1) The document discusses the importance of leaders prioritizing the well-being and safety of their employees. It argues that when employees feel trusted and cared for by their leaders, they will be more motivated and innovative.
2) It emphasizes that leaders should treat their employees like family, addressing their needs and ensuring equal treatment. This helps create a "Circle of Safety" where employees feel secure and better able to face challenges.
3) For organizations to thrive, the well-being of people must come before numbers and profits. Leaders must avoid becoming detached and instead focus on building strong relationships with employees.
1) Leaders must treat employees as people in order to earn trust, which requires extending trust to others.
2) Strong leaders protect the organization from internal rivalries by focusing on the well-being of all employees and making everyone feel like valued members of the group.
3) Building a cohesive culture where people feel cared for and supported is key to an organization's long term success.
The document summarizes a presentation about the book "Leaders Eat Last" by Simon Sinek. The presentation outlines four outcomes of understanding how creating an environment where employees feel valued is important. It also discusses how stress can be reduced and fulfillment increased when people feel part of a "circle of safety" with their colleagues and leaders. Additionally, it notes how humans are wired to work together socially and chemically through the release of endorphins, dopamine, serotonin and oxytocin.
"Leaders Eat Last: Why Some Teams Come Together and Others Don't" by Simon SinekFractl
19 of our favorite leadership and marketing quotes from Simon Sinek's keynote presentation at Inbound 2014.Get 288 more takeaways from Rand Fishkin, Chris Brogan, and more in our free eBook at http://research.frac.tl/inbound-2014-takeaways.
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.
This presentation is based on L.David Marquet's book, "Turn the Ship Around", a semi-autobiography on how he managed a crew of 135 men in a $2 billion nuclear submarine.
Empowering your staff to become an elite in their career path can be an almost impossible process - quite akin to leading a horse to water. Marquet details the four elements of what it takes to truly and permanently guide your team mates into transforming their outlook on work in a very meaningful, effective way.
In 2011, Allegory – a small marketing firm with a passion for building brands – wanted to buy the URL www.CultureCode.com. It’s where we planned to launch products and services that would help organizations uncover their unique culture by identifying their underlying patterns, strengths and passions. The URL was taken.
Fast forward four years and we launched our system of tools under the name CultureTalk (www.culturetalk.com). Born at the intersection of culture and communications, our #CultureCode speaks both to our big vision of helping individuals and organizations realize their true potential and from the heart of little agency where it all began.
Want insights on how to build a great corporate culture? Charlie Kim shares Next Jump's 2014 Culture Deck. As a teaching organization, we look to share our best practices and help other organizations learn from our experience and mistakes. We've found that teaching is the highest standard to hold yourself to- as you teach you learn even more about yourself while also helping others. At the core of the deck Charlie discusses our approach to culture: BETTER ME + BETTER YOU = BETTER US
ATTOLLO Culture Deck - Creating the future together. ATTOLLO
ATTOLLO's culture is in all that we do – our interactions, our relationships, what we expect from our company and what the company expects from us. Cementing this our culture deck and helps to keep us on track. #ateam #attollo #culture #culturedeck
1) Leaders must treat employees as people in order to earn trust, which requires extending trust to others.
2) Strong leaders protect the organization from internal rivalries by focusing on the well-being of all employees and making everyone feel like valued members of the group.
3) Building a cohesive culture where people feel cared for and supported is key to an organization's long term success.
The document summarizes a presentation about the book "Leaders Eat Last" by Simon Sinek. The presentation outlines four outcomes of understanding how creating an environment where employees feel valued is important. It also discusses how stress can be reduced and fulfillment increased when people feel part of a "circle of safety" with their colleagues and leaders. Additionally, it notes how humans are wired to work together socially and chemically through the release of endorphins, dopamine, serotonin and oxytocin.
"Leaders Eat Last: Why Some Teams Come Together and Others Don't" by Simon SinekFractl
19 of our favorite leadership and marketing quotes from Simon Sinek's keynote presentation at Inbound 2014.Get 288 more takeaways from Rand Fishkin, Chris Brogan, and more in our free eBook at http://research.frac.tl/inbound-2014-takeaways.
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.
This presentation is based on L.David Marquet's book, "Turn the Ship Around", a semi-autobiography on how he managed a crew of 135 men in a $2 billion nuclear submarine.
Empowering your staff to become an elite in their career path can be an almost impossible process - quite akin to leading a horse to water. Marquet details the four elements of what it takes to truly and permanently guide your team mates into transforming their outlook on work in a very meaningful, effective way.
In 2011, Allegory – a small marketing firm with a passion for building brands – wanted to buy the URL www.CultureCode.com. It’s where we planned to launch products and services that would help organizations uncover their unique culture by identifying their underlying patterns, strengths and passions. The URL was taken.
Fast forward four years and we launched our system of tools under the name CultureTalk (www.culturetalk.com). Born at the intersection of culture and communications, our #CultureCode speaks both to our big vision of helping individuals and organizations realize their true potential and from the heart of little agency where it all began.
