges. It is moderated by Manish Singhal and offers both technical and people leadership groups. Half the proceeds from Goshthi are donated to fund education for underprivileged children.
The document summarizes the employee policies and culture at Diksha Technologies, an IT company. It describes an empowering and encouraging work environment that provides training, career growth opportunities, and work-life balance. Employees praise the company for challenging work, professional guidance, and recognition. The company emphasizes knowledge sharing, open communication, and participative management. It also offers health benefits, performance-linked bonuses and rewards, and focuses on employee satisfaction and retention.
Discover the tips and tricks to managing the diverse range of responsibilities at the 2nd Annual National EA & PA Convention which brings together Executive and Personal Assistants from a range of industries, along with the expertise of consultants.
Creating and Connecting Communities of InnovationXPotential
Innovation, whether traditionally executed or open, is widely identified as a key ingredient in any business strategy, however not all organisations are successful in delivering real, leveraged value through innovation. Even after decades of public and corporate attention innovation still encounters internal silo thinking & political barriers. Now Open Innovation is identified as the next “big thing” in innovation, raising expectations of explosive business growth. How many companies are really ready, internally and externally, to delivering it?
www.xpotential.co.uk
This document discusses when and how companies should use teams, task forces, and committees to accomplish important work. While these groups can help bypass bureaucracy, the author cautions that their use may also indicate underlying issues within the core organization. Before launching a special group, leaders should consider whether it will work around capability or performance gaps that have not been directly addressed. If so, the leader needs to model addressing such issues constructively to build a respected organization and develop their people. Special groups should not perpetuate mediocrity, and their recommendations still require proper implementation.
This document provides information about the Pathways to Prosperity professional coaching program offered by nLIVEn. It introduces four pathways or programs focused on personal and professional goals: 1) regaining motivation and energy, 2) establishing or improving a business, 3) developing management and leadership skills, and 4) assisting with personal or professional transitions. It then describes the Professional Partnership program, which provides 24-32 coaching sessions over 8-12 months to help clients achieve their visions. Several client testimonials are included that describe how the program has helped with business growth, work-life balance, and personal goals. The document also outlines specialty programs focused on areas like team profiling, business planning, and cultural diversity.
Agile2011 - What do we supposed to do with these managers now?skipangel
This document discusses the role of managers in agile organizations and options for how managers can adapt to agile ways of working. It suggests that managers transition from being directive leaders to being catalyst leaders who facilitate teams and create collaborative environments. Some ways managers can support teams mentioned are by reducing dependencies between teams, reducing technical and other debts, minimizing waste, and investing in learning. The document also notes that for agile to be successful, the entire organization needs to understand strategy, have a learning culture instead of a culture of fear, and optimize outcomes for the whole system rather than individual parts. It acknowledges that agile cannot address all challenges and is a significant organizational change and journey rather than a destination. Strong leadership is needed to make the
All too often, a nonprofit’s board of directors is detached from the organization. They are even less involved in the organization’s fundraising processes. At the same time, they are volunteers. This session is based on the chapter “All A-Board” in CharityChannel Press book, YOU and Your Nonprofit, published in 2011, and will provide you with some great tips and tools to help invigorate board members, working from within.
Working from Within-Board of Directors ewing_brown
This is a fresh look at board development. It is organizes in light of the various stages of a nonprofit. Heather Burton of Sage Consulting was the presenter.
Engage is a UK-based specialist in employee engagement. They have forty employees who are experts in engagement, research, consulting, communications, and leadership. They work with both large international brands and smaller innovative companies. Engage aims to enhance business performance through improving employee engagement. They help clients measure engagement, develop strategies to improve it, and implement solutions across areas like leadership, culture, communications, and collaboration. Engage tailors its approaches to client needs and objectives and measures the results and return on investment of engagement programs.
Greg Rodgers is an HR consultant who focuses on areas like change management, organizational design, talent management, and leadership coaching. He has lived and worked in many places in the US and abroad. He is now looking for his next company to partner with to drive performance through human capital strategies, with a preference for the Minneapolis area or opportunities for global relocation. He is interested in dynamic companies focused on strategic projects and sustainable impact.
Tangible provides executive coaching services to help clients achieve their goals and realize their full potential. Their methodology focuses on moving clients from intention to impact through a 5-phase process of initiating goals, mapping a path, practicing adjustments, catalyzing change, and transforming outcomes. They work with individuals and teams across various industries to improve leadership, performance, and organizational success.
PositiveShift International is a leadership development company based in London and Hyderabad. The document provides an overview of the company's mission, values, programs, team, and approach. PositiveShift believes that everyone has a leader within and their goal is to help clients discover and develop this inner leader through experiential learning programs. They take a holistic approach focused on personal discovery, teamwork, and follow-up support to facilitate lasting behavioral change.
