The document describes an AIESEC leadership seminar focused on developing teamwork and leadership skills. It includes an icebreaker activity where teams must collaboratively make cocktails using provided recipes. The activity is meant to illustrate the importance of collaboration. Throughout the seminar, participants discuss theories of team development, strengths-based leadership, and overcoming challenges. Activities are designed to help participants envision their leadership committee's goals and map members' strengths to achieving these goals. Scenarios are used to practice handling potential issues. The overall aim is to equip participants with skills and mindsets needed to quickly form high-performing teams within AIESEC's one-year term cycle.
Three years of self-selection reteaming at Redgate SoftwareChris Smith
For the past three years Redgate has run a self-selection reteaming process to shape how teams are assigned to reflect the company’s strategy for the year ahead.
Our approach allows people to strongly influence which team they’re part of, encouraging them to move towards the work they find most engaging.
We’ve found reteaming in this way to be good for our people, our teams and our products.
Be inspired to try a self-selection process that works for you, building on the take-aways below:
* The principles of self-determination and the value of providing staff with autonomy, master & purpose
* What holds us back from self-selection both as leaders and participants
* What happened when Redgate Software ran their self-selection process (Spoiler: Good things)
* How to plan and run a considerate self-selection process - physically and remotely
The team is not enough: a leap to become an Agile CoachCaio Cestari
Presented at Elabor8 Lunch 'n Learn Melbourne - March, 2017. Describes how I applied Lyssa's and Michael's framework to my own Agile Coach career, and how is a leap to become an Agile Coach
In The Leader Who Had No Title, Robin Sharma shows how individuals, regardless of title, have the power to demonstrate leadership wherever they are. The lessons recounted in this book will help individuals rise to a new level of innovation, performance, and
customer loyalty. There are strategies to go from just being busy to achieving stunning results, transformational leadership lessons to build a great company, and hard-hitting tactics to become mentally and physically strong enough to lead in times of change
MedRecruit's Managing Director, Dr Sam Hazledine presents on 'Character' and the role it plays in effective leadership.
To watch this presentation visit: http://youtu.be/TIcL8_sDpN8
http://www.medrecruit.com/
https://twitter.com/MedRecruit
http://www.linkedin.com/company/medre...
https://www.facebook.com/MedRecruit
http://medrecruit.blogspot.co.nz/
1) The document discusses leadership and argues that leadership is not defined by titles but by influence, competence, character, and passion. Anyone can demonstrate leadership through their words, deeds, attitudes, and mentoring others.
2) It provides examples of leadership qualities like taking initiative, having a positive attitude, and helping others improve. Quotes also emphasize that leadership means improving yourself in order to improve the world.
3) The conclusion is that you do not need an official title to lead; what matters most are your competence, character, and passion for influencing others in a positive way.
This document discusses many aspects of leadership including leading yourself first through self-reflection, adapting your leadership style to different situations, creating high-performing teams, handling change and resistance, and developing your skills as an engaging leader who earns commitment. The overall message is that effective leadership requires looking inward, influencing others through authenticity and meaning, and continuously improving based on experience.
This document contains inspirational quotes from international bestselling author Robin Sharma promoting his book "The Leader Who Had No Title" and philosophy of leading without a title. The quotes encourage the reader to develop leadership skills regardless of formal position, focus on creating value for others, and achieve mastery through passion and hard work. The document promotes Sharma's resources for developing these skills including his book, audio programs, and philosophy of leading through influence rather than title or position.
Three years of self-selection reteaming at Redgate SoftwareChris Smith
For the past three years Redgate has run a self-selection reteaming process to shape how teams are assigned to reflect the company’s strategy for the year ahead.
Our approach allows people to strongly influence which team they’re part of, encouraging them to move towards the work they find most engaging.
We’ve found reteaming in this way to be good for our people, our teams and our products.