Want insights on how to build a great corporate culture? Charlie Kim shares Next Jump's 2014 Culture Deck. As a teaching organization, we look to share our best practices and help other organizations learn from our experience and mistakes. We've found that teaching is the highest standard to hold yourself to- as you teach you learn even more about yourself while also helping others. At the core of the deck Charlie discusses our approach to culture: BETTER ME + BETTER YOU = BETTER US
ATTOLLO Culture Deck - Creating the future together. ATTOLLO
ATTOLLO's culture is in all that we do – our interactions, our relationships, what we expect from our company and what the company expects from us. Cementing this our culture deck and helps to keep us on track. #ateam #attollo #culture #culturedeck
18 Secrets of super successful business ownersAndrew Lee
What is it that makes a difference in your level of success? In this presentation for the Entrepreneurs Circle Andy Lee BGA for Halifax and Huddersfield shares 18 key attitudes, beliefs and behaviours that make that difference.
The document provides an overview of Patreon's company culture. It discusses the company's mission of funding creators and creating a fulfilling workplace. It outlines 7 core behaviors including putting creators first, being an energy giver, candor, moving fast, seeking learning, respecting time, and fixing issues. It also covers expectations for transparency, manager roles in coaching teams, and a commitment to diversity and inclusion. The overall summary emphasizes Patreon's focus on creators and teammates through its cultural values and behaviors.
As a leader, you spend a lot of your time making sure that your team is working well together. Here are the secrets that every manager should know to make your team successful.
Subscribe to our free 11-day email course on HOW TO BE A BETTER LEADER:
http://officevi.be/29Sx4bK
Read more on employee engagement on Officevibe blog:
https://www.officevibe.com/blog
This document discusses how to actualize a company's "why" or core mission through four key steps: 1) clearly defining and communicating the why through various creative media, 2) breaking down the why into measurable action plans and KPIs for each department, 3) regularly monitoring progress on action plans, and 4) celebrating successes to motivate employees. It provides examples of missions from companies like Tesla, Amazon, LinkedIn and Starbucks, and emphasizes that developing inspiring communication, detailed action plans, and a solution-oriented culture are important for realizing a company's fundamental purpose.
The document discusses 17 "laws of leadership" from John Maxwell's book "The 21 Irrefutable Laws of Leadership". Each law is briefly described in 1-2 sentences. The laws include concepts like the importance of influence over position, developing leadership gradually over time through daily actions, empowering others, building trust and connections with followers, and prioritizing activities for maximum impact.
Team training involves activities designed to improve team performance in businesses, schools, sports teams, and other organizations. It focuses on self-development, communication, leadership, and problem-solving skills to help teams work together effectively. Exercises range from simple bonding activities to complex simulations and multi-day retreats. Reasons for team training include improving communication, making the workplace more enjoyable, motivating employees, setting shared goals, identifying strengths, and boosting productivity and collaboration.
One of the most inspiring books of the last few years. And it is so true, that only with a clear WHY, you can actually make a difference.
The document is an abstract of the book Start with WHY from Simon Sinek. You should however absolutely read the book, which contains a lot of appealing cases.
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
This document discusses an alternative model for team building and effectiveness called CARB, which stands for Commitment, Alignment, Relationships, and Behaviors. Traditional views of team building focus too much on relationships and fun activities, but high performance teams require commitment to goals and each other, clear alignment between team and organizational goals, developed relationships where strengths are understood, and effective behaviors and skills. The CARB model provides a more comprehensive approach for creating and maintaining effective teams.
The document outlines 7 mindset shifts for success: 1) Do what you do best by being authentic and creating your unique brand, 2) Take 100% responsibility for your actions and attitudes, 3) Give to others to find true fulfillment and empowerment, 4) Lean into struggle by seeing failure as learning, 5) Practice rest-based living through time management and prioritization, 6) Think big through visualization and risk-taking, 7) Be a lifelong student to maintain a learning edge. The mindsets emphasize authenticity, responsibility, service, growth, balance, ambition, and continual self-improvement.
The document summarizes key points from a Simon Sinek keynote talk about leadership and team dynamics. It discusses how trust between team members allows people to work together productively by releasing dopamine and serotonin, while distrust causes people to work against each other. It also explains that effective leaders create an environment where people feel safe and valued, which releases oxytocin and encourages hard work. Leaders prioritize people over metrics and sacrifice for their team to build strong relationships based on trust.
The document discusses leadership and how to become an effective leader. It defines leadership as inspiring others through a guiding vision during extraordinary circumstances. It also discusses the challenges of leadership such as rejection, criticism, and loneliness. The document provides tips on how to expand personal empowerment such as assessing skills, acquiring a mentor, and overcoming limitations. Effective leaders empower others and create a positive work environment with shared goals.
Any person or organization can explain what they do; some can explain how they are different or better, but very few can clearly articulate why. WHY is not
about money or profit — those are results. WHY is the thing that inspires us and inspires those around us.
This book is about a naturally occurring pattern, a way of thinking, acting and communicating that gives some leaders the ability to inspire those around them.
Although these “natural-born leaders” may have come into the world with a predisposition to inspire, the ability is not reserved for them exclusively. We can all
learn this pattern. With a little discipline, any leader or organization can inspire others both inside and outside their organization to help advance their ideas and
their visions. We can all learn to lead.
Start With Why shows that the leaders who inspire all think, act and communicate in the exact same way — and it’s the complete opposite of what everyone
else does. Drawing on a wide range of real-life stories, it provides a framework upon which organizations can be built, movements can be led, and people can be
inspired — and it all starts with WHY.
11 Statistics That Should Scare Every ManagerElodie A.
Every manager’s worst nightmare is having employees that aren’t engaged. Here are 11 statistics that should scare every manager.