This document provides an overview of leadership development programs offered by Hamilton Davenport Partners. The programs are delivered through workshops ranging from 1-2 days and cover topics such as personal influence, team leadership, strategic communication, inspiring change, coaching, creative thinking, and innovation. The workshops utilize experiential learning techniques and are designed to provide tangible skills and insights that can be immediately applied on the job. Hamilton Davenport takes a holistic approach to leadership development, with the goal of positively impacting both individual and organizational performance over the long-term.
The document discusses an organization that partners with clients to develop solutions that drive measurable performance improvement. Their approach is based on three principles: context is important, engagement is key, and people are not passive recipients of information like sheep. They draw on expertise to build customized solutions addressing areas like sales, leadership, and performance. Services include content solutions, custom programs, and facilitation/coaching. Content solutions cover selling skills, negotiations, presentations and more, tailored to each client's needs.
This document outlines the methodology of Managing The Mist, a consulting firm that helps organizations create "mist-free" high performance cultures during change initiatives. The methodology involves 5 rules: 1) getting organizational house in order by aligning strategies, processes and behaviors; 2) asking employees for input instead of just telling them changes; 3) developing leaders to step back and focus on continuous improvement; 4) embracing failure so employees are not afraid to take risks; 5) holding each other accountable through feedback and evaluation of actions and results. The firm uses experiential learning techniques to build high performance cultures and measures impact to ensure a return on investment.
Future Considerations is a global consultancy that develops leaders, strengthens relationships and helps organisations find direction and purpose in complex business environments.
Simply put, we work with our partners to transform their leadership, teams and organisations by applying leading edge thinking to business reality and effect deep personal change as a conduit for organisational change, and vice-versa.
This is a quick powerpoint slide deck of who we are and what we are able to offer. If you’d like to know more contact me at peter@futureconsiderations.com
Principles over Processes: Lasting Change in your Agile Transformation by Zia...Agile ME
Guiding an organisation through an Agile transformation is difficult, enabling it to change, almost impossible. Many Agile coaches rely on a variety of scaling frameworks that focus on specific processes and practices across the Agile transformation. Such an approach can only affect the climate of the organisation but rarely the deeper aspects of the culture or organisational personality to enable lasting change.
We need more of a principles-based approach that enables the organisations to take ownership and make changes that are created for its context. In this way, we can apply Agile principles to achieve agility across the entire domain of the organisation.
In this workshop, I’ll share with you the 10 principles of enterprise agility and walk you through how these principles can make a difference to your enterprise transformation and what every agile coach should be doing to help apply these principles in any setting, for any organisation to flourish.
Principles over processes creating lasting change in your organisationZia Malik
Guiding an organisation through an agile transformation is difficult, enabling it to change, almost impossible. Many agile coaches rely on a variety of scaling frameworks that focus on specific processes and practices across the agile transformation. Such an approach can only affect the climate of the organisation but rarely the deeper aspects of the culture or organisational personality to enable lasting change. We need more of a principles-based approach that enables organisations to take ownership and make changes that are created for its context. In this way, we can apply agile principles to achieve agility across the entire domain of the organisation.
In this workshop, Zia will share a breakdown of each of the 10 principles and how as coaches you can apply these as part of your agile transformation.
This document contains excerpts from an employee field guide for the company Online Business Systems. It discusses the company's culture of continuous improvement, focus on innovation, and importance of work-life balance. Key traits that define the company's "DNA of innovation" are also outlined. The field guide provides guidance to new employees on navigating their careers at the company.
This document provides an overview of the culture and values at an online business systems company. It consists of short passages describing the company's emphasis on continuous improvement, innovation, teamwork, client focus, work-life balance, and challenging work. The company aims to attract diverse thinkers and keep employees engaged through interesting projects. Maintaining a culture of innovation is seen as key to the company's success.
This document introduces the 5M action framework for managing and leading change. The framework consists of 5 dimensions: Mindful and Mobilising (actions taken with awareness of complexity and mobilizing intelligence of others), Maps and Masks (planning while recognizing plans are hypotheses and adopting roles to influence others), and Mirrors and Reflection (creating feedback mechanisms while accepting unexpected outcomes). The framework is designed to help support change efforts by providing principles for planning, taking experimental action, and reflecting on results in a complex, uncertain environment where change is continuous and resistance can come from within.
Group Partners is a consulting firm that aims to change how businesses think and work through a philosophy called Structured Visual Thinking (SVT). SVT brings visualization to complex issues in a way that enables everyone to understand. It emphasizes structure, visuals, and dedicated thinking time. Group Partners applies SVT through workshops that guide open conversations without preconceived solutions. They use a 4D framework approach across discovery, development, decision, and deployment phases. The workshops are interactive and meant to give clients ownership over their future success.
