This document contains slides from a presentation on leadership. It discusses definitions of leadership, the differences between management and leadership, levels of personal and organizational development, and qualities of good leadership. It encourages participants to reflect on their own leadership strengths and areas for growth. Examples, exercises and discussions are provided to help participants better understand leadership concepts.
This document contains slides from a presentation on leadership. It discusses definitions of leadership, the differences between management and leadership, levels of personal and organizational development, and qualities of good leadership. It encourages participants to reflect on their own leadership strengths and areas for growth. Examples of exercises included having participants identify their personal values, the current and desired levels of development for themselves and their organizations, and behaviors they want to see more or less of in leadership.
This document summarizes a workshop on leading international teams. The workshop objectives are to reflect on great leadership, differentiate between leadership and management, learn how leadership skills develop, assess one's leadership journey and values, and reflect on what makes diverse teams successful. The workshop includes individual and group exercises where participants write about examples of good and bad leadership, discuss definitions of leadership, and assess what level of leadership they and their team demonstrate based on stages of personal and team development. Discussion focuses on how leaders learn and develop through experiences, relationships, and personal growth, and what is needed to lead successful diverse teams.
This document discusses leading teams and organizations. It describes the seven levels of team and organizational consciousness and emphasizes that the most successful teams and organizations operate from a full spectrum that balances these levels. Leading teams requires skills like creating conditions for people to find fulfillment and become high performing. Leading organizations is more complex as it involves balancing the needs of employees, stakeholders, communities and society. Effective leadership relies on collective intelligence, learning from followers, and caring about people as much as results.
The document summarizes ACE (Aalto University Center for Entrepreneurship), which aims to accelerate entrepreneurship within Aalto University. It discusses ACE's resources for supporting startups, including staff, programs, and funding. It also provides a case study of Valimo Wireless and lessons learned. Finally, it outlines Aalto's building blocks for supporting new venture formation, including a startup class, summer programs, and coworking space. The goal is to foster entrepreneurship within the Aalto community and beyond.
Will cardwell skolkovo presentation - 2012Will Cardwell
The document provides an overview of entrepreneurship acceleration efforts at Aalto University in Finland. It discusses:
1) Aalto University's merger of three leading Finnish institutes and its vision to be internationally recognized for impactful science, art, and learning.
2) The Aalto Center for Entrepreneurship (ACE) which provides resources like funding, coaching, and programs to co-create growth within the Aalto community.
3) Five necessary ingredients for entrepreneurship according to ACE: positive energy, T-shaped people, extreme work, transparency and community, and black swan thinking.
Will presentation hamina mons workshop v2Will Cardwell
The document discusses the key principles of a successful entrepreneurial ecosystem using Finland as a case study. It outlines that entrepreneurs must lead the ecosystem and have a long-term commitment. The ecosystem also needs to be inclusive and engage the full "entrepreneurial stack" including entrepreneurs, government, universities, investors, mentors and service providers. Universities play an important role as a catalyst, talent pipeline, source of ideas and policy recommendations. The Finnish ecosystem has been successful due to following these principles through groups like Aalto Entrepreneurship Society and Startup Sauna Foundation and the success of companies like Rovio and Supercell.
Liability Driven Investment Europe 2011Rosa Cortez
Managing pension funds towards a liability efficient frontier in an uncertain global economic environment.
After a one year gap, Finance IQ’s Liability Driven Investment Europe 2011 brings together the entire institutional investment chain including plan sponsors, pension trustees, regulators and carefully selected asset management organisations to discuss cutting edge strategies to mitigate pension fund risk through LDI.
The conference will cover the latest insights into asset – liability matching, strategic asset allocation and upcoming European regulations to educate plan sponsors on building an optimal LDI pension strategy.
The document discusses different models for university-business collaboration in Europe and the UK. It describes the "open science model" where academics publish and industry patents, the "license model" where universities license technologies to industry, and the "innovation model" where universities are more directly involved in innovation ecosystems. It notes that licensing university inventions is more difficult in fragmented European markets compared to the US. However, the innovation model is more developed in some European countries like the UK where universities must be more involved in innovation for impact.
This document contains slides from a presentation on leadership. It discusses definitions of leadership, the differences between management and leadership, levels of personal and organizational development, and qualities of good leadership. It encourages participants to reflect on their own leadership strengths and areas for growth. Examples of exercises included having participants identify their personal values, the current and desired levels of development for themselves and their organizations, and behaviors they want to see more or less of in leadership.
This document summarizes a workshop on leading international teams. The workshop objectives are to reflect on great leadership, differentiate between leadership and management, learn how leadership skills develop, assess one's leadership journey and values, and reflect on what makes diverse teams successful. The workshop includes individual and group exercises where participants write about examples of good and bad leadership, discuss definitions of leadership, and assess what level of leadership they and their team demonstrate based on stages of personal and team development. Discussion focuses on how leaders learn and develop through experiences, relationships, and personal growth, and what is needed to lead successful diverse teams.
This document discusses leading teams and organizations. It describes the seven levels of team and organizational consciousness and emphasizes that the most successful teams and organizations operate from a full spectrum that balances these levels. Leading teams requires skills like creating conditions for people to find fulfillment and become high performing. Leading organizations is more complex as it involves balancing the needs of employees, stakeholders, communities and society. Effective leadership relies on collective intelligence, learning from followers, and caring about people as much as results.
