The document discusses building buy-in for change initiatives within an organization. It emphasizes getting commitment from leadership and others by focusing on what is best for the organization and its goals. It recommends clearly communicating the reasons for change and addressing people's concerns directly. The document also stresses practicing transparency, welcoming input from all levels, and knowing when some ideas may not be sellable to leadership.
Find Your Edge. Shout about your individuality. How do you stand out in a culture that teaches you to fit in? Does the nail that sticks out always have to be hammered down?
It’s easy to forget that in order to achieve the success and the attention you believe you deserve, you need to stand out. Do something exceptional.
Once you’ve found your niche, you need to concentrate on making sure people know it’s your thing. If you want to stand out, you need something that draws people’s attention—and that’s you and your beliefs. If you do things that everyone else is doing, you will end up like everyone else—drowning in the river of oblivion. If you make a conscious effort to push your comfort zone, and deliver talk-worthy, ass-kicking work, you can stand out from the crowd.
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.
QCS Leadership Conference 2019 - Managing Change From The Inside Out & Strate...Tim Miles
This document discusses challenges related to managing employees and a business. It mentions issues like finding and retaining good employees, communication between employees, government regulations, and having enough work and people to get the work done correctly. It also discusses the need for a plan to bring in new employees and get them up to speed. Maintaining customer and supplier relationships is mentioned as well. Overall the document focuses on operational and people-related issues facing a business manager.
This document contains maxims and principles for operating a company. It discusses creating a founder mentality by giving employees ownership stakes to align interests. It emphasizes focusing efforts on innovation over administration and rejecting candidates is discouraged, suggesting making them principals of other companies instead. Complexity theory suggests the future cannot be perfectly predicted. Autonomy and independent work are valued. Quality sleep, inspiring leadership, and data-driven decisions are advocated. Trust between staff and allowing ideas to die through open discussion are principles. Thinking ambitiously and owning assets through equity are encouraged. The document emphasizes various principles for operating and growing a business.
This document discusses conquering performance IT anxiety (PITY) using IT assessments. It provides an agenda for a workshop on the topic, including an overview of different types of IT assessments and how frameworks like the IT Capability Maturity Framework (ITCMF) can help. The workshop involves exercises to understand users' needs through job-to-be-done interviews and mapping those needs to common "character" CIO archetypes like an order-taker or experience shaper CIO.
Limitless Lab is a strategic design and innovation company in the Philippines. Our mission is to enable people to innovate, create possibilities, and challenge the status quo using design.
The document provides an overview of Patreon's company culture, which emphasizes two main missions: funding creators and creating a fulfilling workplace for employees. It outlines seven core behaviors that are valued, including putting creators first, being an energy giver, candid communication, moving fast, continual learning, respecting colleagues' time, and inclusivity/diversity. Specific expectations around meetings, feedback, decision-making, and personal development are also covered. The overall goal of the culture is to support both creators and employees through transparent, efficient collaboration.
The document discusses building buy-in for change initiatives within an organization. It emphasizes getting commitment from leadership and others by focusing on what is best for the organization and its goals. It recommends clearly communicating the reasons for change and addressing people's concerns directly. The document also stresses practicing transparency, welcoming input from all levels, and knowing when some ideas may not be sellable to leadership.
Find Your Edge. Shout about your individuality. How do you stand out in a culture that teaches you to fit in? Does the nail that sticks out always have to be hammered down?
It’s easy to forget that in order to achieve the success and the attention you believe you deserve, you need to stand out. Do something exceptional.
Once you’ve found your niche, you need to concentrate on making sure people know it’s your thing. If you want to stand out, you need something that draws people’s attention—and that’s you and your beliefs. If you do things that everyone else is doing, you will end up like everyone else—drowning in the river of oblivion. If you make a conscious effort to push your comfort zone, and deliver talk-worthy, ass-kicking work, you can stand out from the crowd.
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.
QCS Leadership Conference 2019 - Managing Change From The Inside Out & Strate...Tim Miles
This document discusses challenges related to managing employees and a business. It mentions issues like finding and retaining good employees, communication between employees, government regulations, and having enough work and people to get the work done correctly. It also discusses the need for a plan to bring in new employees and get them up to speed. Maintaining customer and supplier relationships is mentioned as well. Overall the document focuses on operational and people-related issues facing a business manager.