Group Partners is a consulting firm that aims to change how businesses think and work through a philosophy called Structured Visual Thinking (SVT). SVT brings visualization to complex issues in a way that helps everyone understand. It involves structuring discussions and taking time for quality thinking. Group Partners applies SVT through workshops that are interactive and inclusive. They use a framework called 4D that involves discovery, development, decision, and deployment stages to structure conversations and gain insights.
TAKEON! IS A PROGRAM FOR IMPROVING BUSINESS PERFORMANCE THAT GETS PEOPLE WORKING TOGETHER ON WHAT MATTERS MOST.
The results are immediate and measurable.
TakeON! resources and concepts are easily woven into existing practices.
You own it, you lead it, it’s your take on what matters to your business now.
Imagine people across your organisation coming together regularly, discussing what’s already working, what could be improved, and how they can contribute. Dozens of suggestions are generated and acted upon. The power comes not from a single silver-bullet idea, but in creating a culture of constant incremental change.
TakeON! enables these conversations at leader level or across your whole business. What’s more, it focuses them on the specific challenges that you face today. This creates quick wins that build confidence and momentum across the business.
Working across borders is becoming an increasingly complex experience. Succeeding in a global organization requires a specific set of virtual, cross-cultural and communication skills which ensure that working relationships thrive and all business objectives are surpassed.
This presentation examines best practices for managers with cross-border roles who want to succeed in complex global companies.
This document outlines the mission and values of TempAlert, an organization that aims to improve decision making through monitoring technologies. Their core values are listed as People First, Be the Change, Mastery, Focus on HOW, and Honesty. They discuss how they hire people who demonstrate qualities like being Inspired, Effective, Humble, Adaptable, Loyal, and Collaborative. Leadership principles include Elevating others, Iterating based on feedback, Challenging convention, Simplifying processes, and having a positive Impact.
LRMG is a Performance Agency based in South Africa that empowers people to \'dream it ... believe it ... do it!\' through management consulting, skills development, people technology and e-learning.
- The document provides lessons learned about business practices for college marketing and recruiting. It discusses the importance of sales, customer service, effective solutions, business finances, teamwork, leadership, and professional development.
- Key recommendations include treating admissions like a business, prioritizing the customer experience, developing effective and proven solutions, maintaining profitability, empowering team members, and embracing new ideas and strategies.
- The overall message is that colleges must change their traditional "talk-at" marketing approaches and instead focus on authentic stories, conversations, and customer-centric practices to be successful.
This document summarizes Pia-Maria Thorén's presentation on implementing an agile performance management framework. Some key points include:
- The traditional performance management process did not increase performance or support managers. A new framework is needed that focuses on empowerment, coaching, feedback and continuous improvement.
- Performance is best when employees feel engaged, have autonomy, receive feedback and development opportunities, and trust their managers and teams. The new framework aims to create this type of environment.
- Changes proposed include moving from an imperative HR-controlled process to empowering managers with a flexible toolbox. It also shifts the focus from yearly assessments to ongoing performance management linked to objectives.
The document summarizes a variety of workshops offered by gluetogether to empower employees and improve performance. The workshops cover topics such as influencing skills, communicating difficult messages, assertiveness, creative problem solving, time management, leadership development, managing change, and business skills. Attendees would learn practical tools and strategies to strengthen their abilities in areas like communication, conflict management, delegation, motivation, and goal setting. The workshops aim to help professionals develop key skills for both career success and personal growth.
1. glue together
your pioneering change agents...
“ ”
We boost organisational performance by developing
leaders to be more aware, adaptable and effective
in today’s changing environments.
PLAYFULMAVERICKEXTRAORDINARYENERGETICCURIOUS
2. about gluetogether...
Who we are
gluetogether is a maverick training and development
organisation based near the historic Viking town of York,
“
where we specialise and partner with informed clients to
We are all on a develop leaders to be more effective in their changing and
journey, none of challenging business environments.
us has all the
What we do
answers, but it
We develop leaders to understand and choose the most
was so worthwhile effective behaviours and emotions to boost organisational
to take the time to performance.
“
look at ourselves
and find ways that
will improve our
relationships with
Why we do what we do
We believe that performance is the direct result of how you,
as leaders, recognise and choose the most appropriate
emotion and behaviour. Our philosophy is that ‘small changes
in behaviour have a massive impact on results. Any change
others.
Said a client from the requires you to break an existing habit in order to adopt a new
Education Sector one and this process must begin with self awareness’.
3. about gluetogether...
How we do what we do
If you have tried many of the standard approaches to
developing your leaders with limited success, then it’s time to
do something different. At gluetogether we dare to do things
differently, challenging outdated habits and old patterns of
behaviour.
“
It was excellent,
thought
“
provoking and
practical.
I experienced so
many ‘A-ha’
Our extraordinary solutions are experiential and that’s
what adds real value. We target the conditioned behaviours
that limit people’s ability to achieve the EXTRAORDINARY.