The document summarizes ACE (Aalto University Center for Entrepreneurship), which aims to accelerate entrepreneurship within Aalto University. It discusses ACE's resources for supporting startups, including staff, programs, and funding. It also provides a case study of Valimo Wireless and lessons learned. Finally, it outlines Aalto's building blocks for supporting new venture formation, including a startup class, summer programs, and coworking space. The goal is to foster entrepreneurship within the Aalto community and beyond.
Will cardwell skolkovo presentation - 2012Will Cardwell
The document provides an overview of entrepreneurship acceleration efforts at Aalto University in Finland. It discusses:
1) Aalto University's merger of three leading Finnish institutes and its vision to be internationally recognized for impactful science, art, and learning.
2) The Aalto Center for Entrepreneurship (ACE) which provides resources like funding, coaching, and programs to co-create growth within the Aalto community.
3) Five necessary ingredients for entrepreneurship according to ACE: positive energy, T-shaped people, extreme work, transparency and community, and black swan thinking.
Will presentation hamina mons workshop v2Will Cardwell
The document discusses the key principles of a successful entrepreneurial ecosystem using Finland as a case study. It outlines that entrepreneurs must lead the ecosystem and have a long-term commitment. The ecosystem also needs to be inclusive and engage the full "entrepreneurial stack" including entrepreneurs, government, universities, investors, mentors and service providers. Universities play an important role as a catalyst, talent pipeline, source of ideas and policy recommendations. The Finnish ecosystem has been successful due to following these principles through groups like Aalto Entrepreneurship Society and Startup Sauna Foundation and the success of companies like Rovio and Supercell.
Liability Driven Investment Europe 2011Rosa Cortez
Managing pension funds towards a liability efficient frontier in an uncertain global economic environment.
After a one year gap, Finance IQ’s Liability Driven Investment Europe 2011 brings together the entire institutional investment chain including plan sponsors, pension trustees, regulators and carefully selected asset management organisations to discuss cutting edge strategies to mitigate pension fund risk through LDI.
The conference will cover the latest insights into asset – liability matching, strategic asset allocation and upcoming European regulations to educate plan sponsors on building an optimal LDI pension strategy.
The document discusses different models for university-business collaboration in Europe and the UK. It describes the "open science model" where academics publish and industry patents, the "license model" where universities license technologies to industry, and the "innovation model" where universities are more directly involved in innovation ecosystems. It notes that licensing university inventions is more difficult in fragmented European markets compared to the US. However, the innovation model is more developed in some European countries like the UK where universities must be more involved in innovation for impact.
Presentation "An innovative approach for social inclusion of youth at risk", Marina Stefanova.
Balkan conference on youth at risk, Belgrade, February 28th 2012.
4iX Istanbul Innovation is a platform that brings together global investors and Turkish technology startups. Now in its 5th year, it has created an international network of over $10 billion for investors to meet exciting Turkish startups. The event objectives are to encourage partnerships between international investors and Turkish entrepreneurs, and showcase Turkish tech companies to global investors. Key sponsor benefits include access to Turkish startups, PR opportunities, and branding among international investors attending the event. Suitable sponsors include media, technology, telecom, software/hardware, digital media, e-commerce, and financial services companies. Past attendees include over 25 international investors from 15 countries and 20 Turkish tech companies.
Connecting education tech society laura erickson3helix
The document discusses connecting education, innovation, and society through initiatives like swissnex, which is a worldwide network of knowledge outposts established by the State Secretariat for Education and Research of Switzerland. It highlights the importance of knowledge and education as currency for fueling entrepreneurship and innovation through collaboration between universities, research institutions, talent, venture capital firms, and companies in areas like the San Francisco Bay Area.
Short presentation i gave to the 'Circle of Influence' of StartupDelta providing an overview of the Dutch tech-entrepreneurship ecosystem. Views expressed are my own.
This document summarizes the Enspire Final Conference held on 29/11/2012. The conference focused on strategies and programs to promote entrepreneurship and social inclusion. It discussed challenges such as lack of funding and support for startups. It also highlighted the need to promote entrepreneurship for disadvantaged groups like women, youth, and minorities. The conference proposed implementing holistic entrepreneurship programs from kindergarten onwards to foster an entrepreneurial mindset and culture across Cypriot society.
Organic Development of a Student Run Accelerator at University of Michiganthe nciia
The nearly exponential growth of the entrepreneurial community at University of Michigan (U-M) is largely attributed to the students themselves. In January 2008, U-M launched the Center for Entrepreneurship to support these students. Through these and other similar efforts, students of like mind on a campus of nearly 40,000, can network, share ideas and pursue their passions. By January 2009, seven students actively involved in their own ventures joined together to find ways to share resources and ideas to accelerate the launch of their ventures.This resulted in the launch of a student run business accelerator, TechArb (techarb.org), in the Summer of 2009. The seven founders secured real estate in downtown Ann Arbor and invited 30 entrepreneurial-minded students, representing seven companies in the music, technology, and biotech industries. This paper discusses the genesis and results of the first U-M student accelerator.