This document contains maxims and principles for operating a company. It discusses creating a founder mentality by giving employees ownership stakes to align interests. It emphasizes focusing efforts on innovation over administration and rejecting candidates is discouraged, suggesting making them principals of other companies instead. Complexity theory suggests the future cannot be perfectly predicted. Autonomy and independent work are valued. Quality sleep, inspiring leadership, and data-driven decisions are advocated. Trust between staff and allowing ideas to die through open discussion are principles. Thinking ambitiously and owning assets through equity are encouraged. The document emphasizes various principles for operating and growing a business.
This document discusses conquering performance IT anxiety (PITY) using IT assessments. It provides an agenda for a workshop on the topic, including an overview of different types of IT assessments and how frameworks like the IT Capability Maturity Framework (ITCMF) can help. The workshop involves exercises to understand users' needs through job-to-be-done interviews and mapping those needs to common "character" CIO archetypes like an order-taker or experience shaper CIO.
Limitless Lab is a strategic design and innovation company in the Philippines. Our mission is to enable people to innovate, create possibilities, and challenge the status quo using design.
The document provides an overview of Patreon's company culture, which emphasizes two main missions: funding creators and creating a fulfilling workplace for employees. It outlines seven core behaviors that are valued, including putting creators first, being an energy giver, candid communication, moving fast, continual learning, respecting colleagues' time, and inclusivity/diversity. Specific expectations around meetings, feedback, decision-making, and personal development are also covered. The overall goal of the culture is to support both creators and employees through transparent, efficient collaboration.
Michael Bungay Stanier is a senior partner at Box of Crayons who helps organizations do great work. He has written the best-selling book "Do More Great Work" and created the End Malaria book. He is Australian but now lives in Toronto with his Canadian wife. He discusses focusing on priorities and doing work you love.
The document summarizes the core principles discussed at a Core Principles Summit held by a company's Technology Department. The principles focus on hiring and developing great people, delivering outstanding customer experiences, embracing and driving change, creating an enjoyable work culture, encouraging innovation and risk-taking, strong communication, passion for work, honesty and integrity, personal accountability, humility, and living the principles embodied in the company's culture rather than just displaying them. Implementing these principles will require radical change but not overnight, and an openness to change from all.
Fundz is a crowdfunding platform that provides ongoing capital and mentorship to startups in emerging economies. It brings together mentors, entrepreneurs, and supporters through a social media platform. Supporters can pledge recurring donations on a weekly, monthly, or quarterly basis. As startups grow, they engage with and report progress to their supporters. The platform takes a 7.5% fee on funds raised. It currently has an MVP and plans to expand partnerships and hiring in the next year to help thousands of startups and projects. Competition includes platforms focused on recurring donations and nonprofit fundraising. The team has experience advising other crowdfunding platforms.
#CultureCode - Here's how you can have more fun at work - Naomi Simson Naomi Simson
"If you love what you do every day you never have to work another day in your life" Confucius
In the end it took leadership and commitment to creating a happy work place - And we go by the simple adage below and we ask can each team member answer 'yes' to this every day.
However taking control of your own day, your own happiness and sharing 'good times' with your colleagues will greatly increase your love of what you do.
#LiveWhatYouLove
For more ideas on great work place recognition: http://www.recogniseeveryday.com.au/
This document summarizes a study on the characteristics of effective bosses. The study found that the best bosses exhibited traits like leading with a higher purpose, activating employees' potential, providing autonomy while also giving feedback. These bosses encouraged risk-taking and learning from mistakes. Employees reported high performance, engagement, retention, and development under these bosses. The study concluded the best bosses created a strong connection between the individual and the organization.
Josh helped turn the company culture around and motivate employees through several strategies:
1. He generously praised improvements and good work, both privately and publicly.
2. He empowered employees to work as teams without strict managers, which increased motivation and productivity.
3. He framed ideas as coming from employees to make them feel ownership over projects.
4. He provided indirect feedback on mistakes to have constructive conversations instead of criticism.
5. He highlighted top performers as leaders to motivate others to emulate them.
Culture code || Wandertrails People Operations || Indian StartupWandertrails
We seek to instill "A high performance culture, driving results and accountability, while ensuring agility & learning"
This document captures how we strive to do this through the ups and down, through thick and thin, through light and dark.