Content by Officevibe, the simplest tool for a greater workplace!
Learn more:
www.officevibe.com
Read our blog:
www.officevibe.com/blog
The document discusses team building and team work. It defines team building as a process of creating a unified team focused on its purpose and committed to success. It also discusses goal setting, role definition, team relations, and problem solving as part of team building. Furthermore, it outlines tips for team building such as clear expectations, commitment, competence, collaboration, communication and cultural changes. The benefits of team work include increased efficiency, idea generation, shared workload, and enhanced communication. The document also describes the typical stages in team building - forming, storming, norming, and performing.
There's a difference between a manager and a boss. Moreover, people have often mistaken bosses as leaders. These slides will tell you the differences between the two. Are you a leader or a boss?
This document discusses Patrick Lencioni's ideal team player as being humble, hungry, and smart. It defines each trait and explains what happens when people are strong in only one area. Humble means being interested in others and focused on the greater good rather than oneself. Hungry refers to a strong work ethic and passion. Smart means having emotional intelligence. The best combination is having all three traits, while being strong in just one can lead to problems like being a pawn, bulldozer, or charmer. Managers can use this framework for discussions and development.
How do the people you admire the most choose to communicate? Words are powerful. Learn how to use them wisely with our latest SlideShare.
www.getsmarter.co.za
Top 5 Soft Skills: What Successful People Know that Every Employee Needs to K...BizLibrary
In this program, you’ll learn about the top 5 soft skills that are most predictive of employee, leadership and organizational success in today’s highly complex and rapidly changing environment. You’ll also gain quick tips to help jump-start your development efforts for each soft skill.
www.bizlibrary.com
This document outlines 7 harsh truths about employment:
1. Embrace change, as change is constant and necessary for a company to survive turbulent markets.
2. Do not feel entitled to rewards or promotions, as business is based on achievements, not entitlements.
3. Understand that you were hired to solve problems and build solutions for the company.
4. Learn to manage stress, as higher positions come with higher stress and pressure.
5. Keep your emotions at home and maintain a positive personality at work.
6. Accept that office politics are inevitable, especially in large companies, and learn how to navigate them strategically.
7. Find ways to market your accomplishments
This document outlines the core values of the company Soundstripe. It provides 10 core values that guide the company's decisions, including providing genuine customer care, confronting challenges with optimism, maintaining a light work environment, striving for growth, honest communication, a focus on continuous improvement, prioritizing the company mission over strategies, humility, a focus on quality over quantity, and an emphasis on completing work rather than seeking perfection. It also discusses the company's culture of flexibility, self-care, and adapting to constant change as a growing startup.
18 Secrets of super successful business ownersAndrew Lee
What is it that makes a difference in your level of success? In this presentation for the Entrepreneurs Circle Andy Lee BGA for Halifax and Huddersfield shares 18 key attitudes, beliefs and behaviours that make that difference.
The document provides an overview of Patreon's company culture. It discusses the company's mission of funding creators and creating a fulfilling workplace. It outlines 7 core behaviors including putting creators first, being an energy giver, candor, moving fast, seeking learning, respecting time, and fixing issues. It also covers expectations for transparency, manager roles in coaching teams, and a commitment to diversity and inclusion. The overall summary emphasizes Patreon's focus on creators and teammates through its cultural values and behaviors.
As a leader, you spend a lot of your time making sure that your team is working well together. Here are the secrets that every manager should know to make your team successful.
Subscribe to our free 11-day email course on HOW TO BE A BETTER LEADER:
http://officevi.be/29Sx4bK
Read more on employee engagement on Officevibe blog:
https://www.officevibe.com/blog
This document discusses how to actualize a company's "why" or core mission through four key steps: 1) clearly defining and communicating the why through various creative media, 2) breaking down the why into measurable action plans and KPIs for each department, 3) regularly monitoring progress on action plans, and 4) celebrating successes to motivate employees. It provides examples of missions from companies like Tesla, Amazon, LinkedIn and Starbucks, and emphasizes that developing inspiring communication, detailed action plans, and a solution-oriented culture are important for realizing a company's fundamental purpose.
The document discusses 17 "laws of leadership" from John Maxwell's book "The 21 Irrefutable Laws of Leadership". Each law is briefly described in 1-2 sentences. The laws include concepts like the importance of influence over position, developing leadership gradually over time through daily actions, empowering others, building trust and connections with followers, and prioritizing activities for maximum impact.
Team training involves activities designed to improve team performance in businesses, schools, sports teams, and other organizations. It focuses on self-development, communication, leadership, and problem-solving skills to help teams work together effectively. Exercises range from simple bonding activities to complex simulations and multi-day retreats. Reasons for team training include improving communication, making the workplace more enjoyable, motivating employees, setting shared goals, identifying strengths, and boosting productivity and collaboration.
One of the most inspiring books of the last few years. And it is so true, that only with a clear WHY, you can actually make a difference.
The document is an abstract of the book Start with WHY from Simon Sinek. You should however absolutely read the book, which contains a lot of appealing cases.
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
This document discusses an alternative model for team building and effectiveness called CARB, which stands for Commitment, Alignment, Relationships, and Behaviors. Traditional views of team building focus too much on relationships and fun activities, but high performance teams require commitment to goals and each other, clear alignment between team and organizational goals, developed relationships where strengths are understood, and effective behaviors and skills. The CARB model provides a more comprehensive approach for creating and maintaining effective teams.
