I had the privilege to speak to a number of bright engineers at a recent NSBE Region 3 Conference in Jackson, MS. I discussed the leadership skills necessary to be successful in any work environment.
This document discusses how agile practices can increase employee engagement. It defines employee engagement as employees being fully absorbed in and enthusiastic about their work. Agile practices empower engagement by creating collaborative environments focused on team goals rather than individual goals. This encourages team interaction and intelligence over individual goals. Servant leadership empowers teams by sharing power, helping people grow through coaching rather than control, and unleashing energy and intelligence. Agile teams experience fewer defects and safety incidents, less shrinkage and turnover when engagement is high. The document recommends agile can engage millennials and increase performance through respect, effective decision making, feedback, and building individual careers within teams.
A talk from July 2017 GeekNight event on how culture affects the organization and what can be done to improve it.
GeekNight is a monthly technical event at ThoughtWorks.
Team Real World - Helping HR Teams Develop Better Leadership and Management S...jradau
We give an overview to our program that helps managers and supervisors grow to become better leaders. This helps create alignment from Executives to Staff, which creates a thriving team culture.
Not Another Meeting! Moving Groups Forward With Effective FacilitationRMC Health
RMC Health has delivered exceptional professional development for over 40 years, building the capacity of thousands of individuals to be more efficient and effective in their careers.
The document discusses the benefits of cross-functional learning and teamwork over traditional organizational structures. Conventional structures maximize efficiency but can inhibit innovation through creating boundaries between teams. Cross-functional collaboration fosters a spirit of innovation, allows teams to see the larger picture, and improves satisfaction and creativity. It provides benefits like continuous improvement, increased productivity and commitment. Prerequisites for effective cross-functional work include an open mind, strong communication, leadership, and trust between teams.
Facilitating Agility: Obligations of Organizations LeadersCprime
Slides from Michael Levine's presentation at Agile Day Twin Cities 2019, hosted on November 20th at the RiverCentre in Saint Paul, MN.
https://www.agiledaytwincities.com/
This document discusses connecting with employees through their heads, hearts, and hands. It emphasizes the importance of communication, motivation, and skills development. The organization provides various services including leadership coaching, recruitment, internships, and entrepreneurial consulting. Their goal is to build open and honest relationships through passionate communication and a focus on growth, learning, and success.
Incorporating methods of Quint Studer and Patrick Lencioni, I developed a method to create an environment where employees thrived and wanted to come to work.
This document discusses how agile practices can increase employee engagement. It defines employee engagement as employees being fully absorbed in and enthusiastic about their work. Agile practices empower engagement by creating collaborative environments focused on team goals rather than individual goals. This encourages team interaction and intelligence over individual goals. Servant leadership empowers teams by sharing power, helping people grow through coaching rather than control, and unleashing energy and intelligence. Agile teams experience fewer defects and safety incidents, less shrinkage and turnover when engagement is high. The document recommends agile can engage millennials and increase performance through respect, effective decision making, feedback, and building individual careers within teams.
A talk from July 2017 GeekNight event on how culture affects the organization and what can be done to improve it.
GeekNight is a monthly technical event at ThoughtWorks.
Team Real World - Helping HR Teams Develop Better Leadership and Management S...jradau
We give an overview to our program that helps managers and supervisors grow to become better leaders. This helps create alignment from Executives to Staff, which creates a thriving team culture.
Not Another Meeting! Moving Groups Forward With Effective FacilitationRMC Health
RMC Health has delivered exceptional professional development for over 40 years, building the capacity of thousands of individuals to be more efficient and effective in their careers.
The document discusses the benefits of cross-functional learning and teamwork over traditional organizational structures. Conventional structures maximize efficiency but can inhibit innovation through creating boundaries between teams. Cross-functional collaboration fosters a spirit of innovation, allows teams to see the larger picture, and improves satisfaction and creativity. It provides benefits like continuous improvement, increased productivity and commitment. Prerequisites for effective cross-functional work include an open mind, strong communication, leadership, and trust between teams.
Facilitating Agility: Obligations of Organizations LeadersCprime
Slides from Michael Levine's presentation at Agile Day Twin Cities 2019, hosted on November 20th at the RiverCentre in Saint Paul, MN.
https://www.agiledaytwincities.com/
This document discusses connecting with employees through their heads, hearts, and hands. It emphasizes the importance of communication, motivation, and skills development. The organization provides various services including leadership coaching, recruitment, internships, and entrepreneurial consulting. Their goal is to build open and honest relationships through passionate communication and a focus on growth, learning, and success.
