The document discusses characteristics of great leaders including living with integrity, developing a vision, inspiring employees, and building a strong team. It also discusses the importance of empowering employees and gaining their trust through open communication and competence. Several leadership styles and theories are mentioned such as focusing on customers, removing obstacles, and motivating employees through job enrichment.
Whether you’re an entrepreneur in the start-up phase or the CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise.
Presented by Mary Stacey, Managing Director of Context Management Consulting Inc.
More information on this event can be found at http://www.marsdd.com/events/details.html?uuid=edad69f7-8d71-49a4-9033-8facfd358a08
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "A Culture of Empowerment".
The "Leadership & Flow" research focuses on identifying and grouping the kinds of managerial/leadership challenges that organizations typically face today and in the foreseeable future.
The expected outcome of the research is to provide prediction and guidance to individuals and organizations on how to match skillsets with challenge clusters.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Empowered People".
A concise distinction between leadership and management is impossible. Instead, this eMonograph surveys an array of leadership experts to explore the differences between leadership and management in order to create a common, accepted understanding of the value, skills and nature of leadership in the workplace, and how leaders are clearly different from managers. Contributors to this eMonograph were asked to summarize their opinion on the difference between leadership and management in less than 200 words. The result is a quick, but informative survey of the major opinions on this oft-debated topic. For the original document, see http://theleaderlab.org/leaderlab-papers/
Leadership Development Process - InspireOne - Redefining Learning JourneysInspireone
Development & Business results are interlinked comprehensively. Unless business leaders &
HR/OD leaders don’t work together to create and
support this linkage, a virtual tug of war will pull
people in opposite directions. InspireOne provides complete leadership development solution for your company.
Whether you’re an entrepreneur in the start-up phase or the CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise.
Presented by Mary Stacey, Managing Director of Context Management Consulting Inc.
More information on this event can be found at http://www.marsdd.com/events/details.html?uuid=edad69f7-8d71-49a4-9033-8facfd358a08
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "A Culture of Empowerment".
The "Leadership & Flow" research focuses on identifying and grouping the kinds of managerial/leadership challenges that organizations typically face today and in the foreseeable future.
The expected outcome of the research is to provide prediction and guidance to individuals and organizations on how to match skillsets with challenge clusters.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Empowered People".
A concise distinction between leadership and management is impossible. Instead, this eMonograph surveys an array of leadership experts to explore the differences between leadership and management in order to create a common, accepted understanding of the value, skills and nature of leadership in the workplace, and how leaders are clearly different from managers. Contributors to this eMonograph were asked to summarize their opinion on the difference between leadership and management in less than 200 words. The result is a quick, but informative survey of the major opinions on this oft-debated topic. For the original document, see http://theleaderlab.org/leaderlab-papers/
Leadership Development Process - InspireOne - Redefining Learning JourneysInspireone
Development & Business results are interlinked comprehensively. Unless business leaders &
HR/OD leaders don’t work together to create and
support this linkage, a virtual tug of war will pull
people in opposite directions. InspireOne provides complete leadership development solution for your company.
Great People. Great Organizations. Great Results.
GO provides the information, inspiration, and perspective HR leaders, managers, and practitioners—as well as those from outside of HR—need to make their leaders more effective, make their organizations more successful, and make themselves proud of the work they do.
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
This book project is a labour of love for all contributors. Our mission is to promote the power of facilitation worldwide. We are making the book available for free in order to enable and encourage everyone to read it and to share it.
We encourage you to make a voluntary donation, of as much as you are able, to the International Association of Facilitators. Please join us in supporting IAF to promote the power of facilitation worldwide: #FacPower.
A collaborative team of facilitators and visual practitioners formed to write a book to showcase the power of facilitation. Most of the team are members of the International Association of Facilitators, and many are IAF Certified Professional Facilitators.
The book is a compilation of chapters written by different authors, or author teams, designed to promote the power of facilitation. Each chapter connects key perspectives on specific dimensions of facilitation, organisational and community development with the respective authors’ practice and thinking about our craft.
