How many times have you heard people say, you need to get a mentor. But no one tells you how. So I've created a workshop on seeking, qualifying, and engaging mentors. My presentation for the leadership program at the National Association of Broadcasters, Washington DC, Field Guide to Seeking and Keeping Mentors. Contact me at tomhayashi@gmail.com.
Mentoring is a mutually beneficial practice that provides opportunities both for mentor and mentee, as well as pay dividends for employers. Corporations have discovered that the act of implementing strategic mentoring results in great short and long term value. Mentoring creates collaborations, bonds, and buy-in like no other relationship process. This seminar will help you engage, find, and benefit from mentoring programs.
At the end of this seminar participants will be able to:
a. Identify strategic mentoring solutions.
b. Examine the benefit of reverse mentoring.
c. Explore successful networking strategies that connect people.
d. Examine mentoring activities and suggestions that enrich the experience.
e. Explore ways to identify and pair successful mentoring matches.
A guide on the principles to developing an easy, non intrusive mentoring framework, with a user friendly template, as an example, that can be adapted or borrowed for use.
How many times have you heard people say, you need to get a mentor. But no one tells you how. So I've created a workshop on seeking, qualifying, and engaging mentors. My presentation for the leadership program at the National Association of Broadcasters, Washington DC, Field Guide to Seeking and Keeping Mentors. Contact me at tomhayashi@gmail.com.
Mentoring is a mutually beneficial practice that provides opportunities both for mentor and mentee, as well as pay dividends for employers. Corporations have discovered that the act of implementing strategic mentoring results in great short and long term value. Mentoring creates collaborations, bonds, and buy-in like no other relationship process. This seminar will help you engage, find, and benefit from mentoring programs.
At the end of this seminar participants will be able to:
a. Identify strategic mentoring solutions.
b. Examine the benefit of reverse mentoring.
c. Explore successful networking strategies that connect people.
d. Examine mentoring activities and suggestions that enrich the experience.
e. Explore ways to identify and pair successful mentoring matches.
A guide on the principles to developing an easy, non intrusive mentoring framework, with a user friendly template, as an example, that can be adapted or borrowed for use.
The Mentor / Mentee Relationship: How to Get the Best From Each OtherEmilyBennington
Emily Bennington successfully turned her very first boss into her mentor and, later, her coauthor. This webinar explores what both parties must contribute to build a mutually-rewarding experience.
What’s good for the leader is good for the team. A strong leader with weak team, just as a strong team with a weak leader are destined for failure. If the goals and direction are not clear, if the team is not focused and putting sufficient effort towards the goal, it won’t be attained. I was only as good as the teams I managed, and I’d like to think I helped some of them grow. I’ve been very fortunate to have some Superstars and strong players on my teams, but I’ve also had some that did not succeed.
Here’s a list that is not only from a leader’s perspective, but also considers the traits I observed in my Superstars. (You know who you are, too!)
What’s good for the leader is good for the team. A strong leader with weak team, just as a strong team with a weak leader are destined for failure. If the goals and direction are not clear, if the team is not focused and putting sufficient effort towards the goal, it won’t be attained. I was only as good as the teams I managed, and I’d like to think I helped some of them grow. I’ve been very fortunate to have some Superstars and strong players on my teams, but I’ve also had some that did not succeed.
Here’s a list that is not only from a leader’s perspective, but also considers the traits I observed in my Superstars. (You know who you are, too!)
Presented at ACPA 2009, Washington DC.
Abstract: According to John Crosby, “mentoring is a brain to pick, an ear to listen and a push in the right direction.” Designed for mentors and mentees alike, this session will use storytelling, presentation, group discussion, and reflection to help participants create and refine a purposeful mentoring relationship in support of both the mentor’s and mentee’s professional development.
Why should you be or have a mentor? Based on Ann Rolfe's 20 years experience setting up mentoring programs, this presentation describes many benefits of mentoring for nurses but applicable for all professionals.
The Mentor / Mentee Relationship: How to Get the Best From Each OtherEmilyBennington
Emily Bennington successfully turned her very first boss into her mentor and, later, her coauthor. This webinar explores what both parties must contribute to build a mutually-rewarding experience.
What’s good for the leader is good for the team. A strong leader with weak team, just as a strong team with a weak leader are destined for failure. If the goals and direction are not clear, if the team is not focused and putting sufficient effort towards the goal, it won’t be attained. I was only as good as the teams I managed, and I’d like to think I helped some of them grow. I’ve been very fortunate to have some Superstars and strong players on my teams, but I’ve also had some that did not succeed.
Here’s a list that is not only from a leader’s perspective, but also considers the traits I observed in my Superstars. (You know who you are, too!)