Be inspired to try a self-selection process that works for you, building on the take-aways below:
* The principles of self-determination and the value of providing staff with autonomy, master & purpose
* What holds us back from self-selection both as leaders and participants
* What happened when Redgate Software ran their self-selection process (Spoiler: Good things)
* How to plan and run a considerate self-selection process - physically and remotely
The team is not enough: a leap to become an Agile CoachCaio Cestari
Presented at Elabor8 Lunch 'n Learn Melbourne - March, 2017. Describes how I applied Lyssa's and Michael's framework to my own Agile Coach career, and how is a leap to become an Agile Coach
In The Leader Who Had No Title, Robin Sharma shows how individuals, regardless of title, have the power to demonstrate leadership wherever they are. The lessons recounted in this book will help individuals rise to a new level of innovation, performance, and
customer loyalty. There are strategies to go from just being busy to achieving stunning results, transformational leadership lessons to build a great company, and hard-hitting tactics to become mentally and physically strong enough to lead in times of change
MedRecruit's Managing Director, Dr Sam Hazledine presents on 'Character' and the role it plays in effective leadership.
To watch this presentation visit: http://youtu.be/TIcL8_sDpN8
http://www.medrecruit.com/
https://twitter.com/MedRecruit
http://www.linkedin.com/company/medre...
https://www.facebook.com/MedRecruit
http://medrecruit.blogspot.co.nz/
1) The document discusses leadership and argues that leadership is not defined by titles but by influence, competence, character, and passion. Anyone can demonstrate leadership through their words, deeds, attitudes, and mentoring others.
2) It provides examples of leadership qualities like taking initiative, having a positive attitude, and helping others improve. Quotes also emphasize that leadership means improving yourself in order to improve the world.
3) The conclusion is that you do not need an official title to lead; what matters most are your competence, character, and passion for influencing others in a positive way.
This document discusses many aspects of leadership including leading yourself first through self-reflection, adapting your leadership style to different situations, creating high-performing teams, handling change and resistance, and developing your skills as an engaging leader who earns commitment. The overall message is that effective leadership requires looking inward, influencing others through authenticity and meaning, and continuously improving based on experience.
This document contains inspirational quotes from international bestselling author Robin Sharma promoting his book "The Leader Who Had No Title" and philosophy of leading without a title. The quotes encourage the reader to develop leadership skills regardless of formal position, focus on creating value for others, and achieve mastery through passion and hard work. The document promotes Sharma's resources for developing these skills including his book, audio programs, and philosophy of leading through influence rather than title or position.
The document summarizes a PowerPoint presentation on Robin Sharma's book "The Leader Who Had No Title". The presentation discusses the four major themes of the book: 1) You need no title to be a leader, 2) Turbulent times build great leaders, 3) The deeper your relationships, the stronger your leadership, and 4) To be a great leader, first become a great person. It provides quotes and insights from the book relating to these themes.
Bottom Line: The old model of leadership's dead. The old model said you need a title or position to make a difference. But in our new world, you can Lead Without a Title. This is Leadership 2.0.
The document defines the coaching role of a ScrumMaster and discusses both the "being" and "doing" of coaching. It emphasizes the importance of authenticity, presence, mindfulness, powerful questions, requests, and building relationships through acknowledgement and recognition. Coaching skills discussed include listening, curiosity, metaphors, and using silence to slow down conversations. The goal is to help ScrumMasters improve through building self-awareness and practicing key coaching techniques.
This book has come about from people wondering what aspect of their lives Mind Nutrition was important for.
The answer of which is in your hands…………
What Ever You’re Into.
This document discusses seven essential coaching skills for team leaders: leading by example, interactive listening, stimulating innovation, trusting the team, empowering team decisions, nurturing dialogue, and solution-focused coaching. Each skill is defined and tips for developing it are provided, such as walking your talk to lead by example and seeking clarification without judgment in solution-focused coaching. The goal is to engage and empower teams through skills like interactive listening and trusting the team to make decisions.
This slideshow is about a great book by Robin Sharma about leadership. There are only few chapters of the book is included. Not the whole book. u guyz can get benefits from that for your personal life as well as for your academics when it is required. All credits go to the author of this book, Robin Sharma. One of the greatest and my favorite of inspirational gurus.
You will learn proactive strategies to motivate your teams, whether they are distributed or in one location.
You will learn about the power of positive motivation and the advantages it brings.
You will discover tools that will help you motivate your team.
How to create an agile full remote and distributed startup Thomas Kuryura
This is a speech that I gave in New Zealand Christchurch for Christchurch Agile Professionals Network Meetup. Here I talk about my experiences to build a startup team/company that is full remote and distributed in agile
The document discusses the benefits and importance of teamwork in the workplace. It notes that teamwork allows for shared workloads, building bonds between employees, increased work pace, reduced risks, learning opportunities, and mutual creativity which leads to first-rate output, job satisfaction, mutual organizational interests, and an improved overall reputation for the organization. Successful teamwork is built on trust and accountability between team members. The document provides guidelines for defining duties and expectations, setting time commitments, providing feedback and advice, and recognizing accomplishments to facilitate effective teamwork.