Incorporating methods of Quint Studer and Patrick Lencioni, I developed a method to create an environment where employees thrived and wanted to come to work.
This document discusses extraordinary leadership and strategies to enhance visioning skills, with a focus on female leadership. In 3 sentences: It defines extraordinary leadership as creating opportunities for others to accomplish extraordinary things. It identifies obstacles like a lack of vision and weak networks that female leaders face. It presents a model for extraordinary female leadership centered around developing vision, belief, effective communication, building networks, and engaging teams.
The document discusses the basic skills needed for management, including planning, organizing, staffing, directing, coordinating, and reporting. It emphasizes that human interaction skills like respect, understanding, and involvement are also necessary for management. The document also provides information on different types of plans, organizing, staffing, directing, coordinating, and reporting activities, and the need for clear and concise reporting.
The document outlines plans for self-organizing a tribe of around 200 people into chapters. It discusses selecting chapter coaches and finalizing preparations for a co-creation day where chapters will pitch ideas and self-select members. The schedule includes goals and recaps, pitches from families of ideas, an information market, two rounds of self-selection, and selecting and kicking off chapters.
Situational Leadership is a time-tested leadership method that focuses on motivation, influence, and performance. It provides a simple and practical framework for leaders to match their leadership style to the development level of their followers. By adapting their style, leaders can better meet performance needs and create an environment that motivates people. The method establishes a common language for discussing performance which improves leadership consistency, fairness, and engagement.
Sheffcare is a registered charity that provides care for elderly people in Sheffield, including 11 residential care homes and day care centers, employing nearly 500 people. They provide personalized care plans and aim to help maintain independence. The organizational structure includes the CEO, heads of departments, care directors, registered managers, and care support workers. ABS Consulting was hired to review Sheffcare's performance management system. Through meetings and a site visit, ABS gathered data and feedback. They designed a new appraisal form with a performance scale, separate forms for different levels, and sections for training and two-way feedback. The outcome effectively served Sheffcare's needs as a charitable organization by empowering its business of caring for the elderly.
Kudrat Yakup is a cofounder of Erqal Capital, an investment firm and clubhouse for businesses in Xinjiang, China. After graduating from Harvard, he became one of the youngest and most talented business leaders in China. He employs a democratic leadership style where he encourages group members to share ideas and opinions, while retaining final decision-making power. This style leads to better contributions, ideas, and solutions from group members, as well as increased morale. However, being too kind-hearted and not firing underperforming members is seen as one of his weaknesses.
This document discusses strategies for effective communication and transitioning to the role of superintendent. It emphasizes building trust with the board of education by communicating in a transparent manner. It also stresses engaging the board by participating meaningfully in strategic planning, budgeting, and performance monitoring. Additionally, the document outlines priorities like separating urgent and important tasks and creating buy-in from stakeholders. Essential skills for a superintendent are identified as clarity of thought, networking, communication, and empathy. Finally, it provides tips for transitioning such as meeting with stakeholders and designing efficient processes.
The document contains information on various HR metrics and KPIs that can help drive business decisions. It discusses attrition rates by gender and over time. It also includes charts showing training mandays over months in different locations. The document suggests that metrics like recruitment cycle time, average training mandays, quality of hire ratings, and training impact can influence effectiveness, efficiency and business impact. Finally, it emphasizes defining, teaching, measuring and rewarding a new organizational culture to help change management.
Robert Kaplan of Harvard University clearly states: “If you can’t measure it you can’t manage it, and if you can’t manage it you can’t change it.” A simple translation of this sentence is: in order to improve something it needs to be measurable. The intangibles of Leadership, Communication and Teamwork are key organizational drivers that are not frequently measured. According to the previous theory, that means that these fundamental building blocks of your organization are not being managed or improved.
This document discusses the concept of vision in leadership. It explains that a vision is a mental model of an ideal future state that is better than the status quo. A vision represents change and is grounded in values. It provides a map and guiding philosophy to follow. Developing a vision challenges people to transcend the status quo, commit to worthwhile causes, and inspire others. Articulating a vision involves communicating the values and ideas in a way that enlists participation, while implementing a vision requires sustained effort through acting on the vision, setting expectations, and empowering people.