The document outlines 7 mindset shifts for success: 1) Do what you do best by being authentic and creating your unique brand, 2) Take 100% responsibility for your actions and attitudes, 3) Give to others to find true fulfillment and empowerment, 4) Lean into struggle by seeing failure as learning, 5) Practice rest-based living through time management and prioritization, 6) Think big through visualization and risk-taking, 7) Be a lifelong student to maintain a learning edge. The mindsets emphasize authenticity, responsibility, service, growth, balance, ambition, and continual self-improvement.
The document summarizes key points from a Simon Sinek keynote talk about leadership and team dynamics. It discusses how trust between team members allows people to work together productively by releasing dopamine and serotonin, while distrust causes people to work against each other. It also explains that effective leaders create an environment where people feel safe and valued, which releases oxytocin and encourages hard work. Leaders prioritize people over metrics and sacrifice for their team to build strong relationships based on trust.
The document discusses leadership and how to become an effective leader. It defines leadership as inspiring others through a guiding vision during extraordinary circumstances. It also discusses the challenges of leadership such as rejection, criticism, and loneliness. The document provides tips on how to expand personal empowerment such as assessing skills, acquiring a mentor, and overcoming limitations. Effective leaders empower others and create a positive work environment with shared goals.
Any person or organization can explain what they do; some can explain how they are different or better, but very few can clearly articulate why. WHY is not
about money or profit — those are results. WHY is the thing that inspires us and inspires those around us.
This book is about a naturally occurring pattern, a way of thinking, acting and communicating that gives some leaders the ability to inspire those around them.
Although these “natural-born leaders” may have come into the world with a predisposition to inspire, the ability is not reserved for them exclusively. We can all
learn this pattern. With a little discipline, any leader or organization can inspire others both inside and outside their organization to help advance their ideas and
their visions. We can all learn to lead.
Start With Why shows that the leaders who inspire all think, act and communicate in the exact same way — and it’s the complete opposite of what everyone
else does. Drawing on a wide range of real-life stories, it provides a framework upon which organizations can be built, movements can be led, and people can be
inspired — and it all starts with WHY.
11 Statistics That Should Scare Every ManagerElodie A.
Every manager’s worst nightmare is having employees that aren’t engaged. Here are 11 statistics that should scare every manager.
Content by Officevibe, the simplest tool for a greater workplace!
Learn more:
www.officevibe.com
Read our blog:
www.officevibe.com/blog
The document discusses team building and team work. It defines team building as a process of creating a unified team focused on its purpose and committed to success. It also discusses goal setting, role definition, team relations, and problem solving as part of team building. Furthermore, it outlines tips for team building such as clear expectations, commitment, competence, collaboration, communication and cultural changes. The benefits of team work include increased efficiency, idea generation, shared workload, and enhanced communication. The document also describes the typical stages in team building - forming, storming, norming, and performing.
There's a difference between a manager and a boss. Moreover, people have often mistaken bosses as leaders. These slides will tell you the differences between the two. Are you a leader or a boss?
This document discusses Patrick Lencioni's ideal team player as being humble, hungry, and smart. It defines each trait and explains what happens when people are strong in only one area. Humble means being interested in others and focused on the greater good rather than oneself. Hungry refers to a strong work ethic and passion. Smart means having emotional intelligence. The best combination is having all three traits, while being strong in just one can lead to problems like being a pawn, bulldozer, or charmer. Managers can use this framework for discussions and development.
How do the people you admire the most choose to communicate? Words are powerful. Learn how to use them wisely with our latest SlideShare.
www.getsmarter.co.za
Top 5 Soft Skills: What Successful People Know that Every Employee Needs to K...BizLibrary
In this program, you’ll learn about the top 5 soft skills that are most predictive of employee, leadership and organizational success in today’s highly complex and rapidly changing environment. You’ll also gain quick tips to help jump-start your development efforts for each soft skill.
www.bizlibrary.com
This document outlines 7 harsh truths about employment:
1. Embrace change, as change is constant and necessary for a company to survive turbulent markets.
2. Do not feel entitled to rewards or promotions, as business is based on achievements, not entitlements.
3. Understand that you were hired to solve problems and build solutions for the company.
4. Learn to manage stress, as higher positions come with higher stress and pressure.
5. Keep your emotions at home and maintain a positive personality at work.
6. Accept that office politics are inevitable, especially in large companies, and learn how to navigate them strategically.
7. Find ways to market your accomplishments
This document outlines the core values of the company Soundstripe. It provides 10 core values that guide the company's decisions, including providing genuine customer care, confronting challenges with optimism, maintaining a light work environment, striving for growth, honest communication, a focus on continuous improvement, prioritizing the company mission over strategies, humility, a focus on quality over quantity, and an emphasis on completing work rather than seeking perfection. It also discusses the company's culture of flexibility, self-care, and adapting to constant change as a growing startup.
Learn How To Get An Authority Domain & Create An Effective Site For Amazon Affiliate Marketing
This course is specially designed by KC Tan who has been a Amazon Affiliate for the past 10+ years. If you are looking or exploring how to generate an income using the Amazon Associate Program, then this course is ideal for you to start! <br>
The highlights of this course covers:
* Mistakes to avoid when selecting and promoting Amazon products!
* How to identify a niche that you can promote!