1) The document summarizes a Toastmasters leadership training session about building an enthusiastic club.
2) It provides tips for club leaders such as understanding club culture, connecting one's own enthusiasm to motivate members, and focusing on members' intrinsic drivers for motivation.
3) The training session was well received with an overall score of 4.996 out of 5 based on content, length, format, and the passionate presenter.
Measuring team performance at spotify slideshareDanielle Jabin
How do we actually know if our teams are doing well? Is gut instinct enough? Furthermore, in a rapidly growing organization such as Spotify, how can we ensure some sort of consistency in our baseline level of Agile knowledge across the technology, product, and design organization?
In this presentation, I’ve shared techniques we have developed and use at Spotify to benchmark health and performance for our teams and some tactics we use to bring them closer to—and beyond!—being the best teams they can be.
This document discusses motivation and delegation. It provides tips for motivating teams, such as showing support, valuing people, recognizing achievements, and encouraging others. Delegation is defined as giving others tasks and showing them how to do it. The benefits of delegation include making the best use of time and skills and helping others grow. Tips for effective delegation include choosing the right tasks, briefing people on expectations, providing feedback, and following up. Both motivation and delegation are important for effective teamwork and development.
NCSSM Applications in Entrepreneurship - Class 1caryden
This document outlines the introduction and goals for an entrepreneurship class at NCSSM. The class will introduce students and discuss what will and will not happen, such as students not actually starting companies but learning skills that could help them in the future. The goals are to learn how to start a startup, how to learn and keep learning about startups, and how to create value and impact the world. Students will use Bill Aulet's Disciplined Entrepreneurship method, cramming as much learning as possible into 10 classes by doing projects, learning from each other, and getting input from alumni and mentors. To start, students will hear pitches for initial ideas and then form new idea pairs to also pitch.
The document outlines an agenda for a workshop on personal and professional development. It includes sessions on communication styles, preparing for the future of work, developing leadership skills, building trust in teams, and mindfulness/meditation. The workshop uses exercises and discussions to help participants understand their strengths and how they can best work with others. It emphasizes self-awareness, effective teamwork, and creating a supportive environment where all can contribute.
This document discusses leadership qualities and types of leaders. It defines organizational leaders and the basic elements of leadership, including influencing others to achieve goals or tasks. The document outlines key leadership functions such as defining tasks, planning, motivating, organizing, and leading by example. It also differentiates between a leader and boss and provides tips for developing leadership skills and a people-oriented approach.
The document summarizes a PowerPoint presentation on Robin Sharma's book "The Leader Who Had No Title". The presentation discusses the four major themes of the book: 1) You need no title to be a leader, 2) Turbulent times build great leaders, 3) The deeper your relationships, the stronger your leadership, and 4) To be a great leader, first become a great person. It provides quotes and insights from the book relating to these themes.
Bottom Line: The old model of leadership's dead. The old model said you need a title or position to make a difference. But in our new world, you can Lead Without a Title. This is Leadership 2.0.
The document defines the coaching role of a ScrumMaster and discusses both the "being" and "doing" of coaching. It emphasizes the importance of authenticity, presence, mindfulness, powerful questions, requests, and building relationships through acknowledgement and recognition. Coaching skills discussed include listening, curiosity, metaphors, and using silence to slow down conversations. The goal is to help ScrumMasters improve through building self-awareness and practicing key coaching techniques.
This book has come about from people wondering what aspect of their lives Mind Nutrition was important for.
The answer of which is in your hands…………
What Ever You’re Into.
This document discusses seven essential coaching skills for team leaders: leading by example, interactive listening, stimulating innovation, trusting the team, empowering team decisions, nurturing dialogue, and solution-focused coaching. Each skill is defined and tips for developing it are provided, such as walking your talk to lead by example and seeking clarification without judgment in solution-focused coaching. The goal is to engage and empower teams through skills like interactive listening and trusting the team to make decisions.