The team has sought to model a facilitative approach to the project throughout.
Download your own copy https://facpower.org/
ROP Maturity is a both a process and a philosophy. In order to achieve higher Return On People, your organization must be willing to fundamentally change the way it measures its workforce and view its people as a financial asset, not a liability. It must thrive on rapid change, and recognize that agility is now a basic survival skill. The Return on People eBook will open your eyes to steps you can begin to take today in order to get there.
Driving Workplace Performance Through High-Quality Conversations. What leader...Meghan Daily
Conversations are the lifeblood of leadership. When leaders are adept at conversations they do much more than communicate effectively—they drive stronger business results.
This report:
Defines the Interaction EssentialsSM and show how leaders build relationship capital through their use.
Draws on real assessment analytics across thousands of leaders to deliver a report card on how leaders are doing when it comes building relationship capital.
Provides recommendations on what leaders can do to build the value of their relationship capital.
Missing Link Discovered
The overarching purpose of the book “Missing Link Discovered – Planting Csikszentmihalyi’s Flow Theory into Management and Leadership Practice by using FLIGBY, the official Flow-Leadership Game” is to describe, discuss, and analyze an entrepreneurial innovation: an attempt by a group of extraordinarily creative individuals to transplant Mihaly Csikszentmihalyi’s widely-known Theory of Flow into a teaching and research tool which will illuminate and enhance effective managerial and leadership practice.
The “missing link discovered”, referred to in the title of the book, is the global-award-winning serious management game called FLIGBY. Referring to this innovative Game, Csikszentmihalyi, in his essay that follows, professes that FLIGBY “is a bridge between my lifetime of scientific work and aspiring and practicing managers and leaders who are interested in my ideas but are not sure how to apply them in everyday practice.”
Part I of the book discusses the science and value propositions of Flow, how leadership and Flow are linked, gives many examples of f Flow-promoting leadership practices, and introduces a new method for systematically measuring the skill-levels of those who complete FLIGBY.
Part II is all about FLIGBY: its plot, the Game’s objectives and features, the assumptions and methods employed in its construction, and its wide range of its uses in teaching, training and research.
Part III introduces the reader to the authors’ planned global Leadership and Flow research program. The research initiative, which is just beginning, is an open invitation to academics from various disciplines and to managers and leaders of organizations, to join us in an endeavor to advance the science and practice of effective leadership.
For more information and ordering go to: http://flowleadership.org/our-new-book/
Great People. Great Organizations. Great Results.
GO provides the information, inspiration, and perspective HR leaders, managers, and practitioners—as well as those from outside of HR—need to make their leaders more effective, make their organizations more successful, and make themselves proud of the work they do.
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
This book project is a labour of love for all contributors. Our mission is to promote the power of facilitation worldwide. We are making the book available for free in order to enable and encourage everyone to read it and to share it.
We encourage you to make a voluntary donation, of as much as you are able, to the International Association of Facilitators. Please join us in supporting IAF to promote the power of facilitation worldwide: #FacPower.
A collaborative team of facilitators and visual practitioners formed to write a book to showcase the power of facilitation. Most of the team are members of the International Association of Facilitators, and many are IAF Certified Professional Facilitators.
The book is a compilation of chapters written by different authors, or author teams, designed to promote the power of facilitation. Each chapter connects key perspectives on specific dimensions of facilitation, organisational and community development with the respective authors’ practice and thinking about our craft.
The team has sought to model a facilitative approach to the project throughout.
Download your own copy https://facpower.org/
ROP Maturity is a both a process and a philosophy. In order to achieve higher Return On People, your organization must be willing to fundamentally change the way it measures its workforce and view its people as a financial asset, not a liability. It must thrive on rapid change, and recognize that agility is now a basic survival skill. The Return on People eBook will open your eyes to steps you can begin to take today in order to get there.