This document captures the Wandertrails Culture Code
This document summarizes a presentation on leading organizational change. It discusses that change is difficult and risky but necessary for organizations to evolve. It identifies resisting change as the biggest obstacle leaders face. The presentation outlines 8 steps to lead change, including creating a sense of urgency, building a guiding team to support the change vision, removing obstacles, and creating short-term wins to sustain momentum. Leading change requires courage, taking a long-term view beyond one's lifetime, and letting go of a desire for immediate outcomes or to be liked by all.
Sample Slides for Jim Cathcart "Relationship Intelligence®"Jim Cathcart
I select an appropriate number of slides for each speech and this is a representative sample. I'll work with you to create a title slide and to incorporate the key points you need for me to cover at your event. Please let me know if there are specific ones you'd like for me to be sure to use.
Harry Griendling started his company DoubleStar after his 6-year-old daughter moved away with her mother. This left him close to bankruptcy and unhappy in his job. To be able to spend more time with his daughter, he needed a flexible job. He realized starting his own business was the only way to meet his needs. Despite having no experience or business plans, he launched DoubleStar in 30 days. Five insights helped him: having a "I must" mindset, focusing on outcomes not the journey, avoiding unhelpful behaviors, turning disadvantages into advantages, and prioritizing communication. The business has since grown successfully.
The document outlines 7 habits of highly creative leaders: 1) associating or connecting ideas, 2) questioning assumptions, 3) observing surroundings, 4) experimenting through prototypes, 5) networking to gain new perspectives, 6) framing opportunities with questions like "how might we", and 7) motivating employees through psychological safety, dependability, clarity of goals and impact of work. The habits emphasize skills like observing, questioning, experimenting and networking to drive innovation through connecting ideas, reframing problems and cultivating an environment where employees can achieve more than they imagined.
We help indoor growers succeed and genuinely care about them. We default to curiosity when disagreeing to understand others' perspectives. We are solutions-focused and think consciously about decisions' implications. We prioritize alignment over agreement and respect each other as a team, not a family, with clear boundaries and diversity. We believe in trust, transparency, and constructive feedback to do high-quality work toward shared goals. As a data company, we want to help growers thrive using data to augment, not replace, jobs.
9 things you need to do to build your dream teamNaomi Simson
The document provides 9 things to do to build a dream team: 1) Know your purpose, 2) Get your people involved, 3) Make everyone accountable for culture, 4) Recognize progress, 5) Build trust through transparency, 6) Create opportunities to connect, 7) Hire for attitude and train for skill, 8) Reward value with value, and 9) Build advocacy. The key is connecting each individual to something meaningful and showing their contribution counts through autonomy, advocacy, transparency, and empowering each team member as a custodian of culture. This transforms the team into a place people want to be a part of to do their best work.
This document outlines the culture and values of Acceleration Partners, a performance marketing company. It describes AP's culture as being world-class, with employees who are team players, curious, resilient, innovative, strategic, and results-driven. It highlights AP's core values of owning it, embracing relationships, and excelling/improving continuously. The document also discusses AP's operating principles, which include having a bias towards action, bringing solutions, working smarter, being present, encouraging autonomy and transparency, being genuine partners, having a growth mindset, being fanatical about feedback, enjoying competing, keeping moving forward, being resilient, and bringing purpose.
Building a world class team requires hiring and retaining Very Talented People (VTP's). This presentation covers finding, recruiting and retaining these elite performers on your team.
Leadership top tenleadershipmistakes-jack smalley-express 2010weichele
The competencies that most impact trust are respect, fairness, pride, and camaraderie. Respect involves supporting employees' development and valuing diverse perspectives. Fairness means equitable treatment and performance-based rewards. Pride comes from individual work, team accomplishments, and organizational success. Camaraderie is about feeling comfortable being yourself among socially friendly colleagues who embrace family values.
This document summarizes a presentation on maximizing creativity in mediation by moving beyond traditional brainstorming models. It discusses how creativity involves both convergent and divergent thinking. Traditional brainstorming guidelines are critiqued and a new model is proposed that incorporates insights from neuroscience on how creativity occurs. Factors that can limit creativity like fear, status quo bias, and cognitive overload are also addressed.