This slideshow is about a great book by Robin Sharma about leadership. There are only few chapters of the book is included. Not the whole book. u guyz can get benefits from that for your personal life as well as for your academics when it is required. All credits go to the author of this book, Robin Sharma. One of the greatest and my favorite of inspirational gurus.
You will learn proactive strategies to motivate your teams, whether they are distributed or in one location.
You will learn about the power of positive motivation and the advantages it brings.
You will discover tools that will help you motivate your team.
How to create an agile full remote and distributed startup Thomas Kuryura
This is a speech that I gave in New Zealand Christchurch for Christchurch Agile Professionals Network Meetup. Here I talk about my experiences to build a startup team/company that is full remote and distributed in agile
The document discusses the benefits and importance of teamwork in the workplace. It notes that teamwork allows for shared workloads, building bonds between employees, increased work pace, reduced risks, learning opportunities, and mutual creativity which leads to first-rate output, job satisfaction, mutual organizational interests, and an improved overall reputation for the organization. Successful teamwork is built on trust and accountability between team members. The document provides guidelines for defining duties and expectations, setting time commitments, providing feedback and advice, and recognizing accomplishments to facilitate effective teamwork.
1) The document summarizes a Toastmasters leadership training session about building an enthusiastic club.
2) It provides tips for club leaders such as understanding club culture, connecting one's own enthusiasm to motivate members, and focusing on members' intrinsic drivers for motivation.
3) The training session was well received with an overall score of 4.996 out of 5 based on content, length, format, and the passionate presenter.
Measuring team performance at spotify slideshareDanielle Jabin
How do we actually know if our teams are doing well? Is gut instinct enough? Furthermore, in a rapidly growing organization such as Spotify, how can we ensure some sort of consistency in our baseline level of Agile knowledge across the technology, product, and design organization?
In this presentation, I’ve shared techniques we have developed and use at Spotify to benchmark health and performance for our teams and some tactics we use to bring them closer to—and beyond!—being the best teams they can be.
This document discusses motivation and delegation. It provides tips for motivating teams, such as showing support, valuing people, recognizing achievements, and encouraging others. Delegation is defined as giving others tasks and showing them how to do it. The benefits of delegation include making the best use of time and skills and helping others grow. Tips for effective delegation include choosing the right tasks, briefing people on expectations, providing feedback, and following up. Both motivation and delegation are important for effective teamwork and development.
NCSSM Applications in Entrepreneurship - Class 1caryden
This document outlines the introduction and goals for an entrepreneurship class at NCSSM. The class will introduce students and discuss what will and will not happen, such as students not actually starting companies but learning skills that could help them in the future. The goals are to learn how to start a startup, how to learn and keep learning about startups, and how to create value and impact the world. Students will use Bill Aulet's Disciplined Entrepreneurship method, cramming as much learning as possible into 10 classes by doing projects, learning from each other, and getting input from alumni and mentors. To start, students will hear pitches for initial ideas and then form new idea pairs to also pitch.
The document outlines an agenda for a workshop on personal and professional development. It includes sessions on communication styles, preparing for the future of work, developing leadership skills, building trust in teams, and mindfulness/meditation. The workshop uses exercises and discussions to help participants understand their strengths and how they can best work with others. It emphasizes self-awareness, effective teamwork, and creating a supportive environment where all can contribute.
This document discusses leadership qualities and types of leaders. It defines organizational leaders and the basic elements of leadership, including influencing others to achieve goals or tasks. The document outlines key leadership functions such as defining tasks, planning, motivating, organizing, and leading by example. It also differentiates between a leader and boss and provides tips for developing leadership skills and a people-oriented approach.
This document discusses soft skills and the Enneagram personality typing system. It explains that soft skills are interpersonal skills important for relationships and job performance, while hard skills are specific abilities. The document then describes a staff training session on the Enneagram where participants learned about the 9 personality types and identified their own. After the training, the staff reported improved workplace relationships and productivity by better understanding individual differences and strengths. The document encourages reading more about the Enneagram and taking a quiz to identify types.
Coaching patterns for Navigating Forming Storming Norming PerformingBrandon Raines
The document discusses tools and techniques for guiding teams through the stages of forming, storming, norming, and performing. It provides advice for addressing challenges that arise in each stage, such as defining roles and agreements when forming, addressing conflict during storming, building trust and empathy when norming, and continuously improving processes during performing. Key takeaways include focusing on building safety and improving relationships, continuously adapting practices, and removing constraints to enable innovation.