A study surveyed over 60,000 employees to understand which leadership characteristics made leaders great. The study found that leaders who focused only on results were seen as great 14% of the time, while those who only focused on people were seen as great 12% of the time. However, leaders who equally balanced focusing on results and people, which comprised less than 1% of leaders, were viewed as great 72% of the time. In other words, considering either results or people alone are poor predictors of great leadership, while combining both a results and people focus is highly correlated with being a great leader.
The document discusses mission-driven governance and outlines perspectives on corporate governance, true north for organizations, causes of deviation from mission, and new governance practices. It argues that governance should ensure an organization achieves its mission through the board and executives working together, with every decision relating to and not deviating from the clearly articulated mission. New practices include evaluating performance, building trust, planning succession, and sharing information to stay mission-focused.
How to Create Psychological Safety at Work Using the 5CsKaiNexus
Presented by
Karyn Ross, Founder, CEO, President at The Love and Kindness Foundation
Jessica House, Founder at LightHouse Counselling and Wellness
I’m sure you’ve heard about the 5S’s in Lean. Doing 5S helps people stay physically safe and allows problems to be easily seen. But what about psychological safety? If you want the people in your organization to learn, improve and care for your customers, you need to take care of their psychological safety just as much as you care for their physical safety. That’s why Karyn Ross and Jessica House have created the 5Cs of psychological safety.
During this interactive session, you will learn about each of the 5C’s and how you and your organization can begin practicing them immediately so that you can optimize learning, growth, innovation, and improvement. Everyone will receive a copy of the 5Cs document following the session.
The document discusses leadership and leading change. It provides tips for leaders such as focusing on coaching, thinking, example-setting and conversation. Leaders are advised to dream big, take risks, and let their people shine. When leading change, the document recommends staying purpose-driven, communicating constantly, navigating conflict, investing in people, and persisting until success. Leaders must set the tone for change and keep moving forward through challenges.
Jewell Consulting Group DifferentiationJerome Jewell
Jewell Consulting Group helps leaders achieve powerful outcomes by bringing together diverse ideas and approaches, just as an orchestra conductor organizes various musical components. They translate complexity into simplicity and clarity, embrace timeless principles, and strengthen the connection between vision, mission, strategy, and behaviors to create more effective leaders and teams driven by a clear, authentic mission.
No-Nonsense HR Consultancy provides a range of HR solutions and training & development workshops to help businesses with people management issues. Their services include strategic HR advice, assistance with recruitment and selection, mediation, and workshops on topics like performance management, difficult conversations, and interviewing skills. They aim to help businesses of any size with their HR needs.
This document compares the key differences between managers and leaders. It outlines that managers focus on production and short-term goals, delegate responsibility, and maintain the status quo. Leaders take a people-oriented approach, delegate authority, develop long-term vision, challenge assumptions and innovate. The document suggests that while managers drive team members and work within systems, leaders coach, inspire and work to organize the best resources.
This document provides an introduction to capacity building, outlining its importance and key ways to build capacity through team building, action planning, and strategic planning. It recommends considering five questions around goals, barriers, team members, time commitment, and finances when developing a capacity building plan. The document stresses focusing on three top priorities and creating an action plan for accountability as fundamentals of the capacity building process.
This document discusses the challenges of organizational change and proposes a model to address mindset, behavior, and capability (MBC) issues. It identifies typical MBC problems like conflicting priorities, silo mentalities, and lack of accountability. The proposed influence model focuses on four buckets to impact behavior and capabilities in the short term: communication, role modeling, capability building, and governance. Specific initiatives are outlined within each bucket to drive organizational change through leadership engagement, training, and accountability measures.
How to improve leadership in a company.pptxJulioIsaac7
This document analyzes the qualities of good leadership and how to develop leadership skills. It discusses that leadership is important for companies to achieve goals and minimize problems. Some key qualities of good leaders include integrity, delegation, communication, self-awareness, empathy, courage, and respect. The document also provides tips for developing leadership skills, such as taking on more responsibility, learning to follow, continuously learning, resolving conflicts, and being a discerning listener. It concludes that establishing an organizational structure and ensuring leaders have the right skills are important to implement leadership in a company.