This document discusses financing options and sources for startups at different stages of growth. It outlines the typical financing cycle from founders and friends/family funding to later stage venture capital, partnerships, crowdfunding, bank loans, and public funding sources. The author encourages the reader to attend an upcoming Beta Group event or contact the impulse organization for help navigating the next steps in financing their startup.
The document provides information about AIESEC's Global Internship Programme (GIP) and Global Community Development Programme (GCDP). It discusses the objectives, processes, and statistics of the internship and volunteer programs. GIP offers long-term internships for professional development, while GCDP focuses on international volunteer experiences for community development and personal growth. Both programs provide cross-cultural experience, leadership development, and global networking opportunities. Statistical data shows participation numbers and top countries for GIP and GCDP placements between 2010-2011.
This document provides information about an upcoming workshop on career development and entrepreneurship for researchers. The workshop will be held on October 21-22, 2015 in Sofia, Bulgaria. It will include sessions on business planning, an activity involving developing a business plan for a given scenario in teams, and brief team presentations of their plans. The goal is to help researchers consider entrepreneurial options and develop skills for career development outside of academia.
This document discusses defending both the round earth theory and the flat earth theory to illustrate how objective science is. The round earth theory has been accepted for over 2000 years based on empirical evidence like changing shadows and the moon appearing round. However, some philosophers argue science should focus on falsifying theories rather than verifying them. Defending the flat earth theory aims to show if science is truly objective or influenced by prevailing paradigms. The document will compare both theories under different philosophical theories of science.
The document discusses the key elements of developing a business plan, including:
1) A business plan outlines a company's overall strategy over the next 5 years and operational/budget details for the next 12 months.
2) Five elements are needed to develop a business: an idea, ability, goal, motivation, and resources.
3) A business plan is important to test ideas, agree on objectives/strategy, gain confidence, reveal cash needs, and obtain investment.
This document discusses leadership skills and models. It begins by outlining the topics to be covered, including views on leadership, leadership characteristics and traits, leadership models, and maintaining momentum. It then discusses several leadership models and theories in more detail, including Fiedler's contingency model, path-goal theory, functional leadership, consideration and initiating structure, and situational leadership. Traits associated with effective leadership are also outlined. The document emphasizes that leadership must adapt to different situations and that maintaining enthusiasm and motivation is important for ongoing projects.
This document outlines an approach to career development training for researchers. The training is based on career coaching methodology and aims to help researchers better understand themselves, their skills, interests, personality and values in order to make informed career decisions and develop a personal action plan. The process involves self-assessment exercises, psychometric testing, and developing short, medium, and long-term goals to guide career progression. The overall goal is to assist researchers in finding fulfilling work opportunities.
This document summarizes a workshop on developing researcher careers in Europe. It discusses establishing structured, sustainable, and lifelong career development services for researchers. Better training researchers in transferable skills could improve academia and intersectoral mobility. Stakeholders discussed the state of research career development and recommendations. They agreed development is still in early stages and focused on early careers. Recommendations included developing a roadmap, framework, and encouraging funding and participation from the European Commission, member states, research organizations, and EURAXESS. The overall goal is improving research careers and evaluation systems across Europe.
This document discusses pitching and provides tips for developing an effective pitch. It notes that pitching is about influencing and persuading an audience, not just providing information. It emphasizes the importance of structure, including clearly stating what will be discussed, developing the idea, and summarizing. Other key tips include focusing on the core message, researching the audience, keeping the product or service description brief, highlighting any competitive advantages, and maintaining simplicity. The overall message is that an effective pitch tells a compelling story that engages the audience's emotions and makes them want to support the idea.
This document provides information on time management and project management. It discusses prioritizing tasks, dealing with interruptions, setting objectives, stakeholder analysis, work breakdown structures, Gantt charts, and risk identification. Key points include breaking large tasks into smaller chunks, scheduling times for emails and calls to avoid interruptions, ensuring objectives are specific, measurable, agreed upon, realistic and time-bound, analyzing stakeholders' power and interests, and identifying potential risks and their probability and impact.
The document outlines a workshop for researchers taking place in Dublin, Ireland on March 7-8, 2016 to help researchers pursue their career ambitions. It discusses several career development interventions that will be part of the workshop, including involving alumni with non-academic careers, standard career center support like one-on-one advising and workshops, developing supervisors and PIs, and additional Vitae resources.
This document discusses a career development process for researchers that involves exploring values, interests, personality traits, and skills through activities like psychometric testing and skills inventories. The goal is to help researchers better understand themselves, identify their career goals and interests, and develop a personalized action plan to achieve satisfying work opportunities. The process aims to enable researchers to make well-informed decisions about their career development and future plans.
The document summarizes a workshop on leadership skills for staff assisting researchers' career development. It provides an overview of the agenda which includes exercises on defining good and bad leadership, group discussions on leadership definitions, and presentations on developing leadership skills through challenging experiences, mentors, and taking control of one's own development. It also outlines leadership development programs offered by various institutions.
The document discusses various tools and strategies for effective project and time management. It introduces aims and objectives, highlighting the importance of setting objectives that are specific, measurable, agreed, realistic, and time-bound (SMART). Different prioritization techniques are presented, along with tips for daily time management like using to-do lists and distinguishing between reactive and proactive tasks. Risk management, work breakdown structures, and Gantt charts are also summarized as useful planning and scheduling tools. The importance of regularly reviewing progress and strategies is emphasized.