We're on a mission to democratize entrepreneurial education.
This the foundr culture deck where we showcase what we believe at foundr and the values that are important to us.
For more information about us go to foundr.com
This document provides guidance on preparing for and succeeding in a job interview. It discusses that the goal of an interview is to persuade the employer that you are the best fit for the role while also determining if the role and company are a good fit. It recommends thoroughly researching both yourself and the company in preparation. Some key steps include knowing your qualifications and accomplishments, being able to provide examples of using your skills, anticipating potential objections, and practicing responses to common questions. The document provides examples of behavioral interview questions and techniques for structuring strong answers using the STAR or PAR methods. Overall, it emphasizes the importance of preparation and highlighting relevant experiences.
Michael Bungay Stanier is a senior partner at Box of Crayons who helps organizations do great work. He has written the best-selling book "Do More Great Work" and created the End Malaria book. He is Australian but now lives in Toronto with his Canadian wife. He discusses focusing on priorities and doing work you love.
The document summarizes the core principles discussed at a Core Principles Summit held by a company's Technology Department. The principles focus on hiring and developing great people, delivering outstanding customer experiences, embracing and driving change, creating an enjoyable work culture, encouraging innovation and risk-taking, strong communication, passion for work, honesty and integrity, personal accountability, humility, and living the principles embodied in the company's culture rather than just displaying them. Implementing these principles will require radical change but not overnight, and an openness to change from all.
Fundz is a crowdfunding platform that provides ongoing capital and mentorship to startups in emerging economies. It brings together mentors, entrepreneurs, and supporters through a social media platform. Supporters can pledge recurring donations on a weekly, monthly, or quarterly basis. As startups grow, they engage with and report progress to their supporters. The platform takes a 7.5% fee on funds raised. It currently has an MVP and plans to expand partnerships and hiring in the next year to help thousands of startups and projects. Competition includes platforms focused on recurring donations and nonprofit fundraising. The team has experience advising other crowdfunding platforms.
#CultureCode - Here's how you can have more fun at work - Naomi Simson Naomi Simson
"If you love what you do every day you never have to work another day in your life" Confucius
In the end it took leadership and commitment to creating a happy work place - And we go by the simple adage below and we ask can each team member answer 'yes' to this every day.
However taking control of your own day, your own happiness and sharing 'good times' with your colleagues will greatly increase your love of what you do.
#LiveWhatYouLove
For more ideas on great work place recognition: http://www.recogniseeveryday.com.au/
This document summarizes a study on the characteristics of effective bosses. The study found that the best bosses exhibited traits like leading with a higher purpose, activating employees' potential, providing autonomy while also giving feedback. These bosses encouraged risk-taking and learning from mistakes. Employees reported high performance, engagement, retention, and development under these bosses. The study concluded the best bosses created a strong connection between the individual and the organization.
Josh helped turn the company culture around and motivate employees through several strategies:
1. He generously praised improvements and good work, both privately and publicly.
2. He empowered employees to work as teams without strict managers, which increased motivation and productivity.
3. He framed ideas as coming from employees to make them feel ownership over projects.
4. He provided indirect feedback on mistakes to have constructive conversations instead of criticism.
5. He highlighted top performers as leaders to motivate others to emulate them.
Culture code || Wandertrails People Operations || Indian StartupWandertrails
We seek to instill "A high performance culture, driving results and accountability, while ensuring agility & learning"
This document captures how we strive to do this through the ups and down, through thick and thin, through light and dark.
This document captures the Wandertrails Culture Code
This document summarizes a presentation on leading organizational change. It discusses that change is difficult and risky but necessary for organizations to evolve. It identifies resisting change as the biggest obstacle leaders face. The presentation outlines 8 steps to lead change, including creating a sense of urgency, building a guiding team to support the change vision, removing obstacles, and creating short-term wins to sustain momentum. Leading change requires courage, taking a long-term view beyond one's lifetime, and letting go of a desire for immediate outcomes or to be liked by all.