This document discusses extraordinary leadership and strategies to enhance visioning skills, with a focus on female leadership. In 3 sentences: It defines extraordinary leadership as creating opportunities for others to accomplish extraordinary things. It identifies obstacles like a lack of vision and weak networks that female leaders face. It presents a model for extraordinary female leadership centered around developing vision, belief, effective communication, building networks, and engaging teams.
The document discusses the basic skills needed for management, including planning, organizing, staffing, directing, coordinating, and reporting. It emphasizes that human interaction skills like respect, understanding, and involvement are also necessary for management. The document also provides information on different types of plans, organizing, staffing, directing, coordinating, and reporting activities, and the need for clear and concise reporting.
The document outlines plans for self-organizing a tribe of around 200 people into chapters. It discusses selecting chapter coaches and finalizing preparations for a co-creation day where chapters will pitch ideas and self-select members. The schedule includes goals and recaps, pitches from families of ideas, an information market, two rounds of self-selection, and selecting and kicking off chapters.
Situational Leadership is a time-tested leadership method that focuses on motivation, influence, and performance. It provides a simple and practical framework for leaders to match their leadership style to the development level of their followers. By adapting their style, leaders can better meet performance needs and create an environment that motivates people. The method establishes a common language for discussing performance which improves leadership consistency, fairness, and engagement.
Sheffcare is a registered charity that provides care for elderly people in Sheffield, including 11 residential care homes and day care centers, employing nearly 500 people. They provide personalized care plans and aim to help maintain independence. The organizational structure includes the CEO, heads of departments, care directors, registered managers, and care support workers. ABS Consulting was hired to review Sheffcare's performance management system. Through meetings and a site visit, ABS gathered data and feedback. They designed a new appraisal form with a performance scale, separate forms for different levels, and sections for training and two-way feedback. The outcome effectively served Sheffcare's needs as a charitable organization by empowering its business of caring for the elderly.
Kudrat Yakup is a cofounder of Erqal Capital, an investment firm and clubhouse for businesses in Xinjiang, China. After graduating from Harvard, he became one of the youngest and most talented business leaders in China. He employs a democratic leadership style where he encourages group members to share ideas and opinions, while retaining final decision-making power. This style leads to better contributions, ideas, and solutions from group members, as well as increased morale. However, being too kind-hearted and not firing underperforming members is seen as one of his weaknesses.
This document discusses strategies for effective communication and transitioning to the role of superintendent. It emphasizes building trust with the board of education by communicating in a transparent manner. It also stresses engaging the board by participating meaningfully in strategic planning, budgeting, and performance monitoring. Additionally, the document outlines priorities like separating urgent and important tasks and creating buy-in from stakeholders. Essential skills for a superintendent are identified as clarity of thought, networking, communication, and empathy. Finally, it provides tips for transitioning such as meeting with stakeholders and designing efficient processes.
The document contains information on various HR metrics and KPIs that can help drive business decisions. It discusses attrition rates by gender and over time. It also includes charts showing training mandays over months in different locations. The document suggests that metrics like recruitment cycle time, average training mandays, quality of hire ratings, and training impact can influence effectiveness, efficiency and business impact. Finally, it emphasizes defining, teaching, measuring and rewarding a new organizational culture to help change management.
Robert Kaplan of Harvard University clearly states: “If you can’t measure it you can’t manage it, and if you can’t manage it you can’t change it.” A simple translation of this sentence is: in order to improve something it needs to be measurable. The intangibles of Leadership, Communication and Teamwork are key organizational drivers that are not frequently measured. According to the previous theory, that means that these fundamental building blocks of your organization are not being managed or improved.
This document discusses the concept of vision in leadership. It explains that a vision is a mental model of an ideal future state that is better than the status quo. A vision represents change and is grounded in values. It provides a map and guiding philosophy to follow. Developing a vision challenges people to transcend the status quo, commit to worthwhile causes, and inspire others. Articulating a vision involves communicating the values and ideas in a way that enlists participation, while implementing a vision requires sustained effort through acting on the vision, setting expectations, and empowering people.
A study surveyed over 60,000 employees to understand which leadership characteristics made leaders great. The study found that leaders who focused only on results were seen as great 14% of the time, while those who only focused on people were seen as great 12% of the time. However, leaders who equally balanced focusing on results and people, which comprised less than 1% of leaders, were viewed as great 72% of the time. In other words, considering either results or people alone are poor predictors of great leadership, while combining both a results and people focus is highly correlated with being a great leader.