* How to analyze if a niche is profitable before you create the website!
* Getting an authority domain name to accelerate your organic rankings!
* How to create a simple buy yet effective website for affiliate marketing!
* What are the types of content you must create to attract visitors!
* Where to outsource if you do not want to write the content yourself!
* How to optimize your website for search engine rankings!
ONE-TIME ENROLLMENT FOR LIFETIME LEARNING!
This course will be regularly updated with fresh content to bring you the most up-to-date knowledge and information.
Once you are enrolled as a student, you will receive all future updates and new content additions automatically at no extra cost.
Yes! You get lifetime updates – and it's free. That's lots of real money saved!
If you are ready, just click on the Sign Up button on this page and I will see you inside!
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Under mentioned five simple exercises can help you recognize, and start to shift, the mind-sets that limit your potential as a leader.
1. Find your strengths
2. Practice the pause
3. Forge trust
4. Choose your questions wisely
5. Make time to recover
Making Waves: 3 Secrets to Becoming a Highly Paid Executive FasterThe Management Coach
The document provides advice for aspiring executives on how to advance their careers faster. It discusses three key points:
1) Prioritizing the team and business results over oneself is important for building trust and loyalty, which leads to better results and faster career advancement.
2) Authentic leadership where one is true to their personality while also adapting their style to different situations builds respect and trust with the team.
3) Developing agreed upon working approaches and ground rules with the team establishes expectations and allows the team to work more efficiently and get results 80% faster. Setting clear priorities, building trust through authenticity and collaboration, and achieving results are keys to advancing to executive roles.
This document describes a 3-day workshop called "Tap Into Your Pure Potential" that aims to transform businesses and employees. It teaches principles of the human mind and operating system to provide insights that can improve behaviors, creativity, leadership, communication and more. The workshop uses exercises and facilitation to solve organizations' problems. Attendees learn how perception and the mind work to access wisdom and potential. The workshop organizers claim it can significantly impact all levels and departments in an organization, improving metrics like customer satisfaction. Risk is minimized with a money-back guarantee if participants are not satisfied.
This document summarizes a 3-day workshop called "Tap Into Your Pure Potential" that aims to transform businesses and employees. It teaches principles of the human mind and experience in order to improve employee well-being and state of mind, which positively impacts business success. Over the course of 3 days, participants will learn how perception and the mind work, gain insights into behavior, access wisdom and potential, and apply these lessons to address an identified business problem. The workshop uses exercises and facilitation to build understanding of human operating systems and put the principles into action. Attendees are promised to see tangible impacts like improved leadership, creativity, productivity and more across their organization.
This document discusses creating a safe learning environment by focusing on the learner holistically. It suggests removing worrying or upsetting factors, using achievements from training to highlight its value, and ensuring training helps the learner feel more competent. Finding hobbies the learner enjoys and can succeed in is recommended to boost morale. Belief in something greater than oneself, such as religion or a company's cause, can provide strength. The overall message is that learning must benefit, be pleasurable for, and help the learner in order to be effective.
The document discusses various aspects of workplace climate such as the effects of strict versus lenient rules, the importance of values and teamwork, and issues like discrimination, harassment, and workplace ethics. It provides definitions and examples related to concepts like mentoring, recognition, and independent versus social work environments. The document aims to outline important considerations for maintaining a positive workplace climate.
How to stop_worrying_and_start_living_effectively_in_the_21st_century (1)hafsahaseeb4
The document discusses what worry is and its effects. It defines worry as feeling uneasy or concerned about something and notes that worry is a sense of fear that can be debilitating for some. It states that worry is normal in life to some degree but too much worry is harmful. The primary form of worry is a sense of vulnerability and powerlessness. It also notes that worry typically involves imagining negative future events and outcomes rather than positive ones.
1) The document discusses how families and organizations are similar in that they are both managed by leaders with unique responsibilities.
2) It argues that in both families and organizations, all people must be valued and heard, and leaders should practice conflict management to build trust and relationships.
3) The author believes great leaders are born and shaped by their upbringing and experiences, not just taught, and that caring about employees/family and having emotional intelligence are signs of strong leadership.
The document provides an overview of the October 2019 issue of WorkLife magazine. It includes an introduction from the CEO Peter Diaz about the magazine's focus on mental wealth and promoting their new book on the topic. It summarizes several articles in the issue, including one on effectively addressing mental health issues in the workplace by taking proactive steps; the launch of a new initiative called "Climb for Mental Health" to raise awareness of mental health; and tips for having more open and meaningful conversations by focusing on listening without distraction. The document provides high-level summaries of the key topics and events covered in the October 2019 issue of the magazine.
The document summarizes key quotes from the book "Start With Why" by Simon Sinek. It discusses how great leaders inspire others by communicating their beliefs and values, and starting with an understanding of why they do what they do. Companies that are clear about their higher purpose can attract motivated employees and inspire loyalty. Leaders create environments where great ideas can happen by focusing on purpose over specific goals or metrics. Understanding an organization's why allows everyone to make decisions that support its long-term interests.
This document provides information about entrepreneurship and personal development. It discusses developing an honest outlook by accepting how much work is required to achieve goals. It also discusses the importance of psychological health and having an honest understanding of one's thoughts, emotions, and behavior. Developing passion and living according to one's core values are presented as keys to success as an entrepreneur.