Sample Slides for Jim Cathcart "Relationship Intelligence®"Jim Cathcart
I select an appropriate number of slides for each speech and this is a representative sample. I'll work with you to create a title slide and to incorporate the key points you need for me to cover at your event. Please let me know if there are specific ones you'd like for me to be sure to use.
Harry Griendling started his company DoubleStar after his 6-year-old daughter moved away with her mother. This left him close to bankruptcy and unhappy in his job. To be able to spend more time with his daughter, he needed a flexible job. He realized starting his own business was the only way to meet his needs. Despite having no experience or business plans, he launched DoubleStar in 30 days. Five insights helped him: having a "I must" mindset, focusing on outcomes not the journey, avoiding unhelpful behaviors, turning disadvantages into advantages, and prioritizing communication. The business has since grown successfully.
The document outlines 7 habits of highly creative leaders: 1) associating or connecting ideas, 2) questioning assumptions, 3) observing surroundings, 4) experimenting through prototypes, 5) networking to gain new perspectives, 6) framing opportunities with questions like "how might we", and 7) motivating employees through psychological safety, dependability, clarity of goals and impact of work. The habits emphasize skills like observing, questioning, experimenting and networking to drive innovation through connecting ideas, reframing problems and cultivating an environment where employees can achieve more than they imagined.
We help indoor growers succeed and genuinely care about them. We default to curiosity when disagreeing to understand others' perspectives. We are solutions-focused and think consciously about decisions' implications. We prioritize alignment over agreement and respect each other as a team, not a family, with clear boundaries and diversity. We believe in trust, transparency, and constructive feedback to do high-quality work toward shared goals. As a data company, we want to help growers thrive using data to augment, not replace, jobs.
9 things you need to do to build your dream teamNaomi Simson
The document provides 9 things to do to build a dream team: 1) Know your purpose, 2) Get your people involved, 3) Make everyone accountable for culture, 4) Recognize progress, 5) Build trust through transparency, 6) Create opportunities to connect, 7) Hire for attitude and train for skill, 8) Reward value with value, and 9) Build advocacy. The key is connecting each individual to something meaningful and showing their contribution counts through autonomy, advocacy, transparency, and empowering each team member as a custodian of culture. This transforms the team into a place people want to be a part of to do their best work.
This document outlines the culture and values of Acceleration Partners, a performance marketing company. It describes AP's culture as being world-class, with employees who are team players, curious, resilient, innovative, strategic, and results-driven. It highlights AP's core values of owning it, embracing relationships, and excelling/improving continuously. The document also discusses AP's operating principles, which include having a bias towards action, bringing solutions, working smarter, being present, encouraging autonomy and transparency, being genuine partners, having a growth mindset, being fanatical about feedback, enjoying competing, keeping moving forward, being resilient, and bringing purpose.
Building a world class team requires hiring and retaining Very Talented People (VTP's). This presentation covers finding, recruiting and retaining these elite performers on your team.
Leadership top tenleadershipmistakes-jack smalley-express 2010weichele
The competencies that most impact trust are respect, fairness, pride, and camaraderie. Respect involves supporting employees' development and valuing diverse perspectives. Fairness means equitable treatment and performance-based rewards. Pride comes from individual work, team accomplishments, and organizational success. Camaraderie is about feeling comfortable being yourself among socially friendly colleagues who embrace family values.
This document summarizes a presentation on maximizing creativity in mediation by moving beyond traditional brainstorming models. It discusses how creativity involves both convergent and divergent thinking. Traditional brainstorming guidelines are critiqued and a new model is proposed that incorporates insights from neuroscience on how creativity occurs. Factors that can limit creativity like fear, status quo bias, and cognitive overload are also addressed.
We're on a mission to democratize entrepreneurial education.
This the foundr culture deck where we showcase what we believe at foundr and the values that are important to us.
For more information about us go to foundr.com
This document provides guidance on preparing for and succeeding in a job interview. It discusses that the goal of an interview is to persuade the employer that you are the best fit for the role while also determining if the role and company are a good fit. It recommends thoroughly researching both yourself and the company in preparation. Some key steps include knowing your qualifications and accomplishments, being able to provide examples of using your skills, anticipating potential objections, and practicing responses to common questions. The document provides examples of behavioral interview questions and techniques for structuring strong answers using the STAR or PAR methods. Overall, it emphasizes the importance of preparation and highlighting relevant experiences.