Presentation "An innovative approach for social inclusion of youth at risk", Marina Stefanova.
Balkan conference on youth at risk, Belgrade, February 28th 2012.
4iX Istanbul Innovation is a platform that brings together global investors and Turkish technology startups. Now in its 5th year, it has created an international network of over $10 billion for investors to meet exciting Turkish startups. The event objectives are to encourage partnerships between international investors and Turkish entrepreneurs, and showcase Turkish tech companies to global investors. Key sponsor benefits include access to Turkish startups, PR opportunities, and branding among international investors attending the event. Suitable sponsors include media, technology, telecom, software/hardware, digital media, e-commerce, and financial services companies. Past attendees include over 25 international investors from 15 countries and 20 Turkish tech companies.
Connecting education tech society laura erickson3helix
The document discusses connecting education, innovation, and society through initiatives like swissnex, which is a worldwide network of knowledge outposts established by the State Secretariat for Education and Research of Switzerland. It highlights the importance of knowledge and education as currency for fueling entrepreneurship and innovation through collaboration between universities, research institutions, talent, venture capital firms, and companies in areas like the San Francisco Bay Area.
Short presentation i gave to the 'Circle of Influence' of StartupDelta providing an overview of the Dutch tech-entrepreneurship ecosystem. Views expressed are my own.
This document summarizes the Enspire Final Conference held on 29/11/2012. The conference focused on strategies and programs to promote entrepreneurship and social inclusion. It discussed challenges such as lack of funding and support for startups. It also highlighted the need to promote entrepreneurship for disadvantaged groups like women, youth, and minorities. The conference proposed implementing holistic entrepreneurship programs from kindergarten onwards to foster an entrepreneurial mindset and culture across Cypriot society.
Organic Development of a Student Run Accelerator at University of Michiganthe nciia
The nearly exponential growth of the entrepreneurial community at University of Michigan (U-M) is largely attributed to the students themselves. In January 2008, U-M launched the Center for Entrepreneurship to support these students. Through these and other similar efforts, students of like mind on a campus of nearly 40,000, can network, share ideas and pursue their passions. By January 2009, seven students actively involved in their own ventures joined together to find ways to share resources and ideas to accelerate the launch of their ventures.This resulted in the launch of a student run business accelerator, TechArb (techarb.org), in the Summer of 2009. The seven founders secured real estate in downtown Ann Arbor and invited 30 entrepreneurial-minded students, representing seven companies in the music, technology, and biotech industries. This paper discusses the genesis and results of the first U-M student accelerator.
This document discusses financing options and sources for startups at different stages of growth. It outlines the typical financing cycle from founders and friends/family funding to later stage venture capital, partnerships, crowdfunding, bank loans, and public funding sources. The author encourages the reader to attend an upcoming Beta Group event or contact the impulse organization for help navigating the next steps in financing their startup.
The document provides information about AIESEC's Global Internship Programme (GIP) and Global Community Development Programme (GCDP). It discusses the objectives, processes, and statistics of the internship and volunteer programs. GIP offers long-term internships for professional development, while GCDP focuses on international volunteer experiences for community development and personal growth. Both programs provide cross-cultural experience, leadership development, and global networking opportunities. Statistical data shows participation numbers and top countries for GIP and GCDP placements between 2010-2011.
This document provides information about an upcoming workshop on career development and entrepreneurship for researchers. The workshop will be held on October 21-22, 2015 in Sofia, Bulgaria. It will include sessions on business planning, an activity involving developing a business plan for a given scenario in teams, and brief team presentations of their plans. The goal is to help researchers consider entrepreneurial options and develop skills for career development outside of academia.
This document discusses defending both the round earth theory and the flat earth theory to illustrate how objective science is. The round earth theory has been accepted for over 2000 years based on empirical evidence like changing shadows and the moon appearing round. However, some philosophers argue science should focus on falsifying theories rather than verifying them. Defending the flat earth theory aims to show if science is truly objective or influenced by prevailing paradigms. The document will compare both theories under different philosophical theories of science.
The document discusses the key elements of developing a business plan, including:
1) A business plan outlines a company's overall strategy over the next 5 years and operational/budget details for the next 12 months.
2) Five elements are needed to develop a business: an idea, ability, goal, motivation, and resources.
3) A business plan is important to test ideas, agree on objectives/strategy, gain confidence, reveal cash needs, and obtain investment.
This document discusses leadership skills and models. It begins by outlining the topics to be covered, including views on leadership, leadership characteristics and traits, leadership models, and maintaining momentum. It then discusses several leadership models and theories in more detail, including Fiedler's contingency model, path-goal theory, functional leadership, consideration and initiating structure, and situational leadership. Traits associated with effective leadership are also outlined. The document emphasizes that leadership must adapt to different situations and that maintaining enthusiasm and motivation is important for ongoing projects.
This document outlines an approach to career development training for researchers. The training is based on career coaching methodology and aims to help researchers better understand themselves, their skills, interests, personality and values in order to make informed career decisions and develop a personal action plan. The process involves self-assessment exercises, psychometric testing, and developing short, medium, and long-term goals to guide career progression. The overall goal is to assist researchers in finding fulfilling work opportunities.