Our events challenge people intellectually, whilst
simultaneously engaging them at an emotional level.
Help you to diagnose Build a solution to meet
moments.
Said a client from the
Finance Sector
1 your current levels of success
and what perfomance you
want to boost
2 your needs based on the
behaviours that bring
success
3 Implement an experiential
solution and coach to embed
the new behaviours
4 Measure the results!
4. values...
What makes us different
"Everyone at gluetogether lives and breathes these values and it’s what drives our business
success"
PLAYFUL we know that our clients are able to make more fundamental shifts in
attitude and behaviour when we remove the need for them to act ‘like adults’ -
sensible, logical behaviour doesn’t aid learning.
MAVERICK as independent thinkers who refuse to conform to the accepted views,
we like to challenge the status quo. If we were predictable in our approach, then we
would become part of what needs to change, not the change agents who facilitate it.
EXTRAORDINARY our events bring lasting impact, targeting the conditioned
behaviours that limit our clients’ ability to achieve the extraordinary.
ENERGETIC our energy is catching and our aim is to provide our clients with the
skills to generate their own lasting energy. High energy gets the best results!
CURIOUS we like questions as they help us to think differently and the questions that
we ask also help our clients to see their world with a new perspective.
We go out of our way to understand what our client’s value. We are convinced that
our clients are convinced that we add value!
6. gluetogether tools...
glueless about change™
glueless about change™ is a fun and insightful game to
help leaders manage change in themselves and others. A
‘change’ is relatively simple to implement, what prevents
change from being effective is that the people involved have
n
yet to make the ‘transition’. It is widely accepted that all of us
iratio
insp ience go through this transition, what we call the gluecurve.
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ine
at concern for businesses is the impact this has on
ited
2006
performance. By understanding the distinct stages and
identifying the associated emotions and behaviours, leaders
“
“
can learn to provide the most effective support and potential
Anything that solutions.
changes your The glueless about change™ game is a tool to help managers
values changes find solutions that will help them to manage their teams
your behaviour. during change.
George A Sheehan
7. emotional intelligence...
Get the best from your intelligences
Have you wondered why ‘smart’ people do stupid things?
Informed people recognise that intelligence is not just a
measure of IQ, which accounts for less than 25% of job
performance.Truly intelligent people use and develop other
intelligences including social and emotional ones. How we
get along with peers, bosses and our teams is critical to our
relationships and success as leaders.
We use some of the best tools to measure and develop
your EI.
“
Ever ‘lost your rag’ inappropriately? Is Anger pervading
Leadership is the your workplace? Our clients tell us that this is on the
art of getting increase. Anger is a habit, a pattern of behaviour that stems
do something
“
someone else to
you want done
because he
from a way we have learned to deal with situations. We
measure and coach leaders in recognising the physiological
impact of anger and have a range of tools to cope with this
inevitable and habitual emotion. We help you to measure
your responses in a scientific way using biofeedback,
wants to do it. identify the causes and find practical ways to reduce the
Dwight Eisenhower impact.
8. topic tasters...
Topic tasters are ideal if you find it difficult to dedicate a day to your development or
you like short learning bursts. These highly interactive 90-120 minute sessions cover
thought provoking topics following the gluetogether philosophy that ‘small changes
in behaviour have a massive impact on results’.
Subjects include:
◗ How to improve problem solving by managing emotions
◗ How to herd cats, using metaphor to understand resistance to change
◗ Discover how small changes in behaviour have a massive impact on results
◗ Rewiring strategies to make ‘it’ happen
And by popular demand we have developed some for non-management:
◗ How to ‘brim over’ with confidence - by simply taking control
◗ How to engage by knowing me and understanding you
◗ How to enhance listening skills - to develop trust and improve problem solving
◗ Improving customer service and increasing sales - by reading the signals
For more information please visit the gluetogether website at
www.gluetogether.com telephone us on 0845 345 7036
or email us on change@gluetogether.com
9. gluetogether clients...
Our clients Who we work with
◗ Finance ◗ HR and Learning and
◗ Education Development
◗ Leisure professionals
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◗ Energy Providers ◗ Board of Directors
This programme ◗ Charities ◗ Senior, Middle and
should be ◗ Utilities Junior Leaders
compulsory for ◗ Local authorities ◗ Operations
all leaders. ◗ IT ◗ Sales and Service
Said a client from a ◗ Transport ◗ Change agents
Local Authority ◗ Translation
For more information please visit the
gluetogether website at www.gluetogether.com
telephone us on 0845 345 7036
or email us on change@gluetogether.com
10. glue together
your pioneering change agents...
“ ”
We boost organisational performance by developing
leaders to be more aware, adaptable and effective
in today’s changing environments.
PLAYFULMAVERICKEXTRAORDINARYENERGETICCURIOUS