This presentation provides information about an upcoming 4-week unit project for students called the Civil War Journal. The project aims to teach students about first-hand accounts of the Civil War through researching and writing journals from the perspectives of soldiers, women, and children. Students will explore essential questions about disagreement and the causes of the north-south conflict. Parents will help students with at-home research and the teacher will provide assessment. The project promotes skills like communication, creativity, and learning about the northern and southern viewpoints that led to the Civil War.
This document provides information for foreigners on starting a business in the United States. It discusses the basic steps, which include determining the best visa option, developing a business plan, incorporating the business, and obtaining necessary licenses and permits. Key requirements include qualifying for a visa such as an E-2 or L-1, incorporating as an LLC, S-Corp, or other structure, and establishing a physical address, registered agent, taxpayer ID number, and business bank account in the US. Foreign business owners have the same options as US citizens but need to carefully consider tax implications and file additional forms with the IRS.
The document provides no context or details, only stating "Somewhere in Netherlands" in one sentence. It does not contain enough information to generate a meaningful 3 sentence summary.
This document contains information about applying to and attending Berry College, including the application process, requirements, costs, and financial aid options. It outlines what is required in the application, such as transcripts and test scores. It also details the admission timeline and criteria Berry considers, such as GPA, class rank, courses, and activities. Information is provided on calculating GPA, required high school courses, admission dates, costs for tuition and fees, room and board, and scholarship opportunities based on merit or need. Resources for state and federal financial aid are also listed.
This document provides an overview of control styling in JavaFX. It discusses the infrastructure of a control, including the Control, Skin, and Behavior classes. It then covers CSS styling rules like selectors, properties, and values. Specific CSS topics like SVG support and selector types like ID, class, and pseudo-class are explained. The document concludes with an advertisement for a book on mastering JavaFX controls.
The document discusses leadership and how anyone can demonstrate leadership through their actions and behaviors, regardless of formal title or position. It provides several examples of "natural powers" anyone possesses to inspire and influence others, such as giving your best work, treating others with kindness, and driving positive change. The document emphasizes that personal authority from demonstrating leadership is more impactful than formal authority from a title alone. It encourages readers to have confidence, take risks, focus on self-improvement and mastery over time, and to stop making excuses for not achieving their goals or being original.
Jayne Warrilow provides a document outlining how to unleash business potential and become a trailblazer. It discusses acknowledging one's passions, listening deeply, disrupting habits, knowing one's purpose, and standing up for what matters. It then covers defining what one wants, focusing on high priorities, delivering incredible value, and continuously innovating and evolving one's business. Finally, it discusses starting a movement, collaborating with others, making a positive global impact, and leaving a legacy one can be proud of. The document encourages the reader to transform their life and business with Jayne's coaching support.
This document provides principles and advice for inspiring impactful entrepreneurs. It discusses:
- Learning from failures and combining skills and knowledge effectively leads to mastery.
- Redirecting spending towards offering value captures resources.
- Maintaining high uncompromising standards drives quick change.
- Creating joy in each moment leads to greater happiness than consuming things.
- Success depends more on operating environment than inherent capability.
A 'Good to Great' presentation reminding us that attitude means the difference between success and "OUTSTANDING" ! :) Thanks Kim for a great presentation.
I attended the Chick-fil-A Leadercast last week and was pretty blown away. Tons of great takeaways. Unfortunately, I was having battery issues, so I wasn't able to take notes on every speaker, but here is what I was able to gather.
Kevin Abdulrahman is a motivational speaker from the Middle East who inspires millions. He discusses how witnessing successful people live fully everyday further inspires him to be his best and bring out the best in others. He overcame adversity after losing everything in a crisis but chose to remain hungry and penniless to pursue his desire of making a lasting difference in society. Abdulrahman found his calling in motivational speaking and loves what he does, saying he is "all in" with his work.
A Change for the Better: 10½ Ways to Transition to Excellence in Your New Pos...Theresa Letman
Ask More Beautiful Questions.
Effectively Lead People Through Change.
Use Transitions to Inspire Those Around You.
"A Change for the Better: 10½ Ways to Transition to Excellence in Your New Position" is now available to friends of Verus Global. Filled with best practices from leaders who have seized transition, this short read is engaging, inspiring and packed with value.