This document summarizes a workshop on developing researcher careers in Europe. It discusses establishing structured, sustainable, and lifelong career development services for researchers. Better training researchers in transferable skills could improve academia and intersectoral mobility. Stakeholders discussed the state of research career development and recommendations. They agreed development is still in early stages and focused on early careers. Recommendations included developing a roadmap, framework, and encouraging funding and participation from the European Commission, member states, research organizations, and EURAXESS. The overall goal is improving research careers and evaluation systems across Europe.
This document discusses pitching and provides tips for developing an effective pitch. It notes that pitching is about influencing and persuading an audience, not just providing information. It emphasizes the importance of structure, including clearly stating what will be discussed, developing the idea, and summarizing. Other key tips include focusing on the core message, researching the audience, keeping the product or service description brief, highlighting any competitive advantages, and maintaining simplicity. The overall message is that an effective pitch tells a compelling story that engages the audience's emotions and makes them want to support the idea.
This document provides information on time management and project management. It discusses prioritizing tasks, dealing with interruptions, setting objectives, stakeholder analysis, work breakdown structures, Gantt charts, and risk identification. Key points include breaking large tasks into smaller chunks, scheduling times for emails and calls to avoid interruptions, ensuring objectives are specific, measurable, agreed upon, realistic and time-bound, analyzing stakeholders' power and interests, and identifying potential risks and their probability and impact.
The document outlines a workshop for researchers taking place in Dublin, Ireland on March 7-8, 2016 to help researchers pursue their career ambitions. It discusses several career development interventions that will be part of the workshop, including involving alumni with non-academic careers, standard career center support like one-on-one advising and workshops, developing supervisors and PIs, and additional Vitae resources.
This document discusses a career development process for researchers that involves exploring values, interests, personality traits, and skills through activities like psychometric testing and skills inventories. The goal is to help researchers better understand themselves, identify their career goals and interests, and develop a personalized action plan to achieve satisfying work opportunities. The process aims to enable researchers to make well-informed decisions about their career development and future plans.
The document summarizes a workshop on leadership skills for staff assisting researchers' career development. It provides an overview of the agenda which includes exercises on defining good and bad leadership, group discussions on leadership definitions, and presentations on developing leadership skills through challenging experiences, mentors, and taking control of one's own development. It also outlines leadership development programs offered by various institutions.
The document discusses various tools and strategies for effective project and time management. It introduces aims and objectives, highlighting the importance of setting objectives that are specific, measurable, agreed, realistic, and time-bound (SMART). Different prioritization techniques are presented, along with tips for daily time management like using to-do lists and distinguishing between reactive and proactive tasks. Risk management, work breakdown structures, and Gantt charts are also summarized as useful planning and scheduling tools. The importance of regularly reviewing progress and strategies is emphasized.
This document describes a workshop for developing enterprising researchers. It discusses defining entrepreneurship versus being enterprising. The workshop includes activities to help researchers identify transferable skills, develop business ideas, and pitch concepts to investors. The workshop runs over two days and covers topics like business planning and intellectual property rights. Other suggested enterprise activities are longer schools, business plan competitions, and training researchers in consultancy skills.
This document announces a workshop for staff assisting researchers' career development that will take place on October 21-22, 2015 in Sofia, Bulgaria. The workshop is part of a project funded by the European Union's Seventh Framework Programme to help researchers pursue their professional ambitions. The workshop will provide guidance on helping researchers with their career development.
The document describes a half-day public engagement workshop for researchers. It begins with an introductory discussion about public engagement activities at participants' institutions. Researchers then work in pairs to present each other's research topics before selecting one topic to present to the group in two different styles. The goal is for researchers to practice communicating their work to non-specialists. Other public engagement activities discussed include working with schools, participatory action research with communities, public events, competitions, and working with the media.
This document outlines a training program for developing research leaders. It discusses the skills needed for research leaders in academia and industry. These include establishing trust, providing direction, challenging processes, and networking. It then describes a postgraduate certificate that teaches these skills through 18 workshops covering topics like management, employment law, and strategy. The program also includes project management training and online resources. Finally, it discusses research management skills needed by doctoral candidates, such as time management, project management, and managing supervisors.
The document describes a workshop for staff assisting researchers' career development that will take place on April 12-13, 2016 in Paris, France. The workshop aims to help researchers pursue their professional ambitions. It received funding from the European Union's Seventh Framework Programme. The document also outlines icebreaker tasks that involve having groups come up with and pitch innovative product ideas to an unsuspecting world. The groups are given prompts to brainstorm details about their product like what it does, its target market, and price before creating a prototype, YouTube demonstration, tweet, and billboard poster to launch it.
The document discusses leadership and organizational development. It makes three key points:
1) Organizations depend on the leadership capacity of all their members, not just formal leaders, in today's complex environment. Everyone needs to learn to lead and follow.
2) True leadership comes from developing self-awareness of one's values and strengths in order to serve a vision one is passionate about. Leaders must first understand themselves before seeking to influence others.
3) Both individuals and organizations progress through levels of development from basic survival needs to serving a higher purpose of making a positive difference in the world. The document provides frameworks for assessing individual and organizational development levels.