What’s good for the leader is good for the team. A strong leader with weak team, just as a strong team with a weak leader are destined for failure. If the goals and direction are not clear, if the team is not focused and putting sufficient effort towards the goal, it won’t be attained. I was only as good as the teams I managed, and I’d like to think I helped some of them grow. I’ve been very fortunate to have some Superstars and strong players on my teams, but I’ve also had some that did not succeed.
Here’s a list that is not only from a leader’s perspective, but also considers the traits I observed in my Superstars. (You know who you are, too!)
Presented at ACPA 2009, Washington DC.
Abstract: According to John Crosby, “mentoring is a brain to pick, an ear to listen and a push in the right direction.” Designed for mentors and mentees alike, this session will use storytelling, presentation, group discussion, and reflection to help participants create and refine a purposeful mentoring relationship in support of both the mentor’s and mentee’s professional development.
Why should you be or have a mentor? Based on Ann Rolfe's 20 years experience setting up mentoring programs, this presentation describes many benefits of mentoring for nurses but applicable for all professionals.
All managers need some guidance on the whys and hows of coaching, but most organizations can’t afford to train them on a large scale, so the least you can do is make an effort to create a culture of coaching. The key is to create a pool of manager-coaches who can be role models, supporters and sustainers of a coaching mindset.
When you select the right people and invest in their development and position them as coaching advocates, you plant the seeds for expanding coaching well beyond the individual manager-direct report relationship. Your role models demonstrate effective coaching both formally and informally, and they help motivate others to use and improve their own coaching capabilities.
Always link the purpose and results of coaching to the business. Managers have to know the business case for coaching and developing others if they’re to value it and use it effectively. Where is the business headed? What leadership skills are needed to get us there? How should coaches work with direct reports to provide the feedback, information and experiences they need to build those needed skills? Set strategic coaching goals, tactics and measures for the organization as well as including coaching as an individual metric.
An Analysis of the Learning Processes of Successful EntrepreneursBrian Chupp
Numerous studies show that small business and entrepreneurism are vital to the health of our nation’s economy. In fact, over the last decade, these types of ventures account for 70% of economic growth, 75% of new jobs, and represent 99% of all employers. However, there remains a high rate of failure in these ventures, with over 60% of them failing within 6 years. Studies show that one reason for this failure is that entrepreneurs fail to learn new knowledge/skills as their organizations grow.
Unfortunately, only a limited number of studies have been conducted to investigate the learning process of entrepreneurs. The purpose of this descriptive ethnography was twofold: (1) explore the learning and development challenges experienced by entrepreneurs in the various phases of organizational growth, and (2) explore how entrepreneurs recognize the need to learn and develop plans to address the challenges. Once learning and development challenges, along with corresponding knowledge and skills, are identified, then learning solutions can be developed and offered to help entrepreneurs acquire them.
This descriptive ethnography was conducted with nine entrepreneurs from Northwest Ohio and Southeastern Michigan. Results included primary themes of learning challenges and the knowledge/skills needed to overcome them. Means of recognizing the need to learn new knowledge/skills and learning tools to acquire them were identified. Finally, participants gave nine pieces of advice for fellow entrepreneurs.
This study resulted in 14 findings regarding entrepreneurial learning. Recommendations were provided for entrepreneurs, learning solution providers, and lending institutions. Several additional recommendations for future research emerged from this study, which are noted.
Initially presented in 2005
Management training session to make sure that they manage performance issues competently and fairly and without incurring unnecessary cost.
Managers will be able to differentiate between a poor and a satisfactory performance.
Managers will know how to deal with poor performance.
Managers will recognise the skills needed to deal with performance issues professionally and in a timely manner.
True North Part 3 - Building a team and leading itJames Cracknell
Part 3 of the True North Bootcamp - you are not alone and business has to be more than you. Whether you want partners, affiliates or a workforce that is inspired an engaged - we take you through the team building process
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
3. Five Leadership Practices Challenge The Process Inspire a Shared Vision Modeling The Way Enabling Others to Act Encouraging The Heart Five Leadership Practices 1 2 3 4 5
7. Two Commitments - ISV Envision the future by imagining exciting and ennobling possibilities. Enlist others in a common vision by appealing to shared aspirations.
9. Two Commitments - CTP Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve. Experiment and take risks by constantly generating small wins and learning from experience.
11. Two Commitments - EOTA Foster collaboration by building trust and facilitating relationships. Strengthen others by increasing self-determination and developing competence.
13. Two Commitments- ECTH Recognize contributions by showing appreciation for individual excellence. Celebrate the values and victories by creating a spirit of community.
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17. High & Low Payoff Activities Low Pay-off Activities Productive Effort High Pay-off Activities Spending time doing the right thing, in the right way, at the right time and for the right length of time Spending time on activities that are worth less than the time you must invest to accomplish it.