Leading Without Seeing: managing distributed teamsShane Pearlman
The rules are the same. Treat people well. Expect great things from them. Be human. The details though, they make all the difference. Managing the nuances of engagement and productivity with a couple thousand miles between you and your team is both science and art. My name is Shane. I have been running a fully distributed team of 20-40 North American creatives for the last 5 years. Our success has come from a cohesive set of technical and cultural systems: the right people, the right environment and the right tools.
* Build the right team: happy, helpful, curious & accountable
* The rhythm: offer consistency
* Relationships in the void
* Use the right tools
Designing for Agile Delight! Customer Obsessed Innovation at IntuitAtlassian
Innovating effectively in an Agile environment is no easy feat. Learn how Intuit applies an innovation culture and their own "Design for Delight" (D4D) process to deliver and enhance their enterprise agility program—and keep both internal teams and customers happy.
Explore this unique process around customer-driven innovation, deep customer empathy, and how to navigate rapid iterations with customers. Learn about how they applied their agile D4D process to solve key customer problems, and leave with the knowledge of how to deliver both features and customer delight.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
15. COLLABORATIVE COCKTAIL PARTY
• Objective: Make as many cocktails as possible
• Each LC Leadership Team has received a cocktail
recipe to make and some ingredients
• Once you have all the ingredients you need to
make a cocktail, according to your recipe, take them
to the Bar to get your drink ☺
• You have 15 minutes.
"
"
"
15
23. COLLABORATIVE COCKTAIL PARTY
• Objective: Make as many cocktails as possible
• Each LC Leadership Team has received a cocktail
recipe to make and some ingredients
• Once you have all the ingredients you need to
make a cocktail, according to your recipe, take
them to the Bar to get your drink ☺
• You have 15 minutes.
"
"
"
27. In your LC Leadership teams think
together about these questions:
How could we
have worked
differently as
a team & as a
whole to get
better
results?
How was our
team work?
How did you
feel during the
game? What
might have
improved your
experience?
28. What leadership and
team work lessons did
we learn?
How can we apply
these lessons in real-life
AIESEC?
39. and what
Imagine end
It You LC has
ishas been
the
have
Your are
It
TOGETHER
Youlooks
that your
of BEST
grown as
made aareal
the
hadhow
feeling
like,
term…
individuals,
difference
year!
massive
great… an
does it feel?
teams and
IMPACT!
LC…
40. There are many ways up
the mountain; but the
view is always the same Chinese Proverb
41. Why did people believe in us?
"
What are we most proud of?
"
What did people hear, feel
and say about us?
"
Who have we had an impact
on?
"
How did we achieve it?
50. Your leadership story"
What leadership strengths do you bring
to your LC canvas?
Share a story of a time where you
showed or used your leadership
strengths
50
71. SCENARIO Q1
It is Mid February and you start to
realise the role you were so excited to
start is not going as well as you had
imagined. What do you do? "
"
"
73. SCENARIO Q2
It is June and you are losing
membership. People are coming in and
coming out, of holidays, on exchanges,
everything is happening at once. What
do you do. "
"
75. SCENARIO Q3
"
It is Aug/Sept. You have an EB meeting
and you are not achieving the goals you
hoped for. Panic is breaking out. What
do you do?"
"
"
77. SCENARIO Q4
It is this time next year, you are trying to
encourage new leadership, plan
transition, ensure continuity, and want to
pass on the torch as best as you can.
What do you do?
89. IN YOUR TRIOS
Let’s
get
to
know
a
little
better
the
individuals
we
work
with…
beyond
their
roles.
89
90. IN YOUR TRIOS
Autonomy:
share
examples
of
situations
in
which
you
felt
freedom
to
act,
took
clear
responsibility,
voiced
your
views,
shared
options,
how
much
autonomy
do
you
like
to
have?
Why?
90
91. IN YOUR TRIOS
Mastery:
what
skill/talent/strength
would
you
like
to
develop
into
mastery?
In
the
past,
when
were
you
allowed
to
make
mistakes,
seek
and
get
feedback,
when
have
you
thrown
yourself
in
a
new
challenge
and
grown
from
that?
91
92. IN YOUR TRIOS
Purpose:
why
did
you
join
AIESEC?