The document discusses leadership and organizational development. It makes three key points:
1) Organizations depend on the leadership capacity of all their members, not just formal leaders, in today's complex environment. Everyone needs to learn to lead and follow.
2) True leadership comes from developing self-awareness of one's values and strengths in order to serve a vision one is passionate about. Leaders must first understand themselves before seeking to influence others.
3) Both individuals and organizations progress through levels of development from basic survival needs to serving a higher purpose of making a positive difference in the world. The document provides frameworks for assessing individual and organizational development levels.
The document discusses competencies needed for both research and business. It identifies curiosity, open-mindedness, change/resilience, systems thinking, leadership, tacit knowledge/intuition, creativity/empathy, diversity, and collaboration as important competencies. These competencies can be developed through acquiring knowledge, experience/learning by doing, and increasing self-awareness and understanding of values and purpose. The document encourages acquiring these competencies through experiential activities rather than traditional learning and provides questions for reflection and development ideas.
This document discusses various leadership models and theories. It begins by describing trait theories of leadership which focus on individual attributes. It then discusses situational leadership models which emphasize that effective leadership depends on factors like the situation and task. Several leadership models are described in detail, including Fiedler's contingency model, path-goal theory, functional leadership, and leader-member exchange (LMX) theory. The document concludes with discussions on maintaining leadership momentum and the importance of self-motivation for leaders.
Introduction to teamwork self paced lesson 2 jm finalpipersfp7project
This lesson teaches about building effective teams. It discusses the four sources of team energy - physical, emotional, mental, and spiritual. Learners will understand the difference between operating from an "above the line" state of openness and "below the line" state of defensiveness. They will also learn about different team roles based on the Belbin model and reflect on the roles they and their teammates take. The goal is to increase understanding of team dynamics and how to influence energy levels for improved teamwork.
This document discusses values-based leadership and personal development. It encourages the reader to complete personal values and leadership assessments. These assessments evaluate the reader's current stage of development and leadership abilities based on models of seven levels of personal and leadership consciousness. The document suggests reflecting on assessment results and identifying actions to support continued growth as a person and leader.
Planning your research career (for trainers) 2.car dev intro & contextpipersfp7project
This document discusses researcher development and career development for early-career researchers. It describes researcher development as including knowledge and intellectual abilities, personal effectiveness, research governance and organization, and engagement, influence and impact. The importance of researcher development is to improve one's ability to complete their research and fulfill their potential, and to prepare for future employment. The document then discusses using a values, interests, personality, and skills (VIPS) framework to develop a personalized career action plan through exploring one's values, interests, personality traits, and skills.
Planning your research career: Development for early-career researchersMilan Zdravković
The document discusses researcher development and career development training for early-career researchers. It describes exploring four areas - values, interests, personality traits, and skills - to help researchers better understand themselves, identify their career goals and wants, and develop a personalized action plan. The goal is to enable researchers to make well-informed career decisions and find fulfilling work opportunities.
The document discusses researcher development and career development training for early-career researchers. It describes exploring four areas - values, interests, personality traits, and skills - to help researchers better understand themselves, identify their career goals and wants, and develop a personalized action plan. The goal is to enable researchers to make well-informed career decisions and find fulfilling work opportunities.
Planning your research career (for trainers) 6.valuespipersfp7project
The document discusses Edgar Schein's concept of career anchors or values, which reflect deep aspects of a person like autonomy and independence that they would not give up when faced with difficult choices. Schein found that values help predict satisfying and dissatisfying occupations. It also notes the importance of determining if a career opportunity aligns with one's core values, as values influence job satisfaction and performance. The document includes an exercise to identify the reader's top values.
The document discusses Edgar Schein's concept of career anchors or values, which reflect deep aspects of a person like autonomy and independence that they would not give up when faced with difficult choices. Schein found that values help predict satisfying and dissatisfying occupations. It emphasizes the importance of determining if a career opportunity aligns with one's core values, as values alignment leads to greater job satisfaction and performance. It includes an exercise to identify the reader's top values.
Planning your research career (for trainers) 10.car devtttpipersfp7project
The document discusses researcher development for early-career researchers. It describes researcher development as having four key areas: knowledge and intellectual abilities, personal effectiveness, research governance and organization, and engagement, influence and impact. It emphasizes the importance of researcher development for successfully completing one's research and fulfilling one's potential, as well as preparation for future employment. It also briefly discusses EU funding for increasing the number of researchers in Europe.
Introduction to teamwork self paced lesson 1 jm finalpipersfp7project
This lesson discusses the importance of teamwork. It will help students understand why teamwork is important and how their ability to work well in a team reflects their own development. Students will reflect on aspects of effective teams, learn about new types of teams, and practice collaborative conversations. The lesson defines teamwork as working together toward a common vision and organizational objectives. It notes that talent alone doesn't guarantee success, and that teamwork and intelligence are what help win championships. The stages of individual development that relate to teamwork are dependent, independent, and interdependent.
Edgar Schein developed the concept of career anchors/values, which reflect deep aspects of a person like autonomy and security that they would not give up. Schein identified that considering values can predict satisfying versus dissatisfying occupations, as roles aligned with one's values lead to greater satisfaction and performance. Values exercises help individuals identify their most important values like independence, responsibility, and autonomy to consider in career decisions.
