Learn about, generating your own specific goals, making those sacrifices, changing weaknesses into strengths, commitment to self discipline, the courage to succeed and internal coaching
Learn about, passion for success, striving for self excellence, the value of team dynamics, the virtues of personal integrity, the art of earning your respect, responsibility and changing for the better
A collection of three exercises in self-management presented at Agile Boston's first community-led workshop. The three exercises cover skills matrix, permission tokens, and breaking the rules. The appendix includes detailed instructions for the three exercises, as well as three viewpoints on self-organization and self-management. The workshop was facilitated by Ann Brea and David Hanson on 7 April 2021.
Our self-esteem is very dependent on factors within our environment. It is formed as a result of our years of experiences (especially the early ones). It could be said that one's eyes and ears record the messages they receive from others, especially those most important to them. Because one's unconscious accepts all words and emotions as facts no matter how legitimate or based in reality, one's self-esteem is being continuously constructed and reconstructed by what is encountered in the mirror of others verbal and nonverbal messages.
Navigating the Waters: Tips for the First Time ManagerRobin Schooling
The transition to the role of manager is exciting but also challenging. With new responsibilities and expectations it’s necessary for newly hired or promoted individuals to get off to the right start. A new manager needs to strengthen their personal skills, develop a team focus and build organization awareness.
Community of Practice - Self Care for Change PractitionersProsci ANZ
Being involved in change can be exciting and exhausting and for us to be of service to others, we need to regularly take stock of how WE are and build our resilience.
This 60 min webinar will give you tips and tricks on how you can refresh your energy and passion and build the resilience you need to perform at your best.
Learn about, generating your own specific goals, making those sacrifices, changing weaknesses into strengths, commitment to self discipline, the courage to succeed and internal coaching
Learn about, passion for success, striving for self excellence, the value of team dynamics, the virtues of personal integrity, the art of earning your respect, responsibility and changing for the better
A collection of three exercises in self-management presented at Agile Boston's first community-led workshop. The three exercises cover skills matrix, permission tokens, and breaking the rules. The appendix includes detailed instructions for the three exercises, as well as three viewpoints on self-organization and self-management. The workshop was facilitated by Ann Brea and David Hanson on 7 April 2021.
Our self-esteem is very dependent on factors within our environment. It is formed as a result of our years of experiences (especially the early ones). It could be said that one's eyes and ears record the messages they receive from others, especially those most important to them. Because one's unconscious accepts all words and emotions as facts no matter how legitimate or based in reality, one's self-esteem is being continuously constructed and reconstructed by what is encountered in the mirror of others verbal and nonverbal messages.
Navigating the Waters: Tips for the First Time ManagerRobin Schooling
The transition to the role of manager is exciting but also challenging. With new responsibilities and expectations it’s necessary for newly hired or promoted individuals to get off to the right start. A new manager needs to strengthen their personal skills, develop a team focus and build organization awareness.
Community of Practice - Self Care for Change PractitionersProsci ANZ
Being involved in change can be exciting and exhausting and for us to be of service to others, we need to regularly take stock of how WE are and build our resilience.
This 60 min webinar will give you tips and tricks on how you can refresh your energy and passion and build the resilience you need to perform at your best.
Leadership Accelerator: Unleashing Potential in Younger Employees.pptxDennis Van Aelst
We recognize that our young professionals possess immense talent, fresh perspectives, and boundless energy. We believe in their potential to become the next generation of exceptional leaders. That's why we have developed this transformative program designed specifically to harness and amplify their abilities.
Emotional Intelligence Can Be Learned | SoGoSurveySogolytics
EQ (emotionally intelligent) leaders are critical in tricky times, and their strengths can support both employees' personal goals and companies' business goals. Sound impossible? The good news is that emotional intelligence can be learned! Learn how and why EQ is critical for all humans -- and especially leaders!
Being resilient: Self care for Change PractitionersProsci ANZ
It's nearly the end of another big year of change - an ideal time to pause and take time out for ourselves. Being involved in change can be exciting and exhausting and for us to be of service to others, we need to regularly take stock of how WE are and build our resilience.
In our final Change Community of Practice Webinar for 2017, join us in sharing how you refresh your energy and passion and build the resilience you need to perform at your best.
- What is resilience?
- Why is it important for change professionals?
- Top 5 Tips for Being Resilient
Do you want to change a habit of a lifetime? Identify how to overcome blocks to changing habits, and explore what habits you have that help or hinder you in life?