Driving Workplace Performance Through High-Quality Conversations. What leader...Meghan Daily
Conversations are the lifeblood of leadership. When leaders are adept at conversations they do much more than communicate effectively—they drive stronger business results.
This report:
Defines the Interaction EssentialsSM and show how leaders build relationship capital through their use.
Draws on real assessment analytics across thousands of leaders to deliver a report card on how leaders are doing when it comes building relationship capital.
Provides recommendations on what leaders can do to build the value of their relationship capital.
Missing Link Discovered
The overarching purpose of the book “Missing Link Discovered – Planting Csikszentmihalyi’s Flow Theory into Management and Leadership Practice by using FLIGBY, the official Flow-Leadership Game” is to describe, discuss, and analyze an entrepreneurial innovation: an attempt by a group of extraordinarily creative individuals to transplant Mihaly Csikszentmihalyi’s widely-known Theory of Flow into a teaching and research tool which will illuminate and enhance effective managerial and leadership practice.
The “missing link discovered”, referred to in the title of the book, is the global-award-winning serious management game called FLIGBY. Referring to this innovative Game, Csikszentmihalyi, in his essay that follows, professes that FLIGBY “is a bridge between my lifetime of scientific work and aspiring and practicing managers and leaders who are interested in my ideas but are not sure how to apply them in everyday practice.”
Part I of the book discusses the science and value propositions of Flow, how leadership and Flow are linked, gives many examples of f Flow-promoting leadership practices, and introduces a new method for systematically measuring the skill-levels of those who complete FLIGBY.
Part II is all about FLIGBY: its plot, the Game’s objectives and features, the assumptions and methods employed in its construction, and its wide range of its uses in teaching, training and research.
Part III introduces the reader to the authors’ planned global Leadership and Flow research program. The research initiative, which is just beginning, is an open invitation to academics from various disciplines and to managers and leaders of organizations, to join us in an endeavor to advance the science and practice of effective leadership.
For more information and ordering go to: http://flowleadership.org/our-new-book/
VINCI Fine Instruments è un fornitore specializzato nelle soluzioni per il rilevamento ottico, metodi fondamentali di misurazione e di interpretazione dell'interazione della luce con la materia. La nostra visione vuole espandere le frontiere del rilevamento ottico e contribuire ad accrescere le fondamenta su cui le idee innovatrici si sviluppano.
Prof.dr. Alex van Stipriaan is hoogleraar Caraïbische geschiedenis aan de Erasmus Universiteit en daarnaast werkzaam bij het Tropenmuseum.
Stipriaan vertelt in dit college over het verzet tegen slavernij: van de eerste tot de laatste dag van de slavernij hebben mensen in Suriname en op de Antilliaanse eilanden zich verzet tegen de slavernij. Op alle mogelijke manieren. Dat is eigenlijk heel bijzonder, omdat de mogelijkheid dat het systeem zou verdwijnen pas na zo’n twee eeuwen kans van slagen kreeg. Ook in Nederland heeft er protest tegen de slavernij geklonken, zij het niet te vergelijken met bijvoorbeeld de anti-slavernijbeweging in Engeland. Pas in 1863 was het zo ver. Vijftien jaar na Frankrijk en een generatie later dan Engeland. Waarom zo laat? En waarom lukte het toch niet de slavendrijvers te verjagen?
Nederland en de Gouden Eeuw zijn ondenkbaar zonder de Nederlandse Opstand die geleid heeft tot het ontstaan van de Republiek. Wat begon als een burgeroorlog, eindigde tachtig jaar later na een lange strijd tegen de legers van de Spaanse koning. Deze ontwikkelingen hebben ervoor gezorgd dat in Nederland de Spanjaarden gezien worden als wrede onderdrukkers, terwijl de Nederlanders de rol krijgen van dappere strijders voor de vrijheid. Maar wat blijft er van dit beeld over als we de Nederlandse Opstand bekijken vanuit Spaanse ogen, aan de hand van Spaanse literaire en historiografische teksten uit de zestiende en de zeventiende eeuw?