Edgar Schein developed the concept of career anchors/values, which reflect deep aspects of a person like autonomy and security that would not be given up. Schein identified that considering values can predict satisfying versus dissatisfying occupations. Values are beliefs, principles, and standards important to a person for their job and career. When considering career opportunities, it is important to determine if one's core values can be satisfied. A role aligned with one's values results in greater satisfaction and performance long-term.
This document outlines guidance and resources for researchers seeking to develop leadership skills. It includes modules on topics like managing research teams, developing strategy, research impact, and unconscious bias. The goal is to help researchers lead their work and prepare for academic leadership roles. Suggested workshops provide training on research administration, governance, budgeting, employment law, and other management responsibilities.
The document discusses several traits and characteristics associated with effective leadership, including intelligence, extraversion, conscientiousness, openness to experience, self-efficacy, assertiveness, determination, ambition, and cognitive abilities. It also examines several leadership theories and models, such as Fiedler's contingency theory, path-goal theory, functional leadership, consideration and initiating structure, and situational leadership. Leader-member exchange theory is described as focusing on the interaction between leaders and individual followers and the potential for in-groups and out-groups to form based on the quality of exchanges.
The document discusses several traits and characteristics that are commonly found in leaders, such as intelligence, extraversion, conscientiousness, and self-efficacy. It also examines theories of leadership, including Fiedler's contingency model, path-goal theory, and situational leadership. The leader-member exchange theory holds that leaders form in-groups and out-groups among followers, with in-group members receiving more support and opportunities. Group leadership, where direction is provided by more than one person, is also covered.
The document outlines that leaders learn through 10% education, 20% developmental relationships such as feedback and mentors, and 70% through challenging experiences. It states that challenging experiences are crucial for gaining new knowledge and understanding concepts. Developmental relationships include feedback, advice, mentors, role models, and challenging tasks.
The document outlines that leaders learn through 10% education, 20% developmental relationships such as feedback and mentors, and 70% through challenging experiences. It states that challenging experiences are crucial for gaining new knowledge and understanding concepts. Developmental relationships include feedback, advice, mentors, role models, and challenging tasks.
This document outlines activities and programs to promote entrepreneurship among academics and collaboration between academia and industry. It describes a two-day enterprise workshop that guides participants through developing a business idea, model, and pitch. It also lists other enterprise activities like longer schools, business plan competitions, training researchers for consultancy work, and online entrepreneurship resources. The goal is to help academics exploit research commercially and overcome barriers to industry partnerships.
This document discusses pitching and provides tips for developing an effective pitch. It notes that pitching is about influencing and persuading an audience, not just providing information. It emphasizes that a pitch tells a story and engages the audience's emotions. The document then provides guidance on key elements of an effective pitch, including understanding the audience, describing the product or service, discussing the team, mentioning competitors, highlighting the competitive advantage, and keeping the pitch simple. It stresses the importance of passion, a compelling opening, a call to action, and closing the pitch effectively.
This document discusses intellectual property rights (IPR) and the importance of patent information. It defines what a patent is, including requirements for patentability. It outlines the patent application process and describes different types of IPR like trademarks, industrial designs, copyright, and personal data protection. The document emphasizes that patent information is a valuable source of technical information that can be used for competitive intelligence purposes like monitoring competitors, identifying new opportunities, and avoiding duplication of research efforts. Case studies are provided to illustrate how patent analysis can inform strategic decision making.
This document provides information about a workshop on developing business models for commercializing research results. It discusses options for market exploitation like licensing, spin-offs, and startups. It then compares traditional business plans to more agile methodologies like the Lean Startup framework. The final section describes tools for developing business models, specifically the Business Model Canvas and Value Proposition Design. Participants will practice using these tools to develop a business model for a thermochromic pigment product intended for use in fabrics.
The document discusses the key elements of developing a business plan, including:
1) A business plan outlines a company's overall strategy over the next 5 years and operational/budget details for the next 12 months.
2) Five elements are needed to develop a business: an idea, ability, goal, motivation, and resources.
3) A business plan is important to test ideas, agree on objectives/strategy, gain confidence, reveal cash needs, and obtain investment.
This document contains tips and advice for effective communication and presentations. It emphasizes that the goal should be to engage audiences at a deeper level by addressing what they need to know, feel, and do, rather than just presenting information to them. Successful communication requires understanding the audience, having a clear message and structure, speaking authentically, using stories and visuals to aid comprehension and memory, and focusing on delivery through body language, voice, and practice. The overall message is that effective presentations prioritize the audience experience over simply transmitting information.
The document outlines an activity for researchers to practice communicating their work to non-specialists. It instructs researchers to work in pairs to summarize their partner's research in 90 seconds for their group, and then as a group to develop two short presentations in different styles on one selected research topic. The presentations will be delivered to the full course, with prizes for the best group. The goal is for researchers to improve communicating their own work to broader audiences and gain insight into public awareness of research.
This document outlines plans for a public engagement exercise. Participants will explain their research to partners and present on their partner's research. They will then plan a public engagement campaign targeting specific audiences. Campaigns will be judged on effectiveness, originality and budget. The document also provides guidance on identifying target audiences, influencers, and roles for communications officers and liaison officers in coordinating public outreach activities.