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
1. Hi! I’m Coni Judge, Ph.D.
coni.eden@gmail.com
conijudge.com
• Executive Performance Coach & Thinking Partner – Work with
senior leaders – mostly introverted women – to communicate
more effectively and project themselves confidently to achieve
their personal and professional goals.
• Internal Communications & Change Consultant – Work with
big companies going through change to engage and motivate
employees, drive desired behavior and achieve performance
objectives.
• Speaker and Author of self-help/business books on Self-
Esteem, Executive Presence for Women, and building positive
company cultures.
3. • Understand the importance of focus, especially during
times of change.
• Understand how a focus on continuous improvement
and evolution differentiates great change leaders.
• Take actions to improve your ability to focus when
leading change.
Session Objectives
4. Change Leadership & Focus
Focus: (Verb)
• To direct one’s attention or efforts
• To concentrate on one thing
Focus: (Noun)
• The center point
• A clear visual definition
There are two definitions of Focus:
Today we will look at:
How to increase our ability to
focus
Clarifying what to focus on to
enhance our change leadership
5. Staying in High Performance Requires Focus
Research suggests that one of the key differentiators
between good leaders and great leaders is the ability to…
• Focus on Continuous Improvement (What)
• Increase ability to concentrate (How to focus thinking)
6. Learning from Performance Psychology
What sets top performers apart from good performers? “Focus”
The constant focus on
continuous improvement
and making incremental
change, keeps you at the
top.
Top performers are able to
FOCUS their attention and see
that conditions are right for a
mistake and take action so it
does not happen.
7. Four Aspects of Leadership and Focus During Change
Emotional
Physical
Intellectual
Spiritual
Why do I want to be a leader during this change?
How do I stay mentally fit to lead?
What do I do to stay emotionally fit during change?
Do I have the physical energy to lead through this change?
8. What is the ONE thing you can do….
such that by doing it…
everything else will be easier or unnecessary?
- Gary Keller
9. Additional Ideas
Physical Emotional Intellectual Spiritual
• Get enough sleep
• Fuel your brain
• Increase oxygen
through breathing
• Learn to recognize and
gain control of your
limbic system
• Identify the emotional
component of decisions
• Coach yourself
• Build new knowledge in
your area of the
business
• Seek learning
opportunities
• Try, learn, try again
• Write out your goals,
your vision of yourself
as a leader
• Write your new story
• Spend time with new
people, new
perspectives
NeuroScience Fixed v Growth Mindset Agility Focus
Training to be a Change Leader
10. Neuroscience
Insights
Tactics for Increasing Short-Term Focus
• Create the habit/ritual of reviewing progress
toward goals daily and weekly.
• Focus on the most critical work when you
have the most energy.
• Focus on one area of personal effectiveness
at a time.
• Don’t even start things that distract you from
your goal.
• Use technology – keep your to-do lists in one
place and set reminders
11. Using the Brain’s Reticular Activating System
11
Reticular Activating System
- ”Door” through which almost all information is
received (except smell)
- Filters out “noise”
- Generates visual narratives of what you see and
imagine
- Helps focus – engages other parts of the brain “to
make it happen”
12. Improve Your Focus
• Maximize the moments your day when you are between
tasks, intentionally choosing what to tackle next
• Schedule tasks based on their cognitive and emotional
demands – when are you freshest?
• Feed and move your bodies for short-term benefit
• Identify how your environment affects our focus and
alertness
• Make changes in your environment so you can work
at your peak performance when you really need to
concentrate
12
13. Performance Psychology:
Recommendations for Business Leaders
2 PERFORM1 PREPARE
•Focus on the fundamentals
•Continuously improve them
•Identify barriers to success
•Practice strategies to overcome
barriers
•Learn to recognize when something
is about to go off-course and take
action before
•Stay focused on taking actions that will
bring about success
•Keep focus on positive actions
•Use the people and practices that help
you stay focused on successful
performance
14. Next Steps:
14Footer
•Create the
habit/ritual of
reviewing progress
toward goals daily
and weekly.
Focus on the most
critical work when
you have the most
energy.
Focus on one area
of personal
effectiveness at a
time.
Don’t even start
things that distract
you from your
goal.
Use technology –
keep your to-do lists
in one place and set
reminders
15. Working on Focus
1. Identify the tactics that you feel could
help you improve your focus.
2. Commit to an action plan for yourself to
work on your focus every week.
3. Reserve some time for check – in
moments during the week: Are you
applying the learnings from Brain
Science, Growth Mindset, Agility and
Focus?
16. Role Models of Change Leaders
Usain Bolt
“You have to set yourself goals so you
can push yourself harder. Desire is the
key to success.”