Tussen 1650 en 1702 ligt de hoogglans van de Gouden Eeuw en de overgang naar de 'Zilveren Eeuw'. Een tijdperk gekenmerkt door contrasten. Voor het eerst in haar bestaan staat de Republiek niet onder leiding van een prins van Oranje, maar van een burger. Voor het eerst ook is de Republiek niet in oorlog. Onder Johan de Witt wordt het schip van staat opgetuigd voor de koopvaart. Maar het Rampjaar 1672 brengt een radicale omslag. Een prins van Oranje, Willem III, grijpt de helmstok en stuurt het land de maalstroom in van een langdurige en geldverslindende Europese oorlog.
Leadership and Management – Is There a Difference?
What’s the difference between leadership and management? Both are essential to successful businesses, but many organizations are over-managed and under-led. It has been said “You manage cows, but you lead people.” Budgets and schedules, while easy to measure and track, do not occupy the center of a great leader’s attention. Leadership is far different from management, and just as important. According to HBS’s Kotter, managers plan, budget, organize, staff, control and correct, while leaders set direction, align people, motivate and inspire. Many people occupy the position of leadership without demonstrating the qualities of leadership. This module explores the difference between leadership and management and how they complement one another. The very best business leaders combine both leadership and management to deliver extraordinary results.
48 | T+D | AUGUST 2012
Is Everybody’s Business
LEADERSHIP
By Laurel Goulet, Jonathan Jefferson, and Paul Szwed
In the March 2011 issue of T+D, Stephen L. Cohen presented a
leader development value chain that intentionally made a distinc-
tion among leader (person), leading (situation), and leadership
(system). He identifi ed leaders as C-suite executives, fi rst-line
supervisors, or those in the pipeline. We propose that these
leaders, who conduct leadership as a function of their position,
are engaged in capital L leadership. On the other hand, lower-
case l leadership includes anyone, regardless of title or position,
who interacts with others in the workplace. Leadership, in our
view, is a process that involves the interactions and relationships
between the leader and others. This view of leadership enables
anyone to develop as a leader.
Cohen’s view of leadership focuses on the development of the leader’s characteristics
(knowledge, skills, and abilities) and behaviors. In addition to the characteristics and
behaviors, our view focuses on the development of the leader’s attitudes and values.
Taken together, this ensures alignment between doing and being—which is crucial for
individual and organizational performance. Attitudes and values can be formed through
reflection and mentoring (as shown in Figure 1).
Reflection and mentoring provide leaders an opportunity to consider the impact
and effectiveness of their characteristics and behaviors through a feedback loop. For
example, an organization may determine that it is important for leaders to be compas-
sionate in dealing with others. A leader can easily take this message of compassion and
employ it in his interactions with others. However, without the reflective feedback loop
(for example, consideration of personal observations of own behavior used to update
knowledge), the leader may fail.
AUGUST 2012 | T+D | 49Photo by Veer
Leadership development shouldn’t be exclusive to high-level staff. Rather, all employees
should possess an understanding about leadership from many perspectives.
LISTEN TO THIS FEATURE
at www.astd.org/TDpodcasts
Imagine a leader who is successfully
compassionate when dealing with others
in most situations. But in some contexts or
circumstances, or even with certain per-
sonality types, that same compassionate
stance may not yield appropriate results.
Reflection, whether individually or guided
by a mentor, serves as a learning pro-
cess to enable a leader to become more
effective. Talent management is a strong
vehicle to develop these capabilities.
L.E.A.D. as an enabler
of talent management
At the U.S. Coast Guard Academy, we
have been in the business of developing
leaders of character for some time. We
developed the L.E.A.D. framework as a
lens by which to view and improve our
leader development program. It can be
used to create a strategic design for leader
development programs within an orga-
nization. Spec.