The document discusses mission-driven governance and outlines perspectives on corporate governance, true north for organizations, causes of deviation from mission, and new governance practices. It argues that governance should ensure an organization achieves its mission through the board and executives working together, with every decision relating to and not deviating from the clearly articulated mission. New practices include evaluating performance, building trust, planning succession, and sharing information to stay mission-focused.
How to Create Psychological Safety at Work Using the 5CsKaiNexus
Presented by
Karyn Ross, Founder, CEO, President at The Love and Kindness Foundation
Jessica House, Founder at LightHouse Counselling and Wellness
I’m sure you’ve heard about the 5S’s in Lean. Doing 5S helps people stay physically safe and allows problems to be easily seen. But what about psychological safety? If you want the people in your organization to learn, improve and care for your customers, you need to take care of their psychological safety just as much as you care for their physical safety. That’s why Karyn Ross and Jessica House have created the 5Cs of psychological safety.
During this interactive session, you will learn about each of the 5C’s and how you and your organization can begin practicing them immediately so that you can optimize learning, growth, innovation, and improvement. Everyone will receive a copy of the 5Cs document following the session.
The document discusses leadership and leading change. It provides tips for leaders such as focusing on coaching, thinking, example-setting and conversation. Leaders are advised to dream big, take risks, and let their people shine. When leading change, the document recommends staying purpose-driven, communicating constantly, navigating conflict, investing in people, and persisting until success. Leaders must set the tone for change and keep moving forward through challenges.
Jewell Consulting Group DifferentiationJerome Jewell
Jewell Consulting Group helps leaders achieve powerful outcomes by bringing together diverse ideas and approaches, just as an orchestra conductor organizes various musical components. They translate complexity into simplicity and clarity, embrace timeless principles, and strengthen the connection between vision, mission, strategy, and behaviors to create more effective leaders and teams driven by a clear, authentic mission.
No-Nonsense HR Consultancy provides a range of HR solutions and training & development workshops to help businesses with people management issues. Their services include strategic HR advice, assistance with recruitment and selection, mediation, and workshops on topics like performance management, difficult conversations, and interviewing skills. They aim to help businesses of any size with their HR needs.
This document compares the key differences between managers and leaders. It outlines that managers focus on production and short-term goals, delegate responsibility, and maintain the status quo. Leaders take a people-oriented approach, delegate authority, develop long-term vision, challenge assumptions and innovate. The document suggests that while managers drive team members and work within systems, leaders coach, inspire and work to organize the best resources.
This document provides an introduction to capacity building, outlining its importance and key ways to build capacity through team building, action planning, and strategic planning. It recommends considering five questions around goals, barriers, team members, time commitment, and finances when developing a capacity building plan. The document stresses focusing on three top priorities and creating an action plan for accountability as fundamentals of the capacity building process.
This document discusses the challenges of organizational change and proposes a model to address mindset, behavior, and capability (MBC) issues. It identifies typical MBC problems like conflicting priorities, silo mentalities, and lack of accountability. The proposed influence model focuses on four buckets to impact behavior and capabilities in the short term: communication, role modeling, capability building, and governance. Specific initiatives are outlined within each bucket to drive organizational change through leadership engagement, training, and accountability measures.
How to improve leadership in a company.pptxJulioIsaac7
This document analyzes the qualities of good leadership and how to develop leadership skills. It discusses that leadership is important for companies to achieve goals and minimize problems. Some key qualities of good leaders include integrity, delegation, communication, self-awareness, empathy, courage, and respect. The document also provides tips for developing leadership skills, such as taking on more responsibility, learning to follow, continuously learning, resolving conflicts, and being a discerning listener. It concludes that establishing an organizational structure and ensuring leaders have the right skills are important to implement leadership in a company.
This document discusses leadership styles and their definitions. It defines leadership as influencing others towards goals and outlines three main styles: autocratic, where the leader makes all decisions; democratic, where the leader involves others in decision making; and laissez-faire, where the leader gives employees freedom to make decisions. It also discusses factors that influence leadership style choice like the task, organization traditions, and personality. Overall it provides an overview of leadership styles and considerations for managers.