Why
did
you
run
for
the
EB?
How
does
it
impact
you
and
your
participation
when
you
are
able
to
connect
the
daily
actions
to
the
bigger
picture
and
a
deeper
meaning?
92
96. Stages of Team Growth
Team Stage
Perform
Form
Norm
Storm
Time
97. The Forming Stage
Form
• Excitement and anxiety
• Can be low energy and limited “buy-in”.
Storm
• Team members must get familiar with
each other before taking risks.
• Key is to establish one’s place in the team
Norm
Perform
• There may not be much productive work.
98. The Storming Stage
Form
• Egos can clash,
• Personality differences become obvious,
Storm
Norm
• Opinions differ, and frustrations grow.
• At this stage, ideas are proposed &
challenged, plans are laid and revised.
• Team members are more confident
• Open to challenging others
Perform
• Some team members may withdraw
99. The Norming Stage
Form
Storm
Norm
• Norms (accepted codes of conduct)
develop gradually through consensus.
• Members get to know and understand how
to work each other better
• Productivity is good and reliable, but
results are not outstanding.
• Team starts to create routines and
comfortable ways of working.
Perform
100. The Performing Stage
Form
Storm
Norm
Perform
• Team is able to adapt to new situations
with minimal difficulty.
• Relationships are clear and strong
• A consensus has been established about
the team’s direction.
• Team members instinctively know what
needs to be done
• The team is achieving significant results.
101. In later years, Tuckman added a
th stage called ‘Adjourning’;
5
the time when teams dissolve
and part ways
!
This is a key stage for AIESEC
teams at the end of their terms.
107. What can you do to grow
and move your team
through the Tuckman
stages more effectively?
107
108. Brainstorm your ideas…
Move team from forming to
norming?
Move team from storming to
norming
Move the team from
norming to performing?
Sustain high
performance levels
108
110. Brainstorm your ideas…
Move team from forming to
storming?
Move team from storming to
norming
Move the team from
norming to performing?
Sustain high
performance levels
110
126. Your
AIESEC
Work
Share
your
LC
experiences/
examples
with
each
quadrant
Capture
these
on
your
A4
sheet
127. Four
Task
Type
Quadrants
Q
1:
Crisis
management,
fire
fighting
Q
3:
Pressing
and
popular,
interruptions
Q
4:
Escaping,
busywork,
time
wasters
Q
2:
Relationship
building,
opportunities,
developing
skills,
taking
care
of
health,
family,
friends
128. Your
AIESEC
Work
Where
does
most
of
your
time
and
effort
go?
Rank
each
quadrant
1
-‐
4
1
is
you
spend
the
most
time
here
4
is
you
spend
the
least
time
here
129. Group
Sharing
Where
are
we
spending
our
time?
Quadrant
1?
Quadrant
2?
Quadrant
3?
Quadrant
4?
130. Does
it
matter
where
we
spend
most
of
our
time?
What
impact
could
it
have
in
your
team
and
LC?
Lets
look
at
few
examples
131. Scenario
1
Your
team
spends
most
of
it’s
time
in
Quadrant
I
What
might
be
the
consequences?
132. Scenario
2
Your
team
spends
most
of
it’s
time
in
Quadrant
III/IV
What
might
be
the
consequences?
133. It’s
about
prioritising
and
dealing
with
different
kinds
of
tasks
(urgency,
importance)
in
different
ways
135. Take
a
moment
to
think
about
how
you
can
better
prioritise
your
tasks
and
time
Write
down
1-‐2
actions
you
can
take
in
the
coming
month
that
would
make
a
real
difference
136. So
you
are
now
tackling
the
right
task
at
the
right
time…
How
can
you
be
successful
in
getting
it
done?
137. So
you
are
now
tackling
the
right
task
at
the
right
time…
How
can
you
be
most
successful
in
getting
it
done?
142. 365 days
50+ EB meetings
14+ LC meetings
4 national
conferences
So much to do – so little time –
an AIESEC leadership role is a
race against time for impact.
142
158. One person from each LC needs to
collect your Amazing Race
st
passport and 1 clue from a Faci to
know where your LC’s race begins.!
!
EVERYONE BRING A PEN AND
MARKERS FOR YOUR LC!
159. STARTS AT 6.30PM – don’t
be late or your team will
lose points ☹