"Coaching in Asia: The First Decade" is the definitive guide to the principles and practices of empowering personal and organisational change.
Whether you're a manager or coach, living in Asia, Europe or elsewhere, Coaching in Asia is packed with case studies and coaching approaches to help you develop greater effectiveness. Each chapter is drawn from the firsthand expertise of a diverse group of coaches working in China, India, Indonesia, Singapore, Thailand, Japan, Hong Kong, and beyond.
Coaching is a global phenomenon that is best wrapped in cultural nuances. Coaching in Asia offers expert guidance on what has been done and more importantly, what is working. It will provide you with the ideas, methods, and practices to enable you to live out your leadership potential and be an agent of change for the good of the world.
The Book is available at leading bookstores across Asia Pacific and also on Amazon.com
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
how to sell pi coins in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
The Evolution of Non-Banking Financial Companies (NBFCs) in India: Challenges...beulahfernandes8
Role in Financial System
NBFCs are critical in bridging the financial inclusion gap.
They provide specialized financial services that cater to segments often neglected by traditional banks.
Economic Impact
NBFCs contribute significantly to India's GDP.
They support sectors like micro, small, and medium enterprises (MSMEs), housing finance, and personal loans.
If you are looking for a pi coin investor. Then look no further because I have the right one he is a pi vendor (he buy and resell to whales in China). I met him on a crypto conference and ever since I and my friends have sold more than 10k pi coins to him And he bought all and still want more. I will drop his telegram handle below just send him a message.
@Pi_vendor_247
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
Abhay Bhutada Leads Poonawalla Fincorp To Record Low NPA And Unprecedented Gr...Vighnesh Shashtri
Under the leadership of Abhay Bhutada, Poonawalla Fincorp has achieved record-low Non-Performing Assets (NPA) and witnessed unprecedented growth. Bhutada's strategic vision and effective management have significantly enhanced the company's financial health, showcasing a robust performance in the financial sector. This achievement underscores the company's resilience and ability to thrive in a competitive market, setting a new benchmark for operational excellence in the industry.
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the telegram id of my personal pi merchant who i trade pi with.
Tele gram: @Pi_vendor_247
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
USDA Loans in California: A Comprehensive Overview.pptxmarketing367770
USDA Loans in California: A Comprehensive Overview
If you're dreaming of owning a home in California's rural or suburban areas, a USDA loan might be the perfect solution. The U.S. Department of Agriculture (USDA) offers these loans to help low-to-moderate-income individuals and families achieve homeownership.
Key Features of USDA Loans:
Zero Down Payment: USDA loans require no down payment, making homeownership more accessible.
Competitive Interest Rates: These loans often come with lower interest rates compared to conventional loans.
Flexible Credit Requirements: USDA loans have more lenient credit score requirements, helping those with less-than-perfect credit.
Guaranteed Loan Program: The USDA guarantees a portion of the loan, reducing risk for lenders and expanding borrowing options.
Eligibility Criteria:
Location: The property must be located in a USDA-designated rural or suburban area. Many areas in California qualify.
Income Limits: Applicants must meet income guidelines, which vary by region and household size.
Primary Residence: The home must be used as the borrower's primary residence.
Application Process:
Find a USDA-Approved Lender: Not all lenders offer USDA loans, so it's essential to choose one approved by the USDA.
Pre-Qualification: Determine your eligibility and the amount you can borrow.
Property Search: Look for properties in eligible rural or suburban areas.
Loan Application: Submit your application, including financial and personal information.
Processing and Approval: The lender and USDA will review your application. If approved, you can proceed to closing.
USDA loans are an excellent option for those looking to buy a home in California's rural and suburban areas. With no down payment and flexible requirements, these loans make homeownership more attainable for many families. Explore your eligibility today and take the first step toward owning your dream home.
how can i use my minded pi coins I need some funds.DOT TECH
If you are interested in selling your pi coins, i have a verified pi merchant, who buys pi coins and resell them to exchanges looking forward to hold till mainnet launch.