A relentless focus on continuously improving yourself…
Serena Williams
“I think in life, you should
work on yourself until the day
you die.”
Richard Branson
“Do not be embarrassed by your
failures, learn from them and start
again.”
Michael Phelps
“There are always going to be
obstacles that come in your way,
stay positive.”
Sheryl Sandberg
“We cannot change what we are not
aware of, and once we are aware we
cannot help but change.”
Ellen Johnson Sirleaf
“Leadership is never given on a
silver platter; one has to earn
it.”
Jack Ma
“We appreciate yesterday,
but we’re looking for a better
tomorrow.”
Oprah Winfrey
“The greatest discovery of all time is that a
person can change their future by merely
changing their attitude.”
Indra Nooyi
“If you want to improve the
organization, you have to improve
yourself.”
17. • Think of a leader you know
personally, who is always
focusing on making things
better.
• Who are they?
• What do they do that sets
them apart?
• What lessons can you take
away from their example to
use yourself?
19. Color belongs to our being. Maybe each one of
us has his own. – Le Corbusier
Editor's Notes
Explain:
Today, we’re going to talk about the power of focus. All of the great leaders we know have this. At the end of that session we will understand how a focus on continuous improvement and evolution differentiates great change leaders. We will also take actions to improve our ability to focus when leading change.
Research show that teams that are able to stay strong in their performance during and after change have leaders that are able to really focus and help them clarify. So today we want to see what does that mean for me as a leader? What is focus? How do I focus? And also what should I focus on? But we will talk about the importance of focus.
Explain:
Focus has many definitions, a few of which are listed here. It enters into every field, into math, photography, medicine, geology, physics. It’s a noun and a verb. It’s the act of concentrating and the thin upon which you concentrate. It’s critical. One of our topics in the next sessions will be how you can get your team to focus. But for today, we’re focusing on you. On you as a leader.
Focus can be a verb, a noun, a visual center point (like in photography). When you think about what best change leaders do, they focus on their own skills and help their teams with their own focus.
Research shows that in organizations which seem to be struggling with their growth or struggling with change is that they have so many priorities, that people don’t know where to focus their attention. And without a leader pointing out the direction and saying this is our top priority or priorities, people will chose their own priorities for the day or for the week. That’s why it is really important when you work with your team that even if you have 5 really big things that you need to get done this year, it is still important to help your team focus on the thing that is most critical for the week or for the month and really think about how you yourself as a leader focus and get these priorities done, is there a sequence in which these priorities need to be done, what's the timing of these priorities, how long this will take, what are the dependencies etc.
Explain:
We’re talking about that ongoing focus of what you want to be as a leader.
Focus is very much aligned with high performance and also continuous improvement.
Research suggests that one of the key differentiators between good leaders and great leaders is the ability to Focus on Continuous Improvement (What) and Increase our ability to concentrate (How to focus their thinking)
We’re going to use our coaching skills and coach ourselves and make an action plan to focus on our own continuous improvement.
Explain:
Lets look at the aspects of change leadership performance and think about these four aspects of us as leaders, as change leaders (that are really important to think about what we want to focus on).
Now as we get ready for new things to come, do you have the physical energy to lead the change? We talked about the importance of sleep. Are you getting enough sleep to think correctly?
So I would first ask you to consider, do you have enough energy to lead the change? And then I would ask you, are you emotionally fit enough to lead the change? Sometimes the emotional part of our brain takes over the thinking part of our brain. Let’s go back to our brain science lesson. We mentioned that less than 5% of decisions are made based on facts alone. So are you emotionally fit enough to lead change?
Are you intellectually capable enough and what’s the compelling reason why you need to make changes? So then the question becomes, what will become your focus in order to make yourself a sufficient change leader?
And also: do you know why you’re leading this change? Are you connected to your passion?
This pyramid structure comes from the Human Performance Institute, which says that you train to be a good change leader from the bottom up. When it comes to perform, you do so out of passion. So when you have all the bottom attributes, you can be intellectually and spiritually capable. Change takes a lot out of you physically, emotionally and intellectually, so you need to prepare yourself.
Explain:
There’s a book by Gary Keller, and in it he asks: What’s the one thing you can do such by doing it, everything else will be easier or unnecessary. Where this question comes from is from Keller’s company. It was expanding so much that it needed 6 VPs. So he started filling in for those empty positions himself. He was doing the work of 6 people. And through this, the company began to slow. He was physically tired all the time, he wasn’t as emotionally fit as he needed to be. So working with a coach, he thought of this question. He stopped doing the other VP jobs, and looked for people to fill these positions. And then suddenly the company started growing again.