Questions answered in James' presentation -
Wellbeing – why bother?
How does wellbeing impact employee engagement and why is that important?
Why do we need healthy employees?
What is all this brain neuroscience stuff about?
Life is too short and too precious to spend it withering away in the corporate halls of despair. Become a corporate rebel! Shake things up! (It takes time but even an oil tanker can be turned around.) Or work up the courage to leave and start or join an organization where you feel you can make a difference. We run a self-empowerment gym for people willing to take the leap. You’ll learn how to adopt a Player Mindset, how to run the Judgment Factory, and why “Impossible" is just an opinion.
Dr. Sulaiman Al Mawali is the Head of the Emergency Department at Oman International Hospital located on Al Dhayafa St in Muscat, Oman. The hospital website is www.omaninternationalhospital.com. Dr. Al Mawali leads the emergency care team and the hospital is trusted for its medical expertise and chosen for the care it provides patients.
This document discusses the concept of leadership and defines it as doing what you say you will do for the betterment of society while empowering others. It emphasizes that true leadership requires developing strengths in four areas: physical health and well-being, mental skills and learning, emotional relationships, and exploring one's spiritual purpose and values. Effective leaders live according to their principles across all areas of life, from commitments to self-improvement, family, and work.
A lean sensei helps organizations improve delivery and discovery in three key ways:
1. By challenging processes and giving real exercises, a sensei helps improve problem-solving techniques.
2. A sensei focuses on both delivery, by motivating teams to focus on goals and think outside the box, and discovery, by encouraging new perspectives and solutions.
3. Using techniques like gemba walks and helicopter thinking, a sensei observes processes firsthand, discusses challenges with staff, and provides guidance to continuously improve productivity and eliminate waste.
Every institution is vulnerable to decline, regardless of past success. The document outlines five stages of institutional decline: 1) Hubris born of success, 2) Undisciplined pursuit of more, 3) Denial of risk and peril, 4) Grasping for salvation, and 5) Capitulation to irrelevance or death. It argues that decline can be harder to detect in early stages but easier to cure, while later stages are easier to detect but harder to cure. Reversing decline requires addressing the root causes at each stage through disciplined actions that add up over time, rather than searching for silver bullet solutions.
Visionary companies are institutions that have a significant long-term impact and are admired within their industries. They prosper over many product life cycles and leadership generations through building a strong organization, not relying on a single great idea or leader. True visionary companies are focused on "clock building" rather than just implementing ideas - they concentrate on developing strong organizational capabilities and culture that allow them to continually evolve and succeed beyond any single product or leader. Their greatest creation is the company itself and what it stands for in serving people and society, not just profits or the ego of any individual.
The document discusses the importance of having a clear sense of purpose or "why" (WHY) in business. It argues that people don't buy what a company does (WHAT) but why it does it. Having a clear WHY allows a company to inspire loyalty and avoid relying on short-term manipulations. It also discusses the need for consistency (HOW) between a company's stated WHY and its actions, culture, products and marketing in order to be authentic. Without a clear WHY, companies cannot differentiate themselves or maintain lasting success.
Toyota views continuous improvement as an organization-wide effort, not a periodic project. With an entire workforce focused on solving problems in their daily work, Toyota is able to harness the intellectual capital of all employees to drive innovation and progress. The document discusses various approaches to process improvement, arguing that Toyota's approach of establishing target conditions and utilizing standard routines like the improvement kata is more effective for continuous evolution than periodic workshops or lists of discrete actions.
Leaders at Toyota are developed through a process of continuous self-improvement known as shu-ha-ri. Potential leaders undergo mentorship and are immersed in different roles to broaden their skills, while deepening their expertise. The goal is to identify leaders who live the Toyota Way values and can develop others. Leadership is judged not just by results but also by the process used, with an emphasis on problem-solving, teamwork and respect for people.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
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Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
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Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
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The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
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Project Management Infographics . Power point projet
Leaders eat last
1. Leaders Eat Last
Author: Simon Sinek
Summary: Golden Kumar
Why this Book?
Company leaders need to understand one thing: None of your employees
wakeup in the morning, drink a liter of engine oil, and work for 8 hours without
any emotion. Remember "Customers willnever love a company until the
employees love it first."
The Force
OUR NEED TO FEEL SAFE
There Are Some FatesWorse Than Death:Mike DrowleyatTEDxScottAFB - YouTube
The Value of Empathy
When leaders come forward to do anything for their employees without any
intention. Their employees will end up doing anything for that leader. These types
of leaders maintain a good relationship with their employees. They will treat their
employees as members of their own family, not as employees.
Employees Are People Too
Trulyhumanleadership:BobChapmanatTEDxScottAFB - YouTube
The best leaders always listen to their employees and try to meet their
needs and treat all employees in their company equally no matter what
color or religion they belong to. They trust their staff at all levels and
support their personal issues.
2. We See What We Want toSee
“When the people must manage dangers from inside the organization,
the organization itself becomes less able to face the dangers from
outside.”
Truly human leadership protects an organization fromthe internal rivalries that
can shatter a culture. When we must protect ourselves fromeach other, the
whole organization suffers. Butwhen trust and cooperation thrive internally, we
pull together, and the organization grows stronger as a result.
Not only a company but also this society is affected by bad leaders, for
example, if an employee is in a bad treatment environmenthe will come out of
the company and show his anger only in the community and his own family. At
the sametime, an employee who works for a good caring leader will have the
same concern in the community and his family outside.