Because the core team has announced that pi network will not be doing any pre-sale. The only way exchanges like huobi, bitmart and hotbit can get pi is by buying from miners.
Now a merchant stands in between these exchanges and the miners. As a link to make transactions smooth. Because right now in the enclosed mainnet you can't sell pi coins your self. You need the help of a merchant,
i will leave the telegram contact of my personal pi merchant below. 👇 I and my friends has traded more than 3000pi coins with him successfully.
@Pi_vendor_247
2. Great Leaders
Live with integrity, lead by example
develop a winning strategy or “big idea”
build a great management team
inspire employees to greatness
create a flexible, responsive organization
use reinforcing management systems
leaders.ppt (bus1301)
3. Great Leaders
passionate about what they do
love to talk about it
high energy
clarity of thinking
communicate to diverse audience
work through people (empowering)
leaders.ppt (bus1301)
4. LEADERSHIP
The Trust Factor in Leadership
Question: How does a trust-oriented
leader differ from a Machiavellian-oriented
leader?
Question: Which is more important, our
actions or our words?
Question: How concerned should we be
about others?
Recommendation: Being
trustworthy is good!!!
leaders.ppt (bus1301)
5. LEADERSHIP
The Trust Factor in Leadership
Question: What is the role of competence
for a leader?
Question: What is the role of open
communication for a leader?
Question: How does formalization in an
organization undermine trust?
Recommendation: Learning to
trust others is also good!!!
leaders.ppt (bus1301)
6. Management keeps an
organization running
Leadership involves getting
things started
Leadership involves facilitating
change
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7. 95% of American When companies
managers say the derive their
right thing. advantage from
5% of American intellectual
managers do the capital, old
right thing. management
styles (carrots and
sticks) are not
Future Leaders…. sufficient.
–Develop/communicate what company is trying to
accomplish
–Create environment where employees can figure
out what needs to be done AND then do it well.
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8. CORE VALUES
Fairness
Commitment
Freedom
Water Line
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9. Leaders vs. Managers
LEADERS: MANAGERS:
innovate administrate
focus on people focus on systems
and structures
inspire trust rely on control
have a long-range view have a short-range
ask what and why view
have eyes on horizon ask how and when
have eyes on bottom
originate line
challenge status quo initiate
do the right thing accept status quo
do things right
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10. LEADERSHIP- Marks of a Great Leader
QUESTION: WHY ARE THE FOLLOWING
TRAITS CONSIDERED CHARACTERISTICS
OF GREAT LEADERS?
servicing and sacrificing
initiating and risk taking
needing no credit
empowering others
clarifying values
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11. There Are Only Five Ways to Lead
(Article by Farkas and De Becker)
Strategic Approach
Human Assets Approach
Expertise Approach
Box Approach
Change Approach
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12. LEADERSHIP
Resistance to Empowerment
(Article by Williams)
QUESTION: Why do managers resist change?
QUESTION: Why do managers resist
suggestions?
QUESTION: Why are managers afraid to empower
their subordinates?
Recommendation: Don’t leave this class thinking
that you have cornered the market for good ideas
Recommendation: Learn to recognize your
strengths and weaknesses and those of others
Recommendation: Learn that teams always do
better than individuals, if there is a trust
relationship among the team members
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13. LEADERSHIP - Empowerment
Empowerment Strategies
Avoid competition for power, status, recognition
Delegate
Create and communicate a vision
Insist that others diligently work to achieve
meaningful goals
Help others believe in their own worth and
potential
Create a culture in which fear and intimidation
are replaced by trust
Demonstrate a willingness to be supportive of
others
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14. EMPOWERMENT
Places responsibility for
spotting/solving problems on
employees.
Requires leaders to ask for
suggestions AND lets employees
make decisions.
Is easiest to implement in smaller,
less bureaucratic organizations.
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15. LEADERSHIP
Develop Ownership
There are always at least two owners of
responsibility.