Check out the video and more info at: http://www.verusglobal.com/QuickRead---A-Change-for-the-Better/
The document summarizes a leadership conference with several speakers. Welby Altidor discussed nurturing creativity in companies and building trust to foster creative courage. Vince Molinaro talked about leadership accountability and the behaviors of accountable leaders. Dr. Tasha Eurich covered the importance of self-awareness, particularly the seven pillars of internal self-awareness. Amanda Lang emphasized the need for an engaging culture that allows questions to foster innovation and change. Joe Biden concluded the event by stressing that leadership requires making tough decisions and owning the consequences.
The document discusses motivation and how to sustain it. It provides tips for setting priorities and goals, cultivating a growth mindset, creating good habits, focusing on intrinsic motivation rather than extrinsic rewards, developing confidence and a sense of purpose, and improving one's work environment and organizational culture. The key messages are that motivation comes from within, priorities should focus on health and relationships above other goals, and both individual and collective efforts are needed to maintain a supportive work environment.
This document provides summaries of leadership and management concepts from over 100 business books. It discusses key leadership traits like courage, inclusion, competence and clarity. It also covers managing compassionately, setting appropriate context for employees, hiring the right people based on personal characteristics, motivation, skills and knowledge. Additional sections provide advice on feedback, expectations, celebrating successes, upgrading your team, and keeping employees focused on priorities.
The document discusses key points for starting and running a successful business, including:
1. The most important "product" is yourself - you need to attract people to you personally and professionally.
2. Don't get paralyzed by overanalysis before starting your business. Establish your goals and take action.
3. Success requires having the right mindset, including hope, persistence, confidence, optimism, respect, and accountability.
4. Taking action is more important than endless planning - decide to pursue your goals wholeheartedly and don't make excuses to delay getting started.
13 Reasons To Believe In Yourself Always (Even If No One Around You Does)Yooklunes
This document provides 13 reasons why believing in yourself is important, even if others don't believe in you. Some of the key reasons include: 1) If you don't believe in yourself, no one else will; 2) Believing in yourself makes you stronger and more willing to take risks; and 3) Successful people believe in themselves and are able to overcome failures and setbacks through self-belief. The document argues that having confidence in your own abilities allows you to achieve your goals, build better relationships, and inspire others through your example of perseverance.
Are you a Manager or an Effective Leader? The Six Pillars of Superstar Leaders.Michael (Mike) McNulty
My last blog (“The 6 Pillars of Superstar Performers”) seemed to generate a lot of thought and dialogue around superstar performers! I was so excited and energized to read the numerous comments and opinions; thank you for reading and sharing your thoughts, it really “lit me up” to see the incredible response.
Inspired by the genuine interest in the last blog and our upcoming Independence Day, led me to our next topic— “what does a superstar leader look like?” https://www.linkedin.com/post/edit/6551412607864107008/
Wyoming Hospital Association, part 2, Strategies for Building a Culture of Ow...Joe Tye
Slides used by Values Coach CEO and Head Coach Joe Tye in presentation for the 2017 annual conference of the Wyoming Hospital Association, part 2 of 3 parts.
Failure is an inevitable part of success. The document discusses many examples of successful people who experienced failures and setbacks but refused to give up. It emphasizes that champions understand it is better to face outstanding failures than mediocre successes, and that those who persist despite temporary setbacks and midway failures are the ones who can finally sign their own success stories. It encourages the reader to never give up, keep moving forward, and view challenges positively as questions looking for alternative solutions rather than as failures.
Course Objective
Benchmark good supervisory leadership styles in line with ‘Leadership SMARTS’ concepts in the One Minute Manager by Ken Blanchard aims to:
enhance Teachers and Supervisors work ethics at work place to practice fairness and to value their subordinates..
The aim of this session is to learn and benchmark best practice Supervisory skills and style in Leadership from successful practices which has proven track records of organizational success.
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.
8. Build Leadership Capability at each layer Growing and developing the leadership talent of every single person throughout the organization faster than their competition should be the core competency of the organization. The only way to avoid getting eaten alive is for companies to strengthen the capacities of employees at every level to lead in everything they do.