The Awesome Responsibility
“Every single employee is someone’s son or someone’s daughter. Like a
parent, a leader of a company is responsible for their precious lives”
The best leaders treat their employees like their own children and care more
about their safety and their well-being. They are always concerned that their
employees are working happily.
The leaders of great organizations do not see people as a commodity to be
managed to help grow the money. They see the money as the commodity to be
managed to help grow their people. Therefore, performance really matters. The
better the organization performs, the more fuel there is to build an even bigger,
more robust organization that feeds the hearts and souls of those who work
there. In return, their people give everything they’ve got to see the organization
grow . . . and grow . . . and grow
3. Belonging
Strong leaders, in contrast, extend
the Circle of Safety to include every single person who works for the
organization. Self-preservation is unnecessary, and fiefdoms areless able to
survive. With clear standards for entry into the Circle and competent layers of
leadership that can extend the Circle’s perimeter, the stronger and better
equipped the organization becomes.
Every company has two main protections which are internal safety and
external safety Itis the duty of everyonein the company to always handle this
carefully. The leaders in the organization should be as outspoken as a
commander here and they should not justoversee the safety but also stand in
frontof the force.Such leaders create a safety Circle and further strengthen
that circle by monitoring the safety of their organization and the safety of
their employees.
Yeah, but . . .
Do not think that if there are too many accidents in your company it
is just the negligence of the employees and if the employees in your
company suffer too much heart disease do not conclude that it is a food
problem may be the real reason for their confusion in the family
environment and even the crisis that the boss gives. this will make your
organization's inner safety circle worse.
4. Misery may love company, but it is the companies that
love misery that suffer the most.
POWERFUL FORCES
When Enough Was Enough?
When we feel like we belong to the group and trust the people with whom we work, we
naturally cooperate to face outside challenges and threats. When we do not have a sense of
belonging, however, then we are forced to invest time and energy to protect ourselves from
each other. And in so doing, we inadvertently make ourselves more vulnerable to the outside
threats and challenges. Plus, with our attention facing inward, we will also miss outside
opportunities. When we feel safe among the people with whom we work, the more likely we
are to survive and thrive. That’s just the way it is.
Humans has always had a tradition of defending itself as a group and that is why humans is
still able to survive today.
The future of the company depends on howwe work as a team in the companies and what
kind of mental state we have.
E.D.S.O. Endorphins,Dopamine,Serotoninand Oxytocin.
Endorphins
Endorphins are any group of hormones secreted within the brain and
nervous systemand haveseveral physiologicalfunctions. They are peptides
5. that activate the body's opiate receptors, causing an analgesic effect. It's
like a pain killer drug that helps us to relax over our pain
Dopamine
Dopamine IS THEreason for the good feeling we get when we find
something we’relooking for or do something that needs to get done. Itis
responsiblefor the feeling of satisfaction after we’vefinished an important
task, completed a project, reached a goal, or even reached one of the
markers on our way to a bigger goal.
Our Goals Must Be Tangible
We must firstdecide what our goal is, and we will not get any happiness
if we simply keep working without doing it. Also, we get no happiness even
if we simply create a goal and do nothing for it. Dopamine rewards us with
a chemical rush when we’veaccomplished something, making us want to
do it again and again, which is exactly whatit takes to find things, build
things, and get things done. But it’s harder to do all things alone, especially
the big things. Together is better.
Serotonin: The Leadership Chemical
Serotonin is the feeling of pride. Itis the feeling we get when we
perceive those others like or respect us. Itmakes us feel strong and
confident, like we can take on anything. And more than confidence
boosting, it raises our status.
Oxytocin: Chemical Love
Oxytocin it is the feeling we get when we’rein the company of our closest
friends or trusted colleagues. Itis the feeling we get when we do
something nice for someone or someone does something nice for us. Itis
responsiblefor all the warm and fuzzies.
Generosity andOther Ways toBuildTrust
6. Oxytocin boosts our immune systems, makes us better problem solvers,
and makes us more resistantto the addictive qualities of dopamine. Unlike
dopamine, which is largely responsiblefor instant gratification, oxytocin
gives us lasting feelings of calm and safety.
The Big C
One of the most important things when working as a team is exchanging
information or sharing our knowledge inside our team. This will further
strengthen the security circle of our company both externally and internally. This
will also help us to anticipate the risks within our organization and the risks that
may come fromoutside and avoid it so that they do not re-emerge in the future.If
we have strong relationships at home and at work, if we feel like webelong, if we
feel protected in both, then the powerfulforces of a magical chemical like
oxytocin can diminish the effect of stress and cortisol. With trust, we do things for
each other, look out for each other and sacrificefor each other. All of which adds
up to our senseof security inside a Circle of Safety. We have a feeling of comfort
and confidence at work that reduces the overall stress wefeel because we do not
feel our well-being is threatened.
Why We Have Leaders
The value and worthiness of leaders does not come easily, but the actions they
take make them good leaders. Leaders need to handle the most carefulprocesses
and Balance both their work and life in the rightway. Making a mistake in either
of these can affect the other. Therefore, if the leaders consider both work and life
together and everyonewho works in the company as his family, it will make their
life easier.