Do:
Read all 4 areas and the questions.
Explain:
As you can see we are building our sessions also on those 4 areas. We want to equip you with knowledge about the physical, emotional, intellectual and spiritual aspect of change. What we will do now is to test, which of these 4 areas resonates the most with you today.
Explain:
After we have identified the four aspects of change leadership performance and also discussed what is important for us now, what we would like to focus on, we would like to give you some ideas about how to increase your ability to focus.
(Speaker to read out loud the 5 examples)
We will in a second deep dive into some of them but lets take a while and see if some of you have also additional tips on how to increase our ability to focus?
Some ideas and techniques we presented on the previous slide are linked back to our brain – especially to our RAS Reticular Activating System.
This is the door through which almost all info gets into our brain (exception is smell)
It filters out the noise and helps you focus. It creates pictures and little movies of what you tell it, or what it sees.
The RAS has no judgement center – it simply notices what you keep thinking about and then activates the rest of the brain to help you get what you keep picturing in your mind. It doesn’t care if what your picturing is good or bad for you.
This can be really important when helping someone, or giving feedback. If you point out the mistakes someone is making, and focus on mistakes, it is simply reinforcing the making of mistakes in the RAS. The RAS is picturing the mistake over and over again, making it more likely to occur! However, if you focus on what you want people to do more of, the RAS will create a movie or picture of that. Then you are more likely to get what you want or need and let people focus on their strength.
This is one of the reasons why athletes visualize themselves executing their skills flawlessly – the RAS will help them during practices and games.
(speaker and/or Co-Host to share personal story)
Explain:
We talked about focusing on the most critical work when you have the most energy.
The book “Two Awesome Hours” by PhD Josh Davis explain the concept around the most productive time during the day and how to use it.
The research behind the book tells us to:
Maximize the moments your day when you are between tasks, intentionally choosing what to tackle next
Schedule tasks based on their cognitive and emotional demands – when are you freshest?
Feed and move your bodies for short-term benefit
Identify how your environment affects our focus and alertness
Make changes so you can work at your peak performance when you really need to concentrate
(Ask participants if they know the book or the studies behind it. Maybe someone would like to comment?)
So what does that mean to us as executives? What is it that we need to look at to remove a barrier, so when we get into a situation, we think of the positive actions we need to do. Pivoting back to brain science, why is focusing on the positive action important? When you think positively, you can mentally open and focus on solving your problem instead of panicking, causing your brain to shut down (remember your RAS).
Our 2 key takeaways from that slide could be:
1. Learn to recognize when something is about to go off-course and take action before
2. Keep focus on positive actions to move forward
Example from Janice (speaker and co-host feel free to add own): An early indicator that things are going off track during a major change transformation is when leaders stop showing up to important meetings. When that happens once you know you need to be alert a little, but if it happens more than once you know that that can be a problem because the change transformation is no longer a top priority for someone. What you can do in such situation is to have a 1:1 conversation to understand what is happening.
So for us as leaders its not only about recognizing that something is happening, but to act. To be able to take positive actions. Here we need to ask ourselves – do we take the time to look around and try to see this early indicators of things going off track?
Do:
Participants to use stamp tool to click on the answer – they can click on more than one.
Identify the tactics that you feel could help you improve your focus.
Commit to an action plan for yourself to work on your focus every week.
Reserve some time for check – in moments during the week: Are you applying the learnings from Brain Science, Growth Mindset, Agility and Focus?
Explain:
Here are some examples of celebrity leaders who are successful change leaders. These individuals have a relentless focus on achieving greatness, but they’re pragmatic about it. They work hard and never pass up an opportunity to train better, to get better, to be better. They’re constantly looking ahead to the next thing – the next competition, the next challenge. They don’t rest on their laurels, they jump ahead.
Is there anyone on here you don’t know?
Pause and allow the participants to respond. Engage in conversation with the group
All of these people are leaders of change because all of these people have changed their companies, their countries, their industries, their sports. They’re focused on continuous improvement.
Explain:
Now, think about examples of great change leaders in our lives who have instigated change. Please just write that down for yourself.
(give them a few minutes to discuss)
What are some of the qualities these people share?
Passion
Positivity
Dynamism
Question status quo – sometimes in a very positive way
Set targets and hit them
Example of Olympic Swimmers: Think about Olympic swimmers from last year. They write their target times on the devices they use to train so every day they see their target times and see that those are their times to beat. It’s that focus on time and what they wanted their times to be to keep track and to keep themselves accountable
How about any other examples? From the sports world, from the business world? Any individuals, or legacy individuals?