This document discusses leadership styles and their definitions. It defines leadership as influencing others towards goals and outlines three main styles: autocratic, where the leader makes all decisions; democratic, where the leader involves others in decision making; and laissez-faire, where the leader gives employees freedom to make decisions. It compares the styles and notes that the best style depends on the situation, employees, and leader's abilities. Factors like tasks, traditions, employees and time influence which style is most effective.
leadership styles prevailing and existingDirectorSSCA
The document describes several traditional leadership styles: autocratic, bureaucratic, charismatic, democratic, laissez-faire, persuasive, and participative. It provides an overview of each style's key characteristics and potential pros and cons. Autocratic leadership focuses on top-down decision making while democratic/participative leadership encourages collaboration. Charismatic leadership relies on public speaking skills to inspire followers.
The document discusses different leadership styles including autocratic, democratic, laissez-faire, bureaucratic, situational, and functional leadership. It provides descriptions of each style's key characteristics and when each may be most appropriate or ineffective. The document also discusses factors that influence which leadership style is best suited for a given situation, including the amount of time available, relationships between leader and followers, task complexity, and organizational conflicts or stress levels. Overall leadership effectiveness depends on correctly matching style to the specific situational factors.
The document discusses leadership and conflict. It defines leadership as a process of influencing others to attain goals. It outlines different leadership styles like autocratic, democratic, and laissez-faire. It also discusses sources of conflict like personality differences and competition. The document describes different approaches to conflict resolution such as avoiding, accommodating, competing, compromising, and collaborating. It emphasizes that leaders should model conflict resolution behaviors and create an environment conducive to resolving conflicts.
This document provides an overview of leadership training. It discusses different leadership styles like autocratic, democratic, and laissez-faire. Autocratic leadership is leader-centered with one-way communication, while democratic leadership empowers group members in decision making. Laissez-faire leadership allows group members freedom but with low accountability. Situational leadership adjusts the leader's style to the development level of followers. The training covers roles and responsibilities of leaders, qualities of good leaders, and functions of leadership like achieving tasks, building teams, and developing individuals.
The document discusses different leadership styles and qualities of effective leaders. It describes autocratic leadership as centered on the boss who makes unilateral decisions, while democratic leadership involves subordinates in decision making. Transformational leadership motivates followers to achieve more than originally intended. Effective leadership involves facilitating teamwork, managing conflict, developing others and communicating a compelling vision. The document contrasts leaders with bosses, noting that leaders inspire and support followers through commitment and values, while bosses focus on control and standards.
The document provides steps for uploading a presentation to SlideShare and discusses different leadership styles. It describes the democratic leadership style, noting that the leader makes decisions based on team member input. Democratic leaders are inclusive, effective communicators, empowering, supportive, trust-building, and emotionally intelligent. The document also briefly describes autocratic leadership, where the leader makes all decisions without input from others.
Leadership involves influencing others towards mutual goals through ethical behavior and decision making. Effective leadership requires qualities like confidence, inspiring others, good communication, creativity, fairness, and responsiveness.
There are several types of leadership styles such as authentic leadership which values honest relationships, autocratic leadership where one person controls all decisions, and transformational leadership which causes positive change in followers. Transactional leadership focuses on supervision through rewards and punishments, while participative leadership involves group members in decision making. Effective leadership depends on selecting the appropriate style for the situation and organization.
This document discusses leadership, including definitions of leader and leadership, why leadership is important, how to improve leadership qualities, and different leadership styles. Leadership is defined as the action of leading a group or organization. Leaders are important as they provide vision, motivate groups, make decisions, ensure goals are achieved, and support skills development. Some ways to improve leadership qualities include listening well, planning, motivating others, having discipline, taking calculated risks, accepting mistakes, and communicating frequently. The document also outlines different leadership styles such as democratic, autocratic, free rein, and discusses factors for choosing the correct style.
The document discusses leadership and management. It defines leadership as the ability to influence others towards achieving goals through motivation and direction. Good leaders have traits like vision, maturity, self-confidence, and the ability to facilitate change and build employee morale. The document then outlines different leadership styles like autocratic, bureaucratic, democratic, coercive, and laissez-faire. It also discusses important skills for leaders like listening, dealing with conflict, forming teams, and communicating. The last section provides tips for managers, emphasizing putting people first, being accountable and credible, including employees, avoiding discrimination, staying calm, acting as a mentor, and not assigning last-minute tasks.
A good leader takes the lead. A good leader has personality, courage, clear vision with ambition to succeed. A good leader encourages the team to perform to their optimum all the time and drives organisational success.