The leaders of organizations who risethrough the ranks not becausethey want
it, but becausethe tribe keeps offering higher status out of gratitude for their
willingness to sacrifice, are the true leaders worthy of our trust and loyalty. All
leaders, even the good ones, can sometimes lose their way and become selfish
and power hungry, however. Intoxicated by the chemicals, they can sometimes
forget that their responsibility as a leader is to their people.
7. The Ceramic Cup
Difference betweenceramiccupan Styrofoamcup - YouTube
We onlydeserve astyrofoamcup – A Learninga Day
REALITY
The Courage to Do the Right Thing
And that’s what trust is. We don’t just trust people to obey the rules, we also trust that they
know when to break them. The rules are there for normal operations. The rules are designed to
avoid danger and help ensure that things go smoothly. And though there are guidelines for how
to deal with emergencies, at the end of the day, we trust the expertise of a special few people
to know when to break the rules.
Organizations that offer people an opportunity to fully commit work tirelessly to train
their people. This goes beyond the occasional class on how to write a better PowerPoint
or be a more effective presenter; these organizations offer endless opportunities for
self-improvement. The more training, they offer us, the more we learn. The more
experienced and confident we become, the more the organization is willing to give us
greater and greater responsibility
A Organization must be like a family, one must be dependent on the other and that belief
must be real. Company leaders must be trustworthy totheir employees and employees to
their leaders. Only then can the company achieve a good to a great position.
Trust is like lubrication. It reduces frictionandcreates conditions muchmore
conducive to performance. Leaders must always act witha social mindset,
abandon the ideaof oppressing employees andwork in harmony with them.
The leaders of the country or the leaders of the company who wantedto
oppress the employees have beendestroyedinhistory.
When Leaders Eat First
“No one wakes up in the morning to go to work with the hope
that someone will manage us. We wake up in the morning and
8. go to work with the hope that someone will lead us.” The
problem is, for us to be led, there must be leaders we want to follow.
Abstraction Kills
The Milgram Experiment - ShockStudyon ObedienceConclusions - YouTube
The physicalseparation between us and those on the receiving end of our
decisions can have a dramatic impact on lives . . . the lives of people who cannot
be seen or heard. The moreabstract people become, the morecapable weare of
doing them harm.A leader who presides over a weak culture does not invest in
programs to build the confidence of their people so that they will do the right
thing. Instead, command and control perpetuate a systemin which people will
more likely do the thing that’s right for them.
when a leader embraces their responsibility to care for people instead of caring
for numbers, then people will follow, solve problems, and see to it that that
leader’s vision comes to life the right way, a stable way and not the expedient
way.
Rules to Managing the Abstraction
1. Keep It Real—Bring People Together
2. Keep It Manageable
3. Meet the People You Help
4. Give Them Time, Not Just Money
(A company can’t buy the loyalty of their employees with salaries and bonuses. What
produces loyalty, that irrational willingness to commit to the organization even when
offered more money elsewhere, is the feeling that the leaders of the company would be
willing, when it matters, to sacrifice their time and energy to help us. We will judge a
boss who spends time after hours to help us as more valuable than a boss who simply
gives us a bonus when we hit a target.)
5. Be Patient (A worldof instantgratification)
9. Challenges and Temptation
LeadershipLessons:
So, Goes the Culture, soGoes the Company (Inside a Circle of Safety, when people trust
and share their successes and failures, what they know and what they don’t know, the result is
innovation. It’s just natural.)
So Goes the Leader, so Goes the Culture (The more energy is transferred from the top
of the organization to those who are doing the job, those who know more about what’s going
daily, the more powerful the organization and the more powerful the leader)
Integrity Matters (Leadership is about integrity, honesty, and accountability. All
components of trust. Leadership comes from telling us not what we want to hear, but rather
what we need to hear. To be a true leader, to engender deep trust and loyalty, starts with
telling the truth.)
Friends Matter
Lead the People, Not the Numbers (Customers will never love a company until the
employees love it first.)
The Abyss
At the Center of All Our Problems Is Us
All managers of metrics have an opportunity to become leaders of people. Just
as every doctor in our country learned the importance of sterilizing their
instruments, so too must every leader of every organization do the little things
necessary to protect their people. But first, they mustadmit they areat the root
of the problem.
The incentive structures weoffer inside our companies do not reward us for
cooperating, sharing information, or reaching across the company to offer or ask
for help. In other words, thereis little positive reinforcementwhen it comes to
behaviors and actions critical to maintaining the Circle of Safety.
At Any Expense
10. The race to win has always existed and has always caused problems. In healthy
organizations, as in a healthy society, the driveto win should not precede the
desire to take care of the very people we claim to serve.
It is not whenthings come easily that we appreciate them, but whenwe must
work hard for themor when they are hard to get that those things have greater
value to us. Be it a diamond deepin the ground, career successor a relationship,
it is the struggle it takes tomake it work that helps give that thing its value.
Leaders of successfulorganizations, if they wish to innovateor command loyalty
and love fromtheir people, mustreframe the struggles their companies face not
in absolute terms but in terms relative to their success. In other words, the
dangers and opportunities that exist outside the Circle of Safety should be
exaggerated to suitthe size of the organization itself.
Leadership, true leadership, is not the bastionof those who sit at the top. It is
the responsibility of anyone who belongs to the group. Though those with
formal rank may have authority towork at greater scale, eachof us has a
responsibility tokeepthe Circle of Safety strong. We must all start today todo
little things for the goodof others . . . one day at a time.