Empowerers ask questions, organize data
to confront people with reality, bring
customers and performers together.
Empowerers insist on tough standards.
Empowerers support and coach.
Conversations are the grist for the
leader’s mill.
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16. LEADERSHIP
Develop Ownership
continued…
You can lead a horse to water, but you
can’t make him drink.
If you want the horse to drink, make sure
the horse is thirsty.
Head buffalo lock the barn door after the
horse is stolen.
Lead geese make certain nothing is ever
stolen.
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17. LEADERSHIP - Empowerment
Continued….
Recommendation: Learn to
encourage and make full use of
your talents and the talents of
others.
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18. LEADERSHIP - The Magic of Vision
Vision sees what Vision is clarity
must be Vision is a
tomorrow, worthy
beyond what is commitment
today
Customers help Vision generates
you see the vision supportive
Vision inspires actions
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19. LEADERSHIP - How Vision Works
The right vision attracts commitment
and energizes people.
The right vision creates meaning in
workers’ lives.
The right vision establishes a
standard of excellence.
The right vision bridges the present
and the future.
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20. LEADERSHIP
How You Know You Need a Vision
Is there evidence of confusion about purpose?
Do employees complain about insufficient
challenge?
Do employees say they are not having fun any
more?
Is the organization losing market share or
reputation for innovation?
Are there signs of declines of pride in your
organization?
Is there excessive risk avoidance?
Is there an absence of sharing?
Is there a strong rumor mill?
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21. LEADERSHIP
Customer Focus
What do customers really buy?
Leaders focus on customers - and so
does everyone else.
Leaders focus on partnering, not
selling.
Leaders begin with the customer’s
needs and wants.
Solving problems spurs partnerships.
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22. LEADERSHIP
Great Performance
Is this the best you can do?
Remember, its leadership, not status
quo-ship.
Thinking incrementally moves you
forward from today.
Thinking strategically leads
backward from the future.
How many bugs is one too many?
Begin with the end in mind.
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23. LEADERSHIP
Create Value-Added Strategies
Stay close to the customer.
The tough strategic question:
“What do I do?”
Value is solving the customers’ problems.
Value is doing better than anyone else.
Value-added strategies solve the problems
that drive purchasing decisions.
Leaders learn how to focus themselves and
everyone else on solving the customers’
problems.
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24. Some Managers are More Than
Bosses - They’re Leaders, Too
(Horowitz)
There is no one leader personality
– they do inspire others to take risks
– they do inspire others to do more than they
thought possible
– they set steep goals
– they instill in others that both failure and
success are allowed
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25. Look for the personal touch
Screen your questioners
Scan some Web sites
Hang out and schmooze
Probe past responses to personal
emergencies
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26. LEADERSHIP: Structures send
Remove powerful messages.
Decentralize
Obstacles decision making to
the point of
Systems send customer contact
powerful Cross-functional
teams
messages.
Simplified processes
Performance and procedures
management
systems Focus on one
customer, one
Reward systems product, one
Information product/market
systems combination
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27. SEVEN SECRETS TO BUILDING:
EMPLOYEE LOYALTY
Set high expectations
Communicate constantly
Empower, Empower, Empower
Invest in their financial security
Recognize people as often as possible
Counsel people on their career
Educate them
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28. LEADERSHIP- Marks of a Great Leader
Recommendation:
You may never become a leader
like the President of the United
States or the CEO of a Fortune
500 firm, but these are all good
qualities to have and to practice.
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29. A leader is only as effective as the team
Outperform peers
Make excellence a habit
Be willing to try new approaches
Focus on what you need to do
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30. Chapter #10 - Understanding
Employee Motivation and
Leadership
Theories of Reinforcement
employee motivation Participative
– Theory X, Y management /
– Two-factor Theory Empowerment
– Equity
– Maslow Job enrichment /
– Expectancy Theory
Job design
– Goal Setting Theory Leadership
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