This document discusses leadership and the differences between managers and leaders. It provides information on various types of leaders, common leadership activities like planning and organizing, leadership traits, styles, and how new leaders can be successful. The core tasks of leadership are outlined as creating momentum, mastering technologies of learning, visioning, and coalition building, and managing oneself.
3 leadership styles of the most successful managersHibox
Like anything people-related, management is emotional, unscientific, and highly subjective. Becoming a successful manager is something that takes trial and error. But there’s so much pressure to perform off the bat. We tend to emulate top leaders and managers in hopes of “copying” and learning from their success. There’s nothing wrong with learning from the best, but all teams and managers are different.
Click here to learn more: https://www.hibox.co/blog/leadership-styles-of-the-most-successful-managers/
This document discusses key concepts around leadership including:
- The differences between leaders and managers, with managers focusing on planning, organizing and controlling while leaders focus on influencing others.
- The three skills that make an effective leader - technical, human and conceptual skills.
- The five types of power leaders can utilize - legitimate, reward, coercive, referent and expert power and their likely responses from followers.
- Two contingency models of leadership - Fiedler's contingency model and Hersey-Blanchard's situational leadership model which discuss adjusting leadership styles to situational factors.
- The differences between transformational and transactional leadership styles.
- Various leadership styles such as autocratic, democratic and laissez
The document discusses various aspects of leadership including types of leadership, importance of leadership, leadership styles, characteristics of leadership, recent approaches to leadership, and qualities of an effective leader. It describes formal and informal leadership, and transactional vs transformational leadership styles. Effective leadership motivates employees, facilitates change, builds cooperation, and protects the interests of the group.
Similar to Leadership Skills NSBE - Nov 2017 - Jackson MS (20)
While it may not be 1941 London, England, Design Firm leaders face a host of challenges every day. These challenges whether with clients or internally with teams require a particular set of communication skills. Through the lens of the life of Winston Churchill and his success in WWII, we'll show you how to develop solid listening skills. Develop a message for each audience - both internal and external, learn how to read body language like a champ, understand the power of the unspoken word, and finally the importance of writing everything down for posterity and your posterior. Churchill failed early in life and managed to turn things around. You can learn a lot from his communication experiences and apply them to your career.
I had the privilege to speak to a number of bright engineers at a recent NSBE Region 3 Conference in Jackson, MS. I discussed the importance of Public Speaking and what it takes to develop those skills.
This document discusses how new media and technology are changing marketing and communications for architecture, engineering, and construction (AEC) firms. It notes that 41% of firms spend an hour or less per week on social media, and 65% do not use any marketing automation software. It also provides statistics on growing platforms like YouTube, podcasts, and smart speakers. It concludes by discussing emerging technologies like virtual and augmented reality and their potential impact.
IMAGINE DOING ALL of this work and not having a plan in place for properly executing interviews and even more important, offers. Based on our years of experience we will walk you through an ideal interview environment and what the candidate should experience. Once the interview process is complete we will go over the best methods for delivering an employment offer and also discuss some the deal breakers that we normally see come that are easily avoidable.
A good recruitment program tracks key metrics related to talent acquisition. It is important to monitor metrics such as the number of candidates per job opening, time to fill positions, cost of advertising and fees, offer acceptance rates, and retention of new versus experienced employees. Common metrics that are frequently used include source of hire, time to hire, applicants per hire, candidate experience, and cost per hire. Developing key performance indicators for recruiting requires identifying the intended audience and how often they need insights into recruiting metrics and performance.
RECRUITING IS ALL ABOUT building strong relationships and understanding how Recruiting and Marketing are intertwined. The brand you build for your firm or organization should have a recruiting component to it. Most firms are building their brand to bring in new work which is important but they should also be thinking about how to attract the next round of talent they will need to hire to do the work they bring in.
WE START OFF Becoming a Better Recruiter with an overview of what we will be covering and a discussion on the current state of affairs when it comes to Recruiting and Hiring the best talents in the AEC Industry. There will be time for questions and answers as well as topical issues that fit into our overall course outline. Our goal is to give all participants actionable items to take back to the workplace.
Hot Firm 2016 Recruiting and Social Media Presentation - Randy WilburnEncourage Build Grow
Learn how to develop a comprehensive recruitment and social media marketing strategy from the comfort of your own desk. Take time to develop a plan to make sure that you are attracting great talent to your firm and keep them engaged. This presentation should help.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.