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Presentation prepared for delivery of an educational to East Midlands Speakers Club on 4th October 2008. The presentation focuses on goal setting and planning for toastmaster clubs and individual toastmasters
Penn SACCA Coaching For Program Improvement 11 8-13 v4PhillyOST
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Tips on goal setting and planning. All my presentations incorporate personal experiences, clinical psychological training and practical approaches to goal setting and planning.
Presentation prepared for delivery of an educational to East Midlands Speakers Club on 4th October 2008. The presentation focuses on goal setting and planning for toastmaster clubs and individual toastmasters
is a worldwide leader in the design, development, manufacture, and sale of mobile document capture solutions. DCT created the world’s first A4 and A6 format true duplex USB powered mobile scanners, and holds 20 published (with additional pending) patents in the U.S., as well as 9 foreign patents. Since 1998, DCT has supplied over 4 million scanning devices, along with proprietary software for custom integrations. These products are distributed globally through private label solutions to top OEMs, VARs and system integrators as platforms for banking, healthcare, logistics and other vertical markets where document capture applications can increase efficiency.
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30/60/90 Day Action Plan for a Recruitment FirmIshan Dhingra
Why 30/60/90 Day Action Plan?
It is very important to prepare the action plan and put it in words which obviously help people to stay committed to the goals and also keep a track of what is accomplished(How it can be improved) and what needs to be done.
In this presentation we provide stepst to follow in order to reload your teams and have them reach a new level in Performance. Training, Evaluation, Having measures, Goals, Alignment are among important activities you as a Leader must encourage to your team in order to leverage the peformance.
Having a reloaded and updated teams are mandatory due to business and environment changes. New strategies, new business models are demanding reloaded teams that will drive companies to better and higher results.
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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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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
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To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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2. Let me tell you the story of my team as per…
My name is Gurin.
3. TEAM
JD
PLAN
team
mtihneimums
TRAINING
TRACKING &
COACHING
EVALUATION &
REFLECTION
4. but first…
TEAM
You need a minimum of 3
members for 3 months.
Co-create your team identity
with your team including: team
purpose, values and rules.
key activities:
• Weekly team meetings
• Monthly team reviews
• Quarterly team Days
• Team Building Activities
what is a team?
5. so then what to do
with a team?
Members need to feel ownership
of the goals and strategies
The plan should contain Individual
Action Plans (eg. Responsible’s and
synergies)
What is a plan?
PLAN
Clear goals and timeline
key activities:
• Planning/ Re-planning • Quarterly Review
6. but how to translate
the plan?
Roles & Responsibilities
Duration
What is a JD?
MoS
JD
key activities:
• Quarterly Review of JD
Competencies Requires &
Developed
7. okay - let’s go!
… wait Every team has an Educational
Cycle that includes knowledge/skills/
attitude (based on operational
cycles)
Enables and drives the JD eg. after
matching training a member completes
1 match.
What is training?
TRAINING
key activities:
• Initial Education: Transition/ Induction
• Education Planning
• Conferences
• Outsourced education
8. time to achieve results!
What is tracking & Coaching?
to ensure implementation of
plans
to improve the competencies of
your members in order to
improve implementation.
TRACKING &
COACHING
tracking
coaching
P LAN T RACK COACH GOAL
9. What is tracking?
TRACKING &
COACHING Based on the plan
Based on the JD
key activities:
• Weekly Team Meeting
• General points - needs for the team
• Done/Not Done in priorities
• Follow up for Not Done
• Tracking through virtual channels
• Adaptation to each person (situational
leadership) needed
10. What is coaching?
TRACKING &
COACHING
Based on the plan
Based on the JD
Focus on performance &
connecting development with
performance
key activities:
• Monthly Individual Meeting
• focus on identifying the gap between current
state and future state and how to bridge it.
11. okay and how to
ensure inner journey?
What is evaluation & reflection?
Performance Appraisal to assess
performance and organisational
contribution to MoS
Assessing development through
achievement of personal goals
Assessing development of
competencies
EVALUATION &
REFLECTION
key activities:
• Monthly tracking of performance & feedback
• Quarterly Team Days
• Rewards and Recognition
12. SO NOW THAT YOU UNDERSTAND
THE TEAM MINIMUMS - LET ME
SHARE WITH YOU HOW I
IMPLEMENTED THEM IN THE
FIRST 90 DAYS OF MY TEAM
EXPERIENCE
13. Day -15
JD
I took the Backward Planning process
to understand the direction of my program/function
in order to my organisational structure and job
descriptions.
please check the backward planning guide on how to plan your TMP
14. Day -5
JD
MOS
ROLES &
RESPONSIBILITIES
K P I ’ S
COMPETENCIES
REQUIRED
COMPETENCIES
DEVELOPED
DURATION
At the end I had job descriptions for each
of my members that gave complete clarity on their
role.
15. Day 1 I had my first team meeting
Where I co-created a team purpose, team
values & rules with my team.
TEAM
16. Day 1
PLAN
With my team we broke down the goals and purpose of my
team into a plan for the quarter with clear Measures of
Success, strategies and activities to achieve those goals on a
timeline.
INDIVIDUAL PLAN/
RESPONSIBILITY
CLEAR GOALS
TIMELINE
STRATEGIES
DEADLINES
17. Day 2-6 I sat individually with my team members and asked them
about their future goals, described the activities of their JD to
them, adjusted the JD to their wants and needs and set
performance targets with them for the quarter & month.
JD
18. Day 6 I started operational cycles training with my team! I
delivered sessions with my team individually, in meetings and
assigned tasks, assessments and activities after the training to
ensure on-the-job training and experiential development was
happening!
TRAINING
Please check operational cycles for your team training plan!
19. Day 8 - 30
Throughout the month I continued to have weekly team
meetings, tracked the progress of my plan and the team
and fulfilled the month’s education plan.
PLAN RELEVANT
PRIORITIES
OTHER
PRIORITIES
TRACKING &
COACHING
RESULTS
DONE/NOT
DONE
20. Day 30 I reviewed the months results within the monthly
meeting…
TEAM
21. Day 30 and had individual coaching chats with my
members to update the performance appraisal with the
achievements of the month and create targets for the next
month. I also gave feedback for improvement & listened to
the experiences of my members.
TRACKING &
COACHING
22. Day 30 - 90 Things continued like this for a while as my team went through
forming-storming-norming-performing.
HAD INDIVIDUAL
COACHING
CHATS WITH MY
MEMBERS
HAD A TEAM REVIEW OF
RESULTS ACHIEVED/NOT
EVERY
MONTH
ACHIEVED
EVERY
WEEK
TRACKED THE
PROGRESS OF
THE PLAN
HAD WEEKLY
TEAM MEETINGS
WITH A REVIEW
OF DONE/NOT
DONE
PRIORITIES
I ALSO DID TEAM
BUILDING ACTIVITIES
WENT I SAW THE NEED!
23. Day 90 Day 90 marked the end of a quarter!
With my team we had team days which:
1. Reviewed the Quarterly Plans and Goals
2. Re-planning for the following quarter
3. Reviewed the Job Descriptions of each member
4. Reflection Space
5. Team 360 evaluation
6. Team Building