This document summarizes a presentation on researcher development. It discusses the Vitae Researcher Development Framework, which provides a common language for researchers' skills and abilities. It emphasizes creating streamlined, phased researcher development programs that enhance engagement, employability, and support all students. Successful programs have measurable outcomes through feedback and engagement with stakeholders. The document also summarizes the European Charter for Researchers and the Code of Conduct for researcher recruitment, which promote open and attractive research careers in Europe.
This document discusses researcher development and career skills training. It describes researcher development as including knowledge and intellectual abilities, personal effectiveness, research governance and organization, and engagement, influence and impact. National policies in the UK and EU emphasize the importance of researcher development and training to improve skills. The Vitae Researcher Development Framework provides a common language and structure to identify researchers' strengths and areas for development to support career success.
1) The document discusses researcher development in the UK context. It outlines the importance of researcher development for career preparation and successful PhD completion.
2) It describes the key elements of researcher development as including knowledge and intellectual abilities, personal effectiveness, research governance and organization, and engagement, influence and impact.
3) It discusses the UK national policy approach to researcher development, which emphasizes minimum training standards for PhD students, including two weeks of dedicated skills training per year.
The document discusses researcher development in Europe. It describes the Vitae Researcher Development Framework, which provides a common language for researchers' skills and attributes. It also discusses the key features of effective researcher development programs, including streamlined frameworks, phased approaches, enhancing employability, supporting all individuals, and measurable outcomes. Additionally, it outlines the European Charter for Researchers and the Code of Conduct for recruitment, which aim to ensure successful performance and career development for researchers in Europe.
This document outlines a workshop for training research leaders. It discusses the skills needed for research leaders in academia and industry. It then describes a postgraduate certificate program that trains research leaders through 19 workshops covering topics like managing budgets, employment law, and strategy. It also discusses online training resources and the need for doctoral candidates to develop skills in time management, project management, and managing their supervisor.
This document discusses various time management strategies and techniques. It begins by addressing common issues with perceiving and prioritizing time. Next, it provides tools for planning daily and long-term tasks, such as using to-do lists, calendars, and breaking large projects into smaller action items. It also covers strategies for handling interruptions and conflicting priorities. The document emphasizes setting goals and objectives, monitoring progress, and maintaining flexibility in scheduling. Overall, the key messages are that effective time management requires planning, prioritization, and reviewing plans regularly to adapt to changes.
This document contains slides from a presentation on leadership. It discusses definitions of leadership, the differences between management and leadership, levels of personal and organizational development, and qualities of good leadership. It encourages participants to reflect on their own leadership strengths and areas for growth. Examples of exercises included having participants identify their personal values, the current and desired levels of development for themselves and their organizations, and behaviors they want to see more or less of in leadership.
This document discusses a workshop on experiential learning and the experiential learning cycle. The workshop aims to help participants improve their skills in understanding and incorporating the experiential learning cycle into their training programs. The experiential learning cycle involves experiencing an activity, sharing reflections on that experience, processing themes that emerged, generalizing lessons to other contexts, and applying what was learned. The workshop guides participants through an example of teaching shoe-tying to experience the learning cycle first-hand.
This presentation delves into the core principles of personality development as taught by Tim Han. Understand the importance of self-awareness, goal setting, and maintaining a positive attitude. Gain valuable tips on improving communication skills and developing emotional intelligence. Tim Han’s practical advice and holistic approach will help you embark on a transformative journey towards becoming your best self.
Aggression - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
ProSocial Behaviour - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Covey says most people look for quick fixes. They see a big success and want to know how he did it, believing (and hoping) they can do the same following a quick bullet list.
But real change, the author says, comes not from the outside in, but from the inside out. And the most fundamental way of changing yourself is through a paradigm shift.
That paradigm shift is a new way of looking at the world. The 7 Habits of Highly Effective People presents an approach to effectiveness based on character and principles.
The first three habits indeed deal with yourself because it all starts with you. The first three habits move you from dependence from the world to the independence of making your own world.
Habits 4, 5 and 6 are about people and relationships. The will move you from independence to interdependence. Such, cooperating to achieve more than you could have by yourself.
The last habit, habit number 7, focuses on continuous growth and improvement.
Stealth attraction for mens gets her with your wordsichettrisagar95
My article gives a set of techniques used by men to subtly and effectively attract women without overtly displaying their intentions. It involves using non-verbal cues, body language, and subtle psychological tactics to create intrigue and build attraction. The goal is to appear confident, mysterious, and charismatic while maintaining an air of mystery that piques the interest of the person you are trying to attract. This approach emphasizes subtlety and finesse in communication and interaction to create a powerful and lasting impression.
Understanding of Self - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Leadership
Leadership assumptions lag considerably behind in extent and pace of change vis-à-vis communications, military & transportation technology, as well as human awareness.
Social Responsibility & Sustainability in 21st C.
…People now expect much more than before that businesses will be socially responsible & accountable for their actions to all stakeholders.
…Environmental issues will be a challenge to consider in everyday business.
Oligarchic assumptions clash with current realities
Employer- Employee Relationship in 21st C.
Once based on loyalty and job security, this relationship is now to be based on flexibility, continuous development of skills and much better